Your work in networked/citizen/collaborative journalism.
At chron.com, the Web site for the Houston Chronicle, we began engaging readers in our coverage several years ago, sharing their photos and experiences in Houston’s flood of 2001, their opinions during the 2004 political conventions and election and their live experiences from the ballpark during the Houston Astros World Series games.  Since early 2006 we have given readers a more consistent voice with featured blogs on everything from local sports teams to parenting and birdwatching. More recently, we have expanded that interaction to include social networking features, story comments, photo galleries, group blogs and more in an area we call the chron.Commons (http://commons.chron.com).

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Your work in networked/citizen/collaborative journalism.

Myheimat.de combines printed magazines and an online-platform for hyper-local communities. A network of 5.000 contributors (citizen reporter) submit thousands of stories and the community picks stories for hyper-local printed freesheets (monthly, close to 100% UGC) which reach a combined circulation of 120.000.

As founder of a local monthly freesheet in 1994 Martin Huber learned and experienced the need of local media users and what service they expect of their local newspaper resp. media. Major focuses of his research at TUM (2001-2004) have been virtual communities, value-co-production and technology-platforms for integrating customers into the value-chain. (Ph.D. thesis: ”Collaborative Value creation”). 2002 he co-founded a mobile content sharing application (www.mozean.de) where users can publish and share content which is delivered via mobile phone.

2003 he co-founded gogolmedien to build a scalable publishing-platform for converged media products (print&online) and collaborative content creation, driven by users. Since 2003 gogolmedien successfully launched 17 hyper-local so called myheimat-magazines based on this platform.

What are your goals?

Myheimat.de tries to provide a service that helps people make the communities they live in better places. Our service combines online, print and mobile for the lowest possible threshold to participate and the highest reach in the local community.
In Germany there are over 1.800 small cities (between 10-50K inhabitants) which perfectly match myheimat. We want to cover these cities with monthly/weekly freesheets. Therefore we will partner with media-companies and traditional newspapers.
In addition we plan to offer the platform behind myheimat as an innovative tool for media companies to serve their customers on a hyper-local level and to enable networked journalism on a local or regional level. Our goal is to further develop the technology platform of myheimat to give professional journalists a tool for seamless collaboration with an open community of citizen reporters.

Notable achievements?
Back in 2003 myheimat was the first community-to-print initiative (at least we know of). At least in Germany no media company (start-up or traditional newspaper) managed to roll-out successful 17 local free-sheets in 3 years.

Lesson you’ve learned (including mistakes you’ve made)

We regard Organisation/People and Information (Systems) as the key to networked journalism and think that networked journalism is driven and enabled by strong technology platforms specifically designed for networked journalism.
Organisation/People

Our journalists had to learn to moderate the conversation and not to write content themselves. This was (in the beginning) much easier with employees who are not trained in traditional newspaper production, but we now also see a lot of traditional trained journalists who enhance their abilities in moderating and animating user(-communities).

From our experience since 2003 I can only confirm and emphasize how Jeff Jarvis put it: “How does the role of the journalist change? Journalists must now augment their traditional and valued roles of reporter, watchdog, questioner, vetter, investigator, editor. In the conversation, they need to take on new roles, as moderator, enabler, organizer, talent scout, even journalistic evangelist and educator.” (from: http://www.buzzmachine.com/2007/10/05/how-do-we-teach-the-conversation)
To adapt the media application/the media format quickly to user needs or user feedback, cross-disciplinary teams and co-location helps a lot. We learned to put an editorial designer, a programmer and a moderator together in a team, to deliver fast results the user wants.

Information system

In the beginning (2003) we underestimated how important an agile development process and an agile platform architecture is. We (naively) specified and started coding our Version 2.0 of the platform in a half-year project, but we stopped this project, because we realized that we ran into an architecture which was not agile enough, and the (time-) gap between user-feedback and implementation was too big. Time-to-market of the next feature/version hast to be < 1 month.
We know have a much more agile piece of software where we can react instantly on user feedback, have fast development iterations (“continuously beta”) and can embed experience and user feedback every 2-3 days in our platform.
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Your work in networked/citizen/collaborative journalism.We have two social media pilot projects underway.

The first pilot is a new local activity and events directory website for Los Angeles that fuses user submitted content, LA Times-appointed guide content, and LA Times newspaper content to neighborhood directories. It’s similar in some ways to Citysearch, though it was built for L.A. from the beginning and it will include a great deal more editorial content and more social features. The beta version of this site will be launching in December.

The second pilot is a new entertainment industry news section of latimes.com that integrates LA Times content, user-generated content, and third party web content submitted by users. Content items are presented in an integrated display and are prioritized based on recency of the post, total number of user votes, and total number of user comments.

At the heart of both products is a user reputation system that is designed to help the reader qualify content submitted by site users and LA Times staff alike to make a judgment about which content on the site to put stock in.

What are your goals?

Based on additional user testing of the new designs, our goal is to deploy the concepts that resonate well with consumers across the broader latimes.com website.

 
Notable achievements?

We launched a very modest pilot project in our travel section to begin experimenting with the directory product concept. Only about 75% of the functionality has been built for that section, but already we are seeing page views up 300% over the previous section design.

Lesson you’ve learned (including mistakes you’ve made)

It is very difficult to launch a new front end of a site and a new underlying CMS at the same time.

Are you getting revenue for this? How?

Since we launched the travel pilot we have seen national advertising dollars in the section turn from a year over year decline of 26% to a 156% year over year increase.

What’s next? What do you need to get to the next level?

We need to ramp up our new Ruby on Rails tech infrastructure to allow us to launch product iterations more smoothly and A/B test more effectively.

Anyone you’d like to talk with, learn from, or work with at the summit 

It looks like you have created a fantastic list of attendees– I am excited to speak with everyone on the list.

Your work in networked/citizen/collaborative journalism. 

Myheimat.de combines printed magazines and an online-platform for hyper-local communities. A network of 5.000 contributors (citizen reporter) submit thousands of stories and the community picks stories for hyper-local printed freesheets (monthly, close to 100% UGC) which reach a combined circulation of 120.000.

As founder of a local monthly freesheet in 1994 Martin Huber learned and experienced the need of local media users and what service they expect of their local newspaper resp. media. Major focuses of his research at TUM (2001-2004) have been virtual communities, value-co-production and technology-platforms for integrating customers into the value-chain. (Ph.D. thesis: ”Collaborative Value creation”). 2002 he co-founded a mobile content sharing application (www.mozean.de) where users can publish and share content which is delivered via mobile phone.

2003 he co-founded gogolmedien to build a scalable publishing-platform for converged media products (print&online) and collaborative content creation, driven by users. Since 2003 gogolmedien successfully launched 17 hyper-local so called myheimat-magazines based on this platform.

What are your goals?

Myheimat.de tries to provide a service that helps people make the communities they live in better places. Our service combines online, print and mobile for the lowest possible threshold to participate and the highest reach in the local community.
In Germany there are over 1.800 small cities (between 10-50K inhabitants) which perfectly match myheimat. We want to cover these cities with monthly/weekly freesheets. Therefore we will partner with media-companies and traditional newspapers.
In addition we plan to offer the platform behind myheimat as an innovative tool for media companies to serve their customers on a hyper-local level and to enable networked journalism on a local or regional level. Our goal is to further develop the technology platform of myheimat to give professional journalists a tool for seamless collaboration with an open community of citizen reporters.

Notable achievements?
Back in 2003 myheimat was the first community-to-print initiative (at least we know of). At least in Germany no media company (start-up or traditional newspaper) managed to roll-out successful 17 local free-sheets in 3 years.

Lesson you’ve learned (including mistakes you’ve made)

We regard Organisation/People and Information (Systems) as the key to networked journalism and think that networked journalism is driven and enabled by strong technology platforms specifically designed for networked journalism.
Organisation/People

Our journalists had to learn to moderate the conversation and not to write content themselves. This was (in the beginning) much easier with employees who are not trained in traditional newspaper production, but we now also see a lot of traditional trained journalists who enhance their abilities in moderating and animating user(-communities).

From our experience since 2003 I can only confirm and emphasize how Jeff Jarvis put it: “How does the role of the journalist change? Journalists must now augment their traditional and valued roles of reporter, watchdog, questioner, vetter, investigator, editor. In the conversation, they need to take on new roles, as moderator, enabler, organizer, talent scout, even journalistic evangelist and educator.” (from: http://www.buzzmachine.com/2007/10/05/how-do-we-teach-the-conversation)
To adapt the media application/the media format quickly to user needs or user feedback, cross-disciplinary teams and co-location helps a lot. We learned to put an editorial designer, a programmer and a moderator together in a team, to deliver fast results the user wants.

Information system

In the beginning (2003) we underestimated how important an agile development process and an agile platform architecture is. We (naively) specified and started coding our Version 2.0 of the platform in a half-year project, but we stopped this project, because we realized that we ran into an architecture which was not agile enough, and the (time-) gap between user-feedback and implementation was too big. Time-to-market of the next feature/version hast to be < 1 month.
We know have a much more agile piece of software where we can react instantly on user feedback, have fast development iterations (“continuously beta”) and can embed experience and user feedback every 2-3 days in our platform.
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Your work in networked/citizen/collaborative journalism.
My main contribution to citizen journalism thus far has been through AirCongress LLC, the publishing company I founded in November 2006. My Web site, AirCongress.com, serves as a portal to user-generated audio and video content of, by and about Congress. The goal is to give people interested primarily in federal policy issues and politics one convenient place to go for the latest news.

While I write the blog entries, the site really is driven by the content created by lawmakers, candidates, government agencies, advocacy groups, think tanks, media organizations and, last but not least, citizen journalists. I created the site to corral all of that great content into one place so it’s easier for people to access the best audio and video without visiting dozens of Web sites. Via the “Podcast Of The Week” and “Producer’s Picks” features, I narrow the content even further, using journalistic instincts honed over nearly 17 years in Washington to highlight the stories that strike me as most newsworthy and interesting.

I currently work full time as the editor of National Journal’s Technology Daily, and my work there prompted me to start Beltway Blogroll, a blog that tracks the impact of blogs on politics, policy and the media. I’ve been covering the citizen journalism world for a few years now and have spoken about the subject at various events.

What are your goals?

Ultimately, I hope to find a way to feature more citizen journalism on AirCongress. For instance, I envision bloggers from across the country interviewing their local congressmen or political candidates and contributing content to the site. I’d also like to use the site as a venue for getting future journalists (citizen or professional) some nuts-and-bolts experience in covering Washington.

I’ve had preliminary discussions with BlogTalkRadio about how AirCongress and BTR might work together, and I am eager to pursue content and/or business partnerships with innovators in the new media field.

Notable achievements?

AirCongress was one of the first Web sites to discover the “Big Brother” video aimed at Democratic presidential candidate Hillary Clinton and generated more than 10,000 hits in a single day. Linking to that viral video resulted in the biggest traffic day by far for the site, and searches for that ad continue to drive traffic to AirCongress.

And I just learned today (Sept. 25) that AirCongress was listed in the “influential blog index” that Adfero Group compiled for an August 2007 study on the impact of blogs on policy debates. The list of more than 150 blogs included neutral news sites like AirCongress, as well as blogs of various political leanings.

Lesson you’ve learned (including mistakes you’ve made)

I’ve learned that it’s next to impossible to start a media business on your own, in your spare time. I initially planned to make AirCongress a nonprofit hobby, soliciting contributions online and posting content sporadically. I did not envision it as a commercial enterprise with steady content until I approached a Web design company that nudged me in that direction. The company offered design and marketing services in exchange for a stake in the company.

Our negotiations ultimately did not result in a deal and I decided to hire another designer and keep the business “in the family.” I’m not yet to the point where I think that was a mistake — but I am wishing I could hire someone to promote AirCongress because it’s impossible for me to work a full-time job while also producing editorial content for AirCongress and promoting the site. For the business to achieve its potential, I need to find a way to get more people involved.

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Your work in networked/citizen/collaborative journalism.

I’ve been a proponent of networked journalism since 1999, when I founded Moveable Media as a company that would allow for licensing user-created content to mainstream media. The model was, dare I say, a little to early and didn’t take. Since then, I’ve worked as a networked/citizen reporter using TNL.net as my main platform for discussion of such things. Last try, I tried (and failed) to launch a scholarship program that would underwrite costs associated with bloggers doing investigative journalism.

What are your goals?

A very tough question. My goals in terms of attending the summit is to listen and broaden my understanding of how we could move this forward.

Notable achievements?

TNL.net has been followed by the mainstream media on several stories (from calculating the size of the Google supercomputer to analysing data about the growth of Second Life). In a way, the investigative piece I’ve done on the site have helped expose several stories.

Lesson you’ve learned (including mistakes you’ve made)

The first, and probably saddest, lesson I’ve learned is that few people are interested in investigative reporting because it’s hard work. The vast majority on both the press side and the blogosphere side prefers to hew to neat story lines and has trouble dealing with complexity.

The second one is that long pieces do not seem to work online. While I’ve taken to writing 1500-2000 words pieces on my site, generally shorter bits seem to work better. I am still probably mistaken in my belief that there is room for longer pieces.

Are you getting revenue for this? How?

Revenue come in two forms: advertising and freelancing opportunities. However, most of my work is more related to thought leadership than revenue generation (the thought leadership allows me to generate revenue from other, indirect, sources)

What’s next? What do you need to get to the next level?

For starters, I need a better understanding of direct revenue sources and what appeals to a broader audience. I’ve failed in breaking out of a core audience and need to understand how to properly effect a transition.

Anyone you’d like to talk with, learn from, or work with at the summit

The overseas crowd (like the guys from skynews or The Telegraph) will probably be interesting to meet in that another venture of mine (blognation.com) is more international in nature. I would also like to talk to some of the wire people (I see there are some people from AP) to see if there is any correlation between the speed of news in the blogosphere and on wires. Last but not least, I’ll be delighted to spend more time face to face with a number of other attendees I’ve met along the way.

Introduction and Narrative: Howard Weaver has been involved with the interactive efforts of newspapers for his entire adult life - the editorial pages. “Even in the old analog world there was a kind of interactivity, I think it’s natural to come to this stage where we have better tools to try and extend that umbrella,” says Weaver. Today, Weaver is vice president for news at the McClatchy Company, a publisher of 31 daily newspapers, 50 community papers and many more websites.

Recent examples of networked journalism at McClatchy include the recent acquisition of Fresno Famous (see writeup) and a part of the News & Observer in Raleigh North Carolina is a community site called the Share Triangle. McCaltchy’s networked journalism efforts can be as simple as an Alaskan paper asking for pictures of the biggest fish caught, to their upcoming ambitions to create a participatory journalism project through their DC bureau.

Main Goal: It’s a new space with the same goal, to practice community journalism. “Journalism that empowers people, creates better citizens to participate in a democracy,” says Weaver.

A Surprising Realization: I’ve been more surprised by the pace of change than by its direction,” says Weaver. “To me the basic imperatives have been clear for some time, but I feel like there is an accelerating pace.”

Biggest Practical Lesson/Mistake: The biggest thing we’ve learned is having an integrated news staff and not walling off the online staff from the print staff. In some places the staffs were literally in different buildings and now we are largely integrated and encouraging people to become more integrated, including content ad-sales and management. It is a big lesson not to think of the delivery medium, but trying to serve the customer - putting the information how the consumer wants it rather than how we produce it, says Weaver.

Money: To begin Weaver had a disclaimer: “The revenue side is not my area of expertise, I’m a news guy and always have been.”

According to Weaver, McClatchy is finding revenue models online and should have $180-200 million in online revenues this year. The company has investments in cars.com and Career Builder that are promising and while the initial opportunity was in the classified it is finding that retail online is growing quickly.

Future Goals: “We think of ourselves as a mission driven company,” says Weaver. The main goal will not change and it remains the future goals as well. “For 150 years we have been trying to make the communities where we serve better places, the animating principle is public service journalism.”

What do you hope to get from people attending this conference?

We are, like everybody else, between infancy and adolescents in this process. Its an opportunity to be exposed to a lot of ideas in a short time and meet a lot of people whose names I only know from reading their blogs.

Introduction and Narrative: In the past year Gannett has undergone the largest transformation in the company’s 102-year history. All 86 papers across the country, except for USA Today, have changed from traditional news centers to 24-hour, local, multimedia “Information centers.” The blueprint for the change cited seven areas that each Gannett paper would be required to embrace, such as databases and “Community Conversations.” The News-Press in Fort Myers (see post on Mackenzie Warren and Kate Marymont) was one of the company’s test papers and it was while flying down there that Jennifer Carol picked up a cover story in Wired on ‘crowdsourcing’ “and we said, that’are talking about.”

Main Goal: Last October the changes were implemented across the country and as of May this year - all Gannett’s papers have fully transitioned. The shift to information centers has many layers - including the willingness and capabilities to work with members of the community on investigations. “This is not rearranging furniture - this is a shift in how we do our jobs,” says Carroll.

Notable Achievements: Carroll and Ganett have been encouraged on several fronts since the change. Using crowdsourcing along with database analysis Gannett has broken stories faster and working with communities has drawn conclusions that would have gone otherwise unnoticed, says Carroll. A new tool called “Get Published” let’s anybody upload content and many of Gannett’s papers have between 100-200 hyperlocal sites that are the result of pro-am reporting. “We provide the backbone and the tools and we welcome community involvement,” says Carroll.

The Cincinnati Enquirer recently launched The Data Center, allowing readers to search thousands of databases based on lifestyle and content information linked through home addresses. For example, readers can search records of crime in their neighborhoods, review trends and compare statistics throughout the metro area.

In another example: Florida Today received an email tip by way of the “Blow the whistle” button. It was from an appraiser who said thousands of local homeowners were getting ripped-off by insurance companies that inflate the replacement value of homes on paper and, consequently, overcharge for hurricane insurance. Insurance policies are not public record, and there would be no way to report that story authoritatively without asking as many residents as possible to share private documents. So the paper posted an item to the Brevard Watchlist asking readers to “join the investigation” by doing just that. The countywide investigation yielded a front-page Sunday newspaper story and an online report on how to estimate a home’s replacement cost.

Gannett is reporting traffic increases across the board, from visitors to time spent on sites, frequency in visits and pages viewed per visit.

A Surprising Realization: The biggest surprise is that we didn’t do this earlier, both in the company and in the industry, says Carroll. If journalism at its core is to serve the public, then it has not been taking advantage of all the new tools that can help perform this function, says Carroll. “But if we think about how to use them creatively, we can get back to the things that those of us who grew up in the business in our hearts truly believe in - that we can work with readers to inform and engage and shine light on wrongdoing,” says Carroll.

Biggest Practical Lesson/Mistake: Carroll admits that Gannett underfunded not just research but technology and infrastructure. Many of Ganett’s papers responded to the changes from headquarters not with disdain - they were behind the changes, but didn’t have the technology or infrastructure to make it happen. It requires more than just talk - but capital investment in laptops, video equipment, trios, the ability to transmit digitally, etc.

Money: The editorial changes are working in tandem with revenue teams at Gannet that are exploring new ways to monetize the product. An advance data team is not only exploring content - but also how to engage readers online with mapping software and other areas that traditionally hasn’t been explored in advertising.

“We will only move forward and build on what we have done.” Gannett is very encouraged by the possibility of becoming sustainable, says Carroll. Many of these concepts have been tested at the 12 original Gannett papers to make the shift and they have developed over the past year and Gannett is seeing strong results.

Future Goals: There is no endpoint in Ganett’s transformation. “I see us only building on the research and reaction that we’ve gotten,” says Carroll. There is still an imperative to be nimble and invest in the types of technology that is needed, from social networks and beyond, but right now Gannett is ready to pounce on what is next. “We as an industry have not been as serious as being early adapters — and now I see us positioned in the front row so we can react quickly,” says Carroll.

What do you hope to get from people attending this conference?

I am very very interested in all the experimenting that is going on across the industry — We need to do more R&D. I spend as much time as I have looking at experiments that people are involved in — That’s what I want to get out it.

Introduction and Narrative: When Gannett announced its transformation from traditional newsrooms to information centers (see Jennifer Carroll writeup) The News-Press in Fort Myers, FLA. was one of the first and most successful papers to adopt the changes. The paper regularly engages in experiments to engage and partner with citizens using traditional media resources in pro-am projects.

Its first brush in citizen journalism came in 2004 during Hurricane Charely. Today setting up a forum during a hurricane might seem second nature, but at the time it was an eye opening moment. As people shared information “we realized how much knowledge there was in our community,” says Mackenzie Warren.

Next, Fort Myers took an active approach to citizen journalism, enlisting the public in a investigation into sewer expansion, where hundreds of residents mobilized and scoured through documents. Throughout this investigation the paper relied on experts within its community like accountants, lawyers, engineers, “professions that we don’t have an expertise in,” says Warren. “We found in the community those people exist and they are willing to sift through blue prints and time cards, that’s what distinguished the project.”

The third and current experiment is called “Team Watch Dog.” Relying on retired experts in the community, Fort Myers has built a team of 20 volunteers, who work side by side with the newsroom on dozens of projects.

Main Goal of Fort Myers: To fulfill the same goals that the paper has had since 1884 when it started. “Our fundamental purpose in the community hasn’t changed at all, it’s a new means to the same end,” says Marymont. The hope is that by relying on the wealth of information within the community the paper is able to do deeper and better journalism.

Notable Achievements: Fort Myers has created a network of citizen experts, including a retired FBI agent, a defense intelligence agency analyst, an education worker and more. “We have formed an alliance that our community is coming to recognize,” says Marymont. “It’s the breadth of what we are doing that is notable.” This has also had a positive effect on the papers credibility in the community.

A Surprising Realization: The immediate volume of readers’ willingness to participate. The utilities investigation racked in 6,500 pieces of user-generated content over the lifetime of the project, with a huge flow in the first week.

The paper was inundated by the number of people that wanted to lend a helping hand to monitor their government. The same occurred with the Team Watchdog project, which was originally going to be called News-Press Nine, limited to nine volunteers. But hundreds applied.

Biggest Practical Lesson/Mistake: In their experiment of crowdsourcing in the Cape Coral utilities investigation, Fort Myers originally thought the experiment would take place in forums that they would monitor and eventually use to get quotes from contributors. “That is all fine on paper until you have 6,500 people,” says Warren.

The paper was swamped and was never able to catch up. “We left a lot of leads on the table,” says Warren. “If you strike oil, you better have a pump that can collect it all before it spills out.”

Money: Fort Myers runs on a traditional business model. On the web this means getting as many pageviews and unique visitors as possible. The site did experience an increase in traffic during the Cape Code investigation, including new regular readers. “We make new believers each time,” says Warren.

Future Goals: Fort Myers wants to rework the infrastructure that it uses to perform experiments in network journalism. Having a few under their belt, they are taking a look back to see what tools were clumsy or not right for the job. “In some cases we were using a sledgehammer to bang in a nail, in others a house hammer for a railroad steak,” says Warren. With the Team Watchdog project underway, Fort Myers is looking at new technical solutions, so they won’t be held back from not having the right tools.

What do you hope to get from people attending this conference?

“We are not short on ideas, we are short on the means to do them. What we want to get out of this is new inspiration and new directions we can push ourselves and persuade our audience to get involved and get motivated. New ways to promote what we are doing, so we can expand our audience and make new believers and readers,” says Warren. “My top hope is to actually come away with progress toward technical tools that are better for supporting networked journalism, we’re ready for the next big experiment in Fort Myers and we hope this conference can help us gain clarity on what that will be.”

Introduction and Narrative: In 2004 Dan Pacheco was hired as part of the new Digital Products team at The Californian. Their job was to “look out in the future 5-10 years and see trends,” says Pacheco.

He came to the position with experience at the Washingtonpost.com and America Online where he worked on community products from the early Web. “At the time we had at least 12 million member profiles and we started to observe that people were changing their persona 3-4 times a day,” says Pacheco. Well before social networking, Pacheco had a “wealth of ideas” that The Californian, an independently owned newspaper company which includes seven print publications and nine websites, was ready to put into action. The Californian has produced:

The Northwest Voice - a newspaper with content created by readers, which began in 2004 by Mary Lou Fulton.

Bakotopia - a social networking site.

Bakomatic - a software platform that handles user-generated content, classifieds and social networking, which transformed Bakersfield.com and other of the Californian’s website properties.

This and other products have pushed the paper into the edge of citizen journalism.

Main Goal: To engage an audience around a brand identity. The Northwest Voice, about 30,000 readers, is penetrating a community that is predominately suburban, neighborhood, and family oriented. People go to the website to submit their story and hope it will get printed in the Northwest Voice for neigbors to read. It becomes their paper. “And that’s what that brand is about,” says Pacheco.

For Bakotopia, a social networking site, it’s all about “me.” says Pacheco. Creating a space where individuals can express themselves, meet people and find interesting local bands.

The Californian has nine different websites and several papers, each with their own brand identity that caters to different audiences, says Pacheco.

Notable Achievements: The Californian had a lot of firsts. They created the first U.S. newspaper-managed Craigslist competitor, Bakotopia, according to Pacheco. The first citizen journalism newspaper product, The Northwest Voice and on Bakersfield.com one of the first newspapers to offer social networking and blogging in the community “so we could compete with Myspace and Facebook as part of our brand. Today Bakersfield.com is about 20-30 percent user-generated content.

A very large achievement was creating “Bakomatic” an in-house content management system that has since been adopted by other newspapers like the Arizona Republic.

Bakomatic was a fortunate byproduct of trying to create social networking features, blogging and classifieds for Californian newspapers. But since completion several newspapers have called wondering if it was for sale — and Pacheco has since

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