KPA President looks toward 2008

Editor’s Note: The following is the text of a letter Taylor Hayes sent to KPA/KPS Board of Directors as he prepared to become KPA’s 2008 President. The comments in this letter are similar to the comments he delivered when installed as KPA President of Jan. 25.

As Kriss’ (Johnson’s) successful year as KPA president draws to a close and as I begin preparing for the coming year, I want to share my goals and expectations for 2008. My expectations, while somewhat beyond conventional thinking, are really not unique. What I propose is nothing less than what previous presidents and their boards have accomplished … remain progressive in dealing with the issues and cultural changes facing our industry.

I have always perceived KPA to be a trade organization on the cutting edge of promoting and delivering visionary ideas to its newspaper members. This is an attribute to the executive director, the association’s employees, past presidents and the many individuals who have served on the board through the years. I have served in voluntary positions on numerous boards over the years and I rank KPA in the top two as never allowing dust to accumulate on anything that shows promise in benefiting its constituents. (SNPA being the other.) Strategic and visionary are adjectives worthy of describing KPA.

Like many of you, I have become an avid reader of the varying perspectives of the changing media landscape. And I have come to understand the changes don’t just affect the newspaper industry but the entire media world. How we as individuals are consuming news and information has rapidly been altering traditional media models. KPA, like any trade organization, acts as a delivery conduit, a champion, for its members to industry news and changes. This analogy of a conduit is where the basic premise for the goals I propose comes into play.

Theme

• Embracing the future (change) not just accepting it

• Technology / digital world

• A society that wants information through a conversation mode versus only a lecture mode

• Realizing that quality journalism remains important and a component as we embrace the future

Goals for KPA in 2008

• Focus the membership on the future and help them understand the future, i.e., educate members on the culture surrounding the new media. This education component will become even more prevalent in the incorporation of new media distribution channels while at the same time newspapers enhance their core products.

• Understanding the new media and the value proposition it brings to readers and advertisers.

• What changes are occurring with the operational structures of newspapers because of the new media specifically with news and advertising?

• Sharing successful business models in monetizing the new media while continuing to enhance the core / traditional model

• A few measurements …

• How many members have web sites at the beginning of the year versus the end of the year?

• How many members have “living, breathing, and participatory” sites for the community to “hang out and share ideas?”

• Number of members participating with the “banner” program.

• More speakers at KPA workshops and convention who share successful ideas of embracing the change

•How many members are uploading public notice ads at the beginning of the year versus the end of the year?

Strategic planning for KPA

With the changing environment in the newspaper industry, KPA needs to adapt to the changes. The structure and operation should be evaluated to ensure the focus is in a direction that best benefits the industry and its members. (I proposed to the board at the fall retreat the need to bring in an outside facilitator to begin the strategic planning process. I perceived the proposal was met with enthusiasm. If this idea is accepted by the board a facilitator needs to be identified along with setting a date to begin. It would be ideal to start the process no later than the spring board meeting.)

Continued Expectations for KPA

• National and statewide selling: KPA has done well with KPS. I believe centralized representation is going to become even more important in the future as home office accounts will want a simplified version for buying our services. KPA can help standardize a form for marketing as well as training to deal with home office accounts. KPA will likely be our savior of public notice advertising.

• Champions of journalists and the cause: Quality personnel seeking careers specifically in written news media are becoming scarce. Competition for solid journalists is increasing. In one sense this is good for journalists regarding their financial well being. On the other hand, without the appropriate supply, quality will suffer particularly in smaller markets. KPA and its members need to work at changing the perception that journalistic reporting is only about publishing stories in the printed product that younger generations for the most part have not grown up with. The reality is journalistic reporting is about getting the story regardless of the avenue it is to be distributed. With new media options newspapers are adding, many avenues open up beyond the printed word, which now may be more appealing as careers. KPA should be that advocate especially to its members but also the state schools to enhance the appeal of a journalism career. (An area to explore is to host a roundtable discussion with students, teachers and the members on how the new mediums are being used --- “a show and tell” of sorts.)

• Building on to the legislative voice: KPA has been a great voice in state legislation sessions that should never be taken for granted. As traditional media travels through a cross road where everyone can essentially be their own reporter, editor and publisher, pressure is going to increase on what is meant by “free speech,” “freedom of the press,” “open records,” “open meetings,” etc. Gray areas will develop where principle can be lost. KPA remaining a strong voice becomes even more essential in the future as society’s opinion of the PRESS changes. Why this country has freedom of the press needs to be championed with specific examples.

It is hard to imagine there being a finish line to cross with these goals. I perceive them more as a journey. Yet, the journey must begin with milestones in place to measure progress. This is where your input and feedback are important. What specific actions can KPA take? Do you have a particular area of interest you can help champion actions steps?

To some reading this memo the assumption may be made that I have given up on the print product or I may have a negative perception toward the future of the industry. The intention with these goals is not to spell out doom and gloom. My intentions are about reality … and the reality is --- as publishers, editors, and managers we are experiencing a tremendous shift in what actions lead to successes and what actions don’t.

It would be hard to argue our entire industry is not in a transition. And, I cannot summarize the transition any better than from this quote … “The newspaper industry is in the midst of a wrenching period of transition. As business models, consumer and advertiser behavior and the competitive landscape transform, newspaper companies search for long-term clarity through the near-term fog.” - Randy Bennett (Newspaper Association of America)

Personally I believe there are more opportunities for our operations to build upon market share than every before. No, I do not have all of the answers. If I had, I would likely be selling myself as a consultant securing my retirement. Where I believe the answer lies (as I have shared with my employees) is to train ourselves to challenge conventional wisdom and step out of our paradigm of thinking how a newspaper operates.

We have a lot of bright and talented minds on the KPA board. While many of our members are blazing new paths and finding success, we have many who are not. And I would imagine even the trailblazers struggle with the revenue-balancing act. Through our efforts, I believe KPA can be a catalyst for many of our members to not just accept the changes occurring but embrace them that will ultimately lead to developing a successful business model.