Como establecer sistemas apropiados de recibo y procesos de seguimiento en la producción de pre impresos
Keeping preprint storage areas well-organized can help to locate the correct insert in the shortest amount of time to ensure accuracy and maximize productivity.
Most newspapers receive preprints and/or self-adhesive sticky notes on a regular basis. But what are the recommended and acceptable measures you should take when accepting preprints? Does the receiver verify the amount of product; if so, how? Do you log receivables in by hand or with an electronic tool? What makes up your tracking processes? Do you monitor date and time received, who takes in the insert, the stated quantity verses actual quantity received, number of skids or boxes and date on the pallets? Internally, are the inserts scheduled and does the order match the product received? Once received and entered into your system are pallets relocated to a racking system establishing a tracking process for final placement and positioning on the floor?
The process involved in receiving preprints isn’t as simple as one might believe. I’ve worked shops where someone in the mailroom pulls preprints off the truck and they sit outside for half the day, get dragged inside and end up mixed with other preprints scattered around the mailroom area. As you might imagine, this is a recipe for disaster and usually leads to general dysfunction, inaccurate insertions; i.e. inserts going into the wrong product, on the wrong day, shortages, missing insertion dates and ongoing problems with advertisers.
I believe we’ve all noticed a decline in preprints and the subsequent revenues that we once enjoyed. With digital versions of preprints becoming more and more popular, it’s just one more thing that keeps us awake at night concerned about the overall health of the printed product. I firmly believe that one small thing we can do to slow this decline is show advertisers and readers alike that we can maintain accurate processes that ensure advertisements end up in the right place on the right day and in the requested amount. Newspapers are in the fight of their lives and anything we can do to maintain our relevance and preserve the advertising dollar should be done now and done right.
Our sales department and advertisers are depending on us to get it right and operationally, we need to establish the processes that allow that to happen.
Receiving the Preprints
Let’s start with the basic process of receiving. Truckers move product around the country and are the backbone of our national delivery system. Their goal is to move product (preprints in this case) from point A to point B in the most efficient and economical manner possible. They’re jamming skids inside the truck, moving skids around at every stop, and many drivers may not be overly concerned what a preprint looks like when it arrives on your dock. When you receive a damaged skid, do you have standard procedures in place?
If you so much as indicate that you’re okay with a damaged skid (a nod or a smile can often be enough encouragement), the delivery driver will move as fast as they can back into their truck and out of your parking lot before you have any time to reconsider—don’t allow it.
First thing you need to do is examine the load; don’t sign the delivery receipt until you’re ready to. Most truckers will try to get in and out as quickly as possible and while I don’t blame them, you’re the one who could be stuck with a pallet full of inserts with turned up edges, crushed product, or inserts that have to be rejogged before use. Obviously this can result in preprints that cannot be machined and results in a shortage. The advertiser doesn’t really understand or care that it’s the trucker’s fault. In the end, it’s your responsibility to monitor the delivery process and it is your fault if you accept an inferior product. On top of the issues with spoiled product, you could have hours of labor rejogging inserts adding to costs.
Let me repeat: Do not accept damaged product. Have your advertising department call the agency or you can call the dispatcher to see what they would like to do to solve the issue. First thing they’ll propose is to leave the problem on your dock; it’s easier for them. Don’t let this happen. If you have to rejog the product, make it clear that the cost of rejogging will be billed to them and get all the relevant information on how to follow through on that; i.e. the name of the dispatcher, driver, bill of lading, etc. If the dispatcher has an issue with this, make sure to involve the agency. Either way there is no gain by accepting a product that you know on the front end will end up causing issues on the back end. Take pictures, indicate the issue on the receiver before signing off. Do whatever you need to in order to protect both the company, your reputation and your advertisers interest.
To be fair to the trucking companies, it isn’t always their fault. Commercial printers that provide us with preprints often don’t take enough care preparing skids for shipment. Improper jogging off their presses can spell trouble for you when you receive a skid that self-destructed in the back of the truck. Regardless of what happened on the front end, don’t let others transfer their problem into your shop.
Keeping docks well-lit and clean can help to facilitate receiving preprints and their quick and orderly entry into the system.
Accepting and Logging the Preprints
Once the preprint is accepted, how do you ensure you have received the correct amount of skids and the appropriate quantity of inserts? I can’t tell you how many times I’ve heard a mailroom manager boast about how fine-tuned their system is only to hear them a week later arranging a pick-up of an insert that didn’t belong to us and was dropped at the wrong newspaper. So much for attention to detail.
First, cross reference the receiver/B.O.L. with the actual skid(s) and confirm the amount of skids is correct. In this process, review each skid to confirm that it’s in fact yours. If you can, neatly remove, count out and weigh 50 inserts on a small scale. Multiply out that weight and weigh the skid to confirm that the amount is what it should be. Not all of us have the equipment or the time to do this. If you do, I highly recommend it, if you don’t about all you can do is check and double check each skid for damage, ensure that the correct amount of pallets are received, and use common sense the rest of the way. If you receive one small pallet a foot high of a 24 page tab and you’re supposed to have 30,000 copies, there could be an issue.
So let’s assume that your insert arrives in acceptable condition, what’s next? Many newspapers have a log and a pen hanging on the dock and log-in preprints as they arrive. The information on this log varies by location from very basic to well-detailed. If that’s working for you and you’re not having challenges in this area, great, keep up the good work. In my opinion, keeping logs in a paper form has only one advantage verses an electronic log. With a written log, you can simply walk up to the log and review what’s arrived without going to the computer; that’s a rather small advantage. When you want to look for a particular insert or a specific delivery or run date, a written log doesn’t have a useful search function other than sifting through mountains of paper.
I don’t believe there is any good reason not to develop an electronic entry log for your receiving area.
I’m big on spreadsheets and the sorting flexibility and search functions they offer. You don’t need to be a spreadsheet expert to put together a simple log that tracks all the relevant information. What you do need to be is an expert on what information is critical to your internal tracking of preprints.
Setting up electronic receiving records in a community folder on a common drive can provide users with essential preprint information, useful search functions and offer a daily accounting of incoming activity.
First on your sheet set up a column to enter what the product is. We all receive both preprints and self-adhesive notes (call them what you want: sticky notes, post-it notes, news notes, etc.). Indicate what product has arrived. This will help later if you need to search for a particular piece.
Next, enter the name of the preprint/customer. The need for this should be obvious.
Now simply set up additional columns with all the information necessary to track the preprint (or note) from the point it arrives at your facility to the point that it is staged on your floor for insertion or application.
Time Received: When the trucker actually drops the insert and you accept it.
Received By: We usually have more than one person who will pull inserts off the truck. It’s important to know who accepted things in case there are questions that come up later. If there is an issue, knowing who accepts the insert allows you to take necessary measures to control future challenges.
Quantity Received: This is one of the most important entries on your sheet. Whatever process you are able to use to confirm the amount received it needs to be absolutely accurate. When you run short on the floor a week later, is it due to excessive waste or because you never received enough in the first place? N
mber of Skids Received: Simple as this may seem, I’ve seen times when skids are misplaced and a mailroom runs short of completing the job, blames it on waste, and then finds a stray skid a week later sandwiched between other pallets in the warehouse. Believe me, just when you think it can’t happen to you, it will.
Date on the Skid: Another one of those things that may seem simple but can get you in serious trouble. Confirm the date on every skid and match it up against the receiving paperwork to ensure you have received the right amount for the right date. This will also help later in the process when staging in a specific rack location.
Is It Scheduled?: I like to indicate with a simple yes or no, if the arriving preprint is on the preprint schedule advertising should be providing to you on a regular basis. If your advertising cohorts are scheduling insertion dates as they should and providing this information, chances are that the insert you’re receiving will be on a schedule. If it’s not, now is the time to be a team player and make advertising aware you’ve received a preprint that you don’t see scheduled. It could be an oversight on the customers or agencies part to notify advertising or could simply be an oversight on the salespersons part to schedule it. Either way a heads-up can save face with an advertiser and keep the revenues flowing.
Internal Location: If you store pending inserts in a multi-level rack, on the floor in a warehouse or in an open area of your mailroom, it’s important to know where the right insert is when you need it. Labeling/categorizing rack locations or marking specific areas for lay down can save time and promotes accuracy in the long-run. Indicating on the receiving sheet where you’ve filed the pallet(s) make it much easier to track throughout the process and can help to ensure that the correct preprint eventually ends up being staged in the right area of the floor for final insertion.
Comments: Last but not least, provide an area on the spreadsheet for additional comments. In this area the receiver can indicate what product the preprint goes in (cross referencing with the insert order from advertising), indicate any issues with the product when delivered, detail any changes i.e. “insert killed,” run out overruns into TMC, etc.
Of course what you do for your preprint tracking procedure can differ greatly depending on the size of your newspaper, staffing, the space available within your facility plus the volume of inserts you receive. Putting together a process to account for receiving and tracking preprints isn’t a one size fits all project; it can and will differ greatly depending on your specific property.
Most newspapers have some process to track incoming preprints currently in place, yet at many properties I’ve evaluated improvements are needed and fairly easy to implement. Often we get mired down in doing things our way, certain it is the best way. I cringe when I ask why we do something and the answer is “Because we’ve always done it that way.” Look things over with an open mind and don’t get stuck on your way being the best way. I don’t care how smart any of us think we are, there is always someone who has a better way and processes can be constantly improved. You owe it to your employer and yourself to find the best way to ensure accuracy in your preprint operation. Don’t stop searching and fine-tuning until you have your department running like a well-oiled machine—and when you do let me know so that I can continue to grow right along with you.
As always, I’m happy to share any spreadsheets or provide helpful information on production-related subjects to anyone in our industry.
El Birmingham Mail separo la impresión de lo digital para salvar el periódico
This post originally appeared on Medium, written by Marc Reeves, the editor-in-chief of the Birmingham Mail in the U.K.
I was struck by Jeff Jarvis’s recent polemic, ‘If I ran a newspaper…’ published on Medium.
In it, he quoted an unnamed editor’s description of the predicament he — and many of us — find ourselves in:
“We have two houses. One is on fire and the other isn’t built yet. So our problem is that we have to fight the flames in the old house at the same time we’re trying to figure out how to build the new one.”
He was, of course, describing the rock-and-a-hard place dilemma that’s beset legacy media brands for more than a decade now: We know print is declining fast, and the future’s digital, but the problem is most of our revenues are still in the former, and the latter will never generate the money we made back in the day.
I’ve lived in this cleft stick for most of my career. The legendary “tipping point” is still talked about hypothetically years after it should have become a reality for more of the U.K.’s legacy media — particularly in the regions. The tipping point comes when your digital revenue growth offsets your print revenue decline. Rather than waiting reluctantly for it to happen — or indeed trying to postpone it — we should have been doing everything to make it happen on our terms. Unfortunately, I think the industry dragged its feet for too long.
Separating The Houses
So I am excited that here in Birmingham we’ve at last been given the opportunity to not only build the new house, but to move in and make it our home. At the same time, we’re sending more firemen to deal with the blaze next door. (I promise that’s the last tortured metaphor, for now, at least).
We announced this week that we are creating a new, standalone and sustainable digital business that could be a model for similar enterprises across the U.K. and beyond.
At the heart of the new operation is a digital-only newsroom forged from the team that has made BirminghamMail.co.uk the fastest-growing regional news website in the UK for much of the past year. Thanks to my team’s efforts, we reach more than 50% of Brummies every week, and now we want to reach even more with our new approach.
A screen shot of the Birmingham Mail’s home page
At the same time, we want the new model to be completely self-sustainable, achieving a profit driven by programmatic and solus digital advertising, and not over-dependent on print upsell from legacy clients. There’ll be whole new revenue streams, too.
The new newsroom will be more than digital-first; it will be digital only.
Print will continue, but we think it, also, is best served by separating its fortunes more clearly from digital.
Jeff Jarvis’s call-to-arms was remarkable for how closely his prescription for change matched what we’re trying to do in Birmingham. It read like a manifesto, so here’s ours:
When you lose pounds in print, you only ever get pennies back online / we’ll never make enough money to have a newsroom as big as it was ten years ago.
True(ish), and true. Sadly, we know the future requires the business to be leaner and more flexible than we are now, and despite years of seemingly endless restructures and job losses, we will have to make further reductions. We are building the new model by asking the question: “What size newsroom can we afford, given what we know about our current and future digital scale, how much programmatic revenue we get, and how much new digital revenue we think is out there in the market?”. The answer, after some posts have been put back into print, is a newsroom that has a handful of roles fewer than currently. We don’t know the exact figure yet, because we want to build the new newsroom in consultation with our news team.
If you’re focused on digital 100% you might not have enough words to fill tomorrow’s paper. In an analytics-driven newsroom, you go for the stories that engage more people more meaningfully — and tell them using audio, video, data and graphics, if that’s what’s needed. You don’t write stories to fill a pre-assigned slot for an audience that isn’t there. In print, however, we promise spreads for specific football teams and other setpieces, and you can’t easily make a page feature out of a video, either. So in the new world, we’re giving the print side of the business some dedicated print-only writers to ensure our newspaper readers continue to get get value-for-money every day. This liberates the digital news team to deploy its resources to serve the most people in the most engaging way. Sure, the print unit can take all the words and pictures they like from the website, but now they’ll have a small team to help fill any gaps.
When you’ve achieved scale, you have to build engagement. In an ideal world, you’d do both, but the entry price in the digital game is an audience of scale, so that’s what we’ve focussed on for the past few years. Now we’ve achieved it (35m monthly PVs), this scale gives us permission to deepen and enrich our relationships with our audiences, and to build new ones. We want people to read more articles on the site, watch more videos, stay longer and come back more often. With better engagement, particularly with a local audience, comes more alluring opportunities for advertisers who value targeting and trust in equal measure.
So in our new world, we’ll be marrying the eternal values of excellent journalism — standing up for our readers and championing their interests — with the analytical tools of the 21st century. Through analytics, research and shoe leather, we’ll be building up pictures of more communities in Birmingham, and devising ways of super-serving them through excellent journalism, social media, info, and whatever else it takes. Every one of our writers will develop an audience to cover and serve.
Sometimes that ‘patch’ might well be geographical, but more often, I suspect, it will be defined along the lines of communities of interest. For example, tens of thousands of Brummies use buses every day, but I’m not sure we’re currently serving them in the best way we can. To help accelerate our audience plans, we’ll be working with the team at Hearken to ensure we’re truly listening and learning from our readers. We’ll also construct our rotas to give writers the time they need to nurture these new communities.
A newspaper brand can be a double-edged sword. We’re changing our name online from BirminghamMail.co.uk to BirminghamLive, (but the Birmingham Mail will continue to serve the city in print six days a week). For me, this has been one of the hardest aspects of planning this change — I grew up in this city, and my dad brought home the (then) Evening Mail every night. However, I’m 100% sure the name change is the right thing to do, for a number of reasons.
A newspaper brand carries a lot of baggage with it, whether or not a person is familiar with the specific title. Birmingham is the youngest and most diverse city in the UK, so hundreds of thousands of people who we want to reach grew up in households that never even read the newspaper, and they may never in their lives have picked up the Mail in print. And with a newspaper brand comes the limiting perception of what newspapers do and how they should do it. Take a look at the annoyingly brilliant Angry People in Local Newspapers blog to understand what I mean by a limiting perception. When we try new content and approaches, this can sometimes jar with some people’s perceptions of what we’re ‘allowed’ to do as a newspaper brand.
For advertisers well-versed in digital marketing, I’m afraid the continuing perception of the newspaper industry as being ‘yesterday’s medium’ endures, despite the reality. The newspaper brand can be a blocker to meaningful conversations with agencies and clients who should, in fact, be drawn to our extraordinary reach into our communities, and our unique relationships with our readers.
With a new brand related to, but separate from, the legacy newspaper identity, I believe we can forge new relationships with readers and advertisers.
Sometimes the best way to engage with a new audience might be something other than your own website. It might even be something other than journalism. When we discover more about potential new audiences in Birmingham, we need to provide the solutions and services they want and will actually engage with, and not necessarily just a version of the journalism we already do. In the smartphone age, only 5% of the average person’s attention is devoted to news on their device. Can we build a business by limiting ourselves to 5% of people’s attention, or can we own more of the remaining 95%? We are creating a ‘Build’ unit within our newsroom whose task is to delve deep into what Brummies want and come up with new ideas about ways to serve them. Often, the answer will be new and different content, but we need to be prepared to build something when the answer is ‘a new app’, ‘a new social page’ or even ‘a new event’.
But the Indie’s gone digital, as have a load of magazines and trade publications — what’s different here? Lots of titles are going digital only, that’s true — but only after shutting their print incarnations. What’s different in Birmingham is we’re building a sustainable digital business structure now to sit alongside our print business, so we’re ready for the challenge when it comes, rather than respond in the middle of a real crisis. I believe there remains several years’ profitable life in the Birmingham Mail in print, but that doesn’t mean we should put off the creation of a digital-only model until the last minute. That would be a massively risky strategy in my view. What kind of foundations will remain for us to build on as print gasps its last breaths? We owe it to our readers, our advertisers and our hard working journalists to build the future now, while we still can.
It’s time to take possession of the keys to our new house.
El editor digital de Just 22 esta listo para entrar a la vieja escuela con edicion impresa
Chas Hundley’s family first settled in the unincorporated town of Gales Creek, Oregon, (pop. less than 600) in 1883. A fifth-generation resident of Gales Creek, the 22-year-old grew up in the foothills of the Coast Range, where he still lives today.
When Hundley was a teenager, Gales Creek hit some hard times. It lost its post office and its tavern and its elementary school all within the span of about a year. So Hundley did what anyone would do who wanted to save his town: he started a news website.
The Gales Creek Journal — which covers Gales Creek, Glenwood, and Hillside — is now four years old, and expanding into a print newspaper, which will publish once a month. Hundley — who also recently launched a second news publication for the neighboring city of Banks and other incorporated communities — serves as the publication’s writer, photographer, editor, web designer, publisher and business analyst.
Entrepreneurial Journalism: Running the Business
That’s right, a 22-year-old is single-handedly running two local news publications and now also turning them into a print product. In November, he plans to leave his full-time day job in tech to focus entirely on journalism. We chatted about his plans for his publications, and why he’s gung-ho on print, local journalism, and staying in a small town.
There’s a Facebook group called What’s your Plan B for journalists who want to pursue other careers. You’re 22 with a full-time day job in tech, and you’re leaving your job to focus full-time on journalism. I should start with an obvious question: What are you thinking?
It’s scary, but I’ve been doing journalism off and on part time for four years now. I’ve also been doing other things like marketing and other tech industry stuff in the same time period. But the truth is: I just really love journalism and the whole industry, and while tech is more stable and the pay is much better, it’s not for me.
I’m looking at the financial side of things and I’m a little nervous. But I don’t think I’m going to have regrets.
I just got married and moved and things are a little more stable for me personally. I’ve been kicking this around for a while, and I recently sat down and ran the numbers and talked to other local journalists who are running other independent papers, and I realized it was feasible. As the idea solidified, I realized if I could do it, I should do it, so I’m going to do it.
Tell me more about Gales Creek and the stories that resonate in your community.
Gales Creek is an unincorporated community near the Coast Range of Oregon and traditionally has had an agricultural and logging based economy. It’s really, really small. The only government census lumped us in with a community that’s close, technically, but separated from us by a mountain.
The population is well under 1,000 in the region. The stories that resonate are local public interest stories. Those are stories about local businesses, or things that are happening with our school. And a lot of people want to know what’s going on with the road and fires, things that affect day-to-day living. There’s only one road in and out of Gales Creek, so when something happens to the road and blocks traffic, people want to know more about that. Those are the stories that people are reading a lot. And sometimes there’s a profile of someone in the community that resonates.
Did you grow up in Gales Creek?
I did. I live in the area and have for basically my entire life.
What about your staff?
I’m the only one on staff.
Oh. I don’t think I’ve ever talked to a one-person newspaper staff before. How do you manage to wear all of the hats?
I don’t sleep a lot. I’m very careful with my time and that’s partially why I want to do this full time. I’m very, very careful to make sure I’m spending my time exactly where it’s needed. I have a technical background so I know enough about web development to run the websites, write the articles, and get the articles online. I’m both running the journalism side and the business side.
I do have a couple of partnerships. There’s a local town 40 miles away (Tillamook) that has a county online-only publication. I partnered heavily with them. We shared a main highway so whenever the highway shuts down, we partnered on articles to get information on what happened whenever it was shut down. I also partner with a local sports broadcaster because I am bad at sports. He does online sports broadcasting for the local school district and so he goes and gets the information, and I point people to him.
You started your publication when you were 18. I don’t know many 18-year-olds who start news publications. How did this get off the ground?
I was loosely interested in journalism growing up. The first article I got published was when I was 14 in one of the local newspapers. But I never considered it seriously. When I did hit 18, in "downtown" Gales Creek — which I say with quote marks around downtown — we lost most of our businesses in 12 months. Our only grocery store shut down. The tavern shut down. Our post office shut down. No one knew what was going on and it fractured the community because our gathering places were shutting down.
I thought “What can I do to bring that sense of community back?” My older brother and I came up with two ideas: one was launching a Chamber of Commerce and one was launching a news publication. They’re both still going. When I started, I just did an article a week, sometimes less. It was little more than a glorified blog when it started. As time went on, I started talking to local residents and officials and the need for local journalism became more pressing and it just kind of grew from there.
A lot of 22-year-olds wouldn’t necessarily want to be in a small town. I’m curious: What has drawn you to stay?
I did move to the suburbs of Portland for two years and I hated it. I missed the clean air, and I like seeing stars at night. I know every single person here. When I lived in Portland, I missed driving down the road and waving at a neighbor or throwing vegetables on a porch.
At a time when many publications — the Village Voice most recently — are dropping or cutting back their print editions, you’re creating one. I’m curious about the rationale behind moving from digital to print?
The area I cover is about 300 square miles and there’s one incorporated city in that entire chunk of land. It’s an area with poor internet access, and an older population that doesn’t use the internet regularly. I started out digital but I realized that I’m not reaching everyone. I want to get the paper out to everyone that I can, so I think print’s the way to go.
I’m starting out with a monthly print edition — I’d love to do it more than that, but whether or not that’s possible remains to be seen. I think digital-only reaches a subset of the population I serve, so I think doing both is much better.
What’s your revenue model?
To an extent there will some growth in the area with the incorporated city of Banks, but that’s not going to have a huge impact. My revenue is based entirely on business advertisers and a few individual donors in the area who like what I’m doing. The paper is totally free to read online. The print edition will be mailed through a free circulation to everyone in the region. Ninety percent of the revenue will come from advertisers.
How will you know if you’re successful?
A good metric will be if I go bankrupt or not. I’m not doing this to become wealthy. There’s not a lot of money in this industry. I’ll probably be asking questions like: Is this paying for itself and is it paying me a halfway decent salary? If I’m more successful, that’s cool but it’s not the goal.
Campaña de fuentes confiables para combatir proliferacion de Fake News
Initially launched in March of this year, the campaign's mission is to raise awareness of the importance of real news produced by trusted news organizations employing high-quality, investigative journalists.
“The first phase of the campaign set the stage on which to build an on-going series about what we do as an industry and why it is valuable, said News Media Alliance President and CEO David Chavern. “This next phase incorporates other associations and journalism schools to focus on the need for news literacy and will build with new messages being rolled out over the course of the next three months.”
The campaign calls on the public to support real news by using trusted news sources produced by trained journalists. These journalists adhere to a code of ethics that requires them to report all sides of a story, even the aspects they don’t agree with. The campaign also provides links to third-party resources to help consumers learn how to tell if a news source is credible.
“With the digitization of news, it can be very difficult to tell real news from fake news; they can look identical. That’s why it’s important to know the red flags to look out for that may indicate a story is not real. We want to help people with that,” said News Media Alliance VP, Innovation, Michael MaLoon.
Following the success of the initial launch, the campaign’s list of partner organizations has grown from three to 11. Partners of the campaign now include:
- Center for Public Integrity
- Inland Press Association (original partner)
- International Consortium of Investigative Journalists (ICIJ) (original partner)
- Local Media Consortium (original partner)
- Newseum Institute
- Southern Newspaper Publishers Association (SNPA)
- Stony Brook University School of Journalism, Center for News Literacy
- University of Washington
- WAN-IFRA and World Editors Forum
- Washington State University Edward R. Murrow College of Communication
The Alliance has developed new digital, social and print resources to promote the new campaign, including a new print and digital ad to run in print and online news publications. There is a new page, which is featured in the new ads – www.newsmediaalliance.org/isitrealnews - where consumers can access a list of programs, articles, tips and other resources on evaluating news for authenticity. The Alliance website also offers a new print and digital ad, a new social media profile badge and a new Op-ed by Chavern. Media or associations in non-English markets, that would like to sustain the campaign can translate the materials.
The Alliance will also once again host a Facebook Live event at 2:00 p.m. EDT on October 3. The event will feature a panel discussing news literacy. The panel will be moderated by Alliance staff and will include a Q&A with viewers during the live event.
“This is a campaign that anyone who cares about quality journalism can get behind. We hope that through our efforts, the public will know what to look for when evaluating sources and will always use a trusted, respected source for their news,” stated Chavern.
Vincent Peyrègne, WAN-IFRA CEO said: "We used to trade in attention. But today’s currency is trust. Trust in discerning media providers is increasingly precious, and newsrooms in trusted media organizations are a crucial counterbalance to the false information online. Publishers all over the world can take inspiration from the Real News campaign and promote the message in their own markets."
Marcelo Rech, President of the Brazilian Association of Newspapers (ANJ) and former President of the World Editors Forum, said while the campaign was designed as a national campaign, it would resonate beyond US borders: “The recognition of the professional and essential media as an antidote to the spread of fake news is needed more than ever, and media literacy is a strong contribution to fight this perverse phenomenon on a world scale.”