The Democrat and Chronicle's circulation numbers are out, and it's a good news/bad news story.
The good news, via reader Elmer, is that, by one calculation, the D&C's combined online and print "reach" is 86% of the Rochester market, one of the higher numbers for mid-size markets.
The bad news, via Gannettblog, is that the D&C's print circulation is down another 5.1%.
The reach numbers are interesting, but as always the question is whether the D&C can replace lost print advertising revenue with online revenue.
The Boise paper employed about 65 folks in its newsroom when I worked there in 1991-96; I suspect employment under McClatchy hasn't changed much. But my experience, working for one of the best editors I've known, shows that a small number of staffers, managed well, can produce very good work. The editor, John Costa, had come to the Statesman from Florida's St. Petersburg Times. Costa was an outsider; he had not worked his way up through Gannett, so his hiring was a little unusual.
Costa was an old-fashioned First Amendment journalist. Over and over, he preached the importance of using freedom of information laws to hold powerful people accountable. Once, for example, when I was reporting on a state prison story, I found myself in a federal courtroom, hearing a judge about to seal an important court document from public view. During a hearing break, I called Costa and asked what to do. He told me to return to the courtroom, and ask the judge to reconsider. When the hearing resumed, I stood up at the back of the very big courtroom, and called out to the judge -- startling the assembled attorneys. (In response, the judge offered a compromise.)
Costa's approach to producing great journalism was simple: Take the best stories, assign them to the newsroom's most talented people -- then get out of the way, and let them do their jobs. He believed readers would remember big, impactful stories long after they'd forgotten the routine stuff we produce daily, just to fill tomorrow's paper. If a reporter was working on a project, and Costa saw her name attached to a daily on that morning's budget, he'd demand to know why.
It was costing us more to out-source these operations, and others, than to run them ourselves. Plus, we knew in our hearts that our customer service would improve, our classified ad sales would grow, and a whole host of other parts of our operation would be better run if they were here. And now they are.One of my suppliers at work has a good expression: "Stepping over a dollar to pick up a dime." Gannett's customer service outsourcing seems like a good example of this phenomenon.