Nieman Journalism Lab |
- Adrienne LaFrance: What does Pierre Omidyar see in journalism?
- Don’t go looking for a print copy of the International New York Times in Bangalore
- What are the “acts of journalism” that a shield law should protect, anyway?
- The newsonomics of “Little Data,” data scientists, and conversion specialists
- Eric Newton: Journalism education isn’t evolving fast enough, and you should help change that
- More code, more coders: Knight invests $4 million to expand Knight-Mozilla partnership
| Adrienne LaFrance: What does Pierre Omidyar see in journalism? Posted: 17 Oct 2013 04:25 PM PDT Editor’s note: Before Adrienne LaFrance came to work for Nieman Lab last year, she worked for Honolulu Civil Beat, the Hawaii online news startup that’s made some unusual, creative choices in its search for sustainability. Civil Beat’s founder and primary funder is billionaire Pierre Omidyar, who made news this week by announcing he was “in the very early stages of creating a new mass media organization.” Here, in a piece originally published by Reuters, Adrienne writes about what she learned about Omidyar’s interest in news from her time in Hawaii. People talk about billionaires the way birdwatchers point out rare sightings — wide-eyed and in hushed, anxious tones.
According to Jay Rosen, who says Omidyar consulted with him last month, Omidyar is prepared to back the new venture with at least $250 million. Omidyar posted a statement about his plans Wednesday, saying the plan for the digital news organization came together after he considered buying The Washington Post, which Amazon founder Jeff Bezos bought in a move that shocked the news industry. That deal, set to close this month, is also worth $250 million. This isn’t Omidyar’s first foray into online journalism, and a look at his original news venture — where I worked for two years — offers clues about the one to come. In 2010, Omidyar launched Honolulu Civil Beat, where I took a job as city hall reporter shortly after it launched. (Later, I opened the organization’s Washington bureau. I still report semi-regularly for the site.) Media types routinely ask me what founder Pierre Omidyar is like. Have you actually met him? Does he talk to any of the reporters? Has he even set foot in the newsroom? To those who have worked at Civil Beat, these are hilarious questions. Of course we know Pierre. He sits in the open newsroom with everybody else, just a couple of feet away from my old desk. When I worked in Honolulu, he was there most days helping the site’s developers write code — Python and Erlang, for those who are keeping track — occasionally chuckling at our newsroom banter, and always eating healthier than anyone else in the room. In Civil Beat’s early days, he participated in a team-building scavenger hunt. In early public forums, Civil Beat billed itself as “Wikipedia with a news edge,” a description that did little to illuminate what Omidyar had called the “new civic square.” But the idea was to encourage respectful discussion with an engaged community of readers around document-driven investigative reporting. Civil Beat was promoted as a new and different type of journalism serving Hawaii, where Omidyar lives. Really, Civil Beat represented a return to fundamentals: shoe-leather reporting, an emphasis on filing Freedom of Information Act requests and examining public records, close coverage of government spending and campaign finance. Greenwald, Poitras, and Scahill are known for such doggedness, so their partnership with Omidyar fits. At one all-hands editorial meeting in Civil Beat’s early days, Omidyar unveiled his new slogan for the publication: “Change begins with a question.” It might sound hokey, but it underscores the heart of what Civil Beat is about, and speaks to Omidyar’s values: The idea that the best journalism serves the people, and enables an engaged and informed citizenry to organize around information. A noble goal, but one that doesn’t automatically translate into financial success. While there was obviously a need for this kind of reporting in Hawaii, it wasn’t clear that there was a robust market for it. The original business model was novel, especially for a local digital-only publication at the time: Subscriptions cost $20 per month, as much as The New York Times and during an economic recession. The site also launched with a hard paywall, meaning you had to subscribe in order to read anything. (Civil Beat has declined to share subscription numbers or otherwise characterize its growth, which has “increased a lot,” editor Patti Epler told me in August.) Some readers complained about the cost. Omidyar was quick to iterate, switching the paywall to a metered model that allowed people to read a set number of articles per month before requiring them to buy a subscription. The rate to subscribe has since dropped to $9.99 per month, in part due to a revenue-sharing partnership with the Huffington Post, an arrangement Omidyar forged with Arianna Huffington earlier this year. Civil Beat also found early partners in local media, expanding brand awareness through deals with the NPR affiliate in the islands and the local ABC affiliate. Omidyar has made it clear that the organization isn’t a philanthropic hobby. He’s always said that Civil Beat is a for-profit venture, and that a sustainable business model is a must. (Omidyar is reportedly running the new publication as a business, not a charity, but will reinvest all revenue into the publication.) Epler hinted to me over the summer that taking down the paywall wasn’t out of the question — but also emphasized there were no plans to do so. The site has remained ad-free, a quality readers cite as a draw to Civil Beat, though it has dabbled in sponsorship deals — like the one it has with Hawaiian Airlines, for example. While other publishers I’ve worked for have had specific and sometimes disruptive editorial agendas, Omidyar’s goal for us was simple and neutral: Ask tough questions on behalf of the public to make this community a better place. He has a seat on Civil Beat’s editorial board, and he has participated in planning discussions about special packages — a series detailing government salaries, for example — but only occasionally did he weigh in on day-to-day stories. When he did, it was to contribute questions or move the conversation forward, not to suggest how something ought to be covered. Otherwise, he isn’t one for memos. Rarely did he email the entire staff. When he did, his preferred emoticon was a classic :-). Earlier this year, Omidyar opened the Civil Beat Law Center, an organization that helps people better access government information. The center is available to anyone, including individuals and reporters from other news organizations, in the hopes that it will lead to more open government. That decision offers as much of a window as to his venture with Greenwald, Poitras, and Scahill as his three-and-a-half years at the helm of Civil Beat does. Omidyar identified a problem — that agencies routinely reject requests for reports, documents, and other information that should be readily available — and created something of his own to find a solution. Based on what I’ve seen from Omidyar, he believes journalism is a vehicle toward a better functioning democracy. Though Civil Beat will remain separate from his new venture, it’s fair to see this next step as an extension of what he has learned in Honolulu. The lesson so far seems to be that journalism’s loftiest values are still worth backing, and the most fearless reporters are the ones who can best uphold them. |
| Don’t go looking for a print copy of the International New York Times in Bangalore Posted: 17 Oct 2013 01:59 PM PDT When The New York Times retired the International Herald Tribune name earlier this week, the paper launched itself on a grand world tour to mark the global reach of the International New York Times. Paris, Dubai, Hong Kong, and Tel Aviv were all on the itinerary. One growth market that was missing? India. That seems fitting now that residents of India can no longer get a print subscription to the International New York Times. With the end of the IHT, the Times is phasing out all print subscriptions in the country, pushing former print subscribers in India to take up a digital subscription as a replacement. The subscription portal for the International New York Times tells readers:
At the moment (and from looking through all the other nations represented on that subscription page) it appears India is the only country where the transition away from the IHT also meant an end to print subscriptions. (We heard about this when an IHT print subscriber living in India emailed to say that “with the shift to INYT our print edition has been canceled, leaving us appropriately devastated. INYT will only exist in digital form here.”)
I reached out to Times spokesperson Danielle Rhoades Ha, who told me the economics of print subscriptions weren’t adding up in India:
Rhoades Ha told me that readers in India with an existing print subscription to the IHT will get a refund of the balance of their account. India is often cited as the biggest current success story for the global newspaper industry, where a growing middle class and increased literacy have led to rapid growth in print and substantial revenue increases. (The Times’ American rival, The Wall Street Journal, has a print foothold in India through its partnership with the company that owns the Hindustan Times to produce the business daily Mint.) India and Asia more broadly are areas of interest for the Times, whose plans for revenue growth count on significant expansion beyond the United States in both readers and digital subscribers. It launched a Chinese-language news site in 2012, although it’s since been blocked by the Chinese government; it followed up recently with a Chinese online version of its T Magazine. Earlier this week, timed with the INYT launch, it debuted Sinosphere, a new blog covering Greater China. And in India, the Times’ vertical India Ink, launched in 2011, aims to reach both India residents and the diasporan community worldwide. In January, the Times hired a journalist from Kashmir, Basharat Peer, to oversee the site, and Times editor Joe Kahn told Capital New York that India Ink is “one of the destination sites that has a fairly robust and growing audience” among the Times’ blogs. |
| What are the “acts of journalism” that a shield law should protect, anyway? Posted: 17 Oct 2013 10:06 AM PDT Anytime there’s discussion of a shield law to protect journalists, the question immediately arises: Who counts as a journalist, anyway? The by-now-commonplace response to that is to say we should be protecting acts of journalism, not a class of individuals labeled “journalists.” But defining what those acts are isn’t easy either. That’s the context for this new paper from Free Press’ Josh Stearns, which tries to get at those issues:
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| The newsonomics of “Little Data,” data scientists, and conversion specialists Posted: 17 Oct 2013 08:00 AM PDT OSLO — Arthur Sulzberger surprised some people recently when asked what he would do differently in the digital transition, given hindsight. It wasn’t an off-the-cuff comment. Each FTE is precious at The New York Times and at every other newspaper company these days, and the Times is indeed spending more than most on engineers and data scientists to build out its knowledge about its business. It’s the biggest companies that are making the biggest investment in analytics; the gulf between the national/global and local yawns wider in the digital age. The Financial Times, long a leader in analytics, is making new pushes, and Schibsted, arguably the most digitally advanced big news company in the world, is investing substantially in customer intelligence. Though its recent announcement of still another major global partnership — doubling down in Asia and Latin America — caught notice in the industry, it’s its huge push in analytics that should be getting more attention. Schibsted is part of a quiet revolution in consumer intelligence. The future goes to the smartest, and the shift is spawning job titles never imagined in the news trade — like news data scientists and conversion specialists. And the politicization of data use — with all its public policy, privacy, and anti-competition implications — grows every week. Last week, Sen. Ed Markey questioned recent announcements by Microsoft and Google that they could track digital customers across web, smartphone, and tablet platforms. Such tracking will unlock a whole new level of consumer insight — and ad targeting. It is the Googles, Microsofts, Facebooks, Twitters, and Yahoos who have built their own data advantages, based both on huge usage and investment in analytics. News companies — even the biggest and smartest — are playing catchup. They look to mine the deep data they have about their own visitors, from through-the-day news usage to shopping and classified buying behavior. They hope to use that to build competitive positioning against the web behemoths. We might have thought that progressive Schibsted would be farther along in the data sciences (“Looking to Europe for news-industry innovation: Schibsted’s stunning classifieds and services business”). Long-time Schibsted strategist Sverre Munck says that despite the company’s great successes and acute reading of changing consumer behavior, it still felt like it didn’t know what it needed to know. “Our analytics were haphazard, ad hoc, case-by-case,” says Munck, Schibsted’s soon-to-be-retired executive vice president. Where Schibsted believes its unique strategies are right — separating out digital businesses from print, growing whole new global classifieds businesses, investing in financial consumer transaction sites — it invests heavily. It’s now doing that in analytics. Edoardo Jacucci, a McKinsey grad, has been hired to lead Advanced Data Analytics. Putting together an initial team of five, Jacucci’s mandate is to grow quickly to 20 and then to 30 by the end of next year. Jacucci is all about actionable analytics. He ticks off how his team will directly impact the business, using the analogy of funnel traffic flow — you know, all the various sources of web traffic that flow into the top of news company’s wide-topped funnel, with too little of it converting to paying digital customers:
As with the FT, which paved this road in newspapering, the Schibsted analytics operation is the polar opposite of the traditional newspaper research function. It’s not about creating reports and PowerPoints. “It’s about turning data into useful insights until you get tangible results in the business,” Jacucci told me in Oslo, the company’s headquarters. “We want to set up a solution delivery team. Given a business question, we need to turn it into a solution quickly.” This new news science is all about how we properly mate humans and data. Much of data science would be without value without this simple truth, as summed up by Jacucci: “It always starts with the right business question.” Schibsted’s ADA crew will be based in three cities: hometown Oslo, Stockholm (where it has strong operations), and Barcelona. The Barcelona hub will work with Schibsted properties in southern Europe and globally. The “global” part isn’t aspirational. Its just-announced partnership with Telenor, a major European telecom company, and Singapore Press Holdings, aims to grow its footprint in both Asia and Latin America. The two new companies formed out of the joint venture will exploit classified opportunities in Latin America and Asia — and provide new competition to publishers in those populous markets. Schibsted already operates in 29 countries. From France to Argentina to Indonesia, classifieds has been its growth engine. The results are impressive and industry-leading: Classifieds supply 25 percent of the overall company’s revenues and 52 percent of its EBITDA, with operating profit growing 10 percent annually. Given that success and Internet orientation, the digital businesses now drives about 45 percent of Schibsted’s revenues — and 61 percent of its profits . Among its peer companies, it is closest to that magic crossover point (“The newsonomics of crossover”), even as it struggles in the old business, growing news revenues just 2 percent a year. (Still, that positive growth puts it at the head of its class.) Farther west, the FT’s analytic capacity steadily builds. I’ve been tracking the company’s leadership for five years (“The FT as a News Company of the Future”), from the time it first replaced its small traditional research team. Now, it funds 30 staffers, 20 on its analytics side — making use of customer data — and another 10 “data experts” who develop and maintain analytical systems and databases, says Tom Betts, head of data analytics. The New York Times is also building on a solid analytics basis. When Marc Frons moved up to the chief information officer role last year, he created a Business Intelligence team, pulling from disparate groups as well as building out. BI now counts around 30 developers, data scientists, and managers, more than double the numbers of a year ago. In addition, the Times has a separate Customer Insight Group, reporting to marketing, with another two dozen staffers, mainly analysts. There are more data scientists in other departments. In Frons’ view, it’s all about implementing a single vision of the value of the data, organizing it properly for accessibility — and then decentralizing: “You want to decentralize the ability to use the data.” We can trace a lot of the fast-growing appreciation of data value to the Times’ planning and execution of its paywall. “The paywall feeds customer data, not just anonymous users. We’re moving up the value chain,” says Frons. Now as CEO Mark Thompson talks about “working the engagement curve,” expect that whatever products tumble out next spring will be based significantly on what the Times has learned over the past several years. At the FT, Tom Betts has seen the fruits of such data analysis, both intuitive and counter-intuitive. The perhaps intuitive, proven: “In excess of half of all subscriber consumption now happens via a smartphone or tablet. These new channels have driven significant increases in consumption, but this change is also driving peaks in consumption where we have not historically had them. Add into the mix the global nature of our audience and distilling the needs of our customers becomes challenging.” So the understanding helped drive one of the newest FT products, fastFT, which provides fast-paced market-moving news and insight 24 hours a day. (On the other hand, in print, the FT last week cut down to a single print edition for the entire world, with editor Lionel Barber saying in the future, “our print product will derive from the web offering — not vice versa.”) The counterintuitive: From data log analysis, the FT learned that staggering numbers of new digital subscribers didn’t register for free before they became paying for a subscription — they came to our digital products with little or no apparent digital footprint and went straight into a purchase. “This insight destroyed the concept of a traditional, linear ‘sales funnel,’” says Betts. “Prior to that point, we’d focused our subscription marketing on those users that had registered and we deployed our data intelligence — like developing propensity models to determine who to communicate with and about what — via email to existing registered users. This allowed us to extend the audience we could reach with our marketing to those that had not yet registered.” We can distill four lessons out of this major, if almost subterranean, data science movement:
Done right, this news science revolution offers the promise of faster cycle time — creating new products and services much faster than the glacial speed that is the news industry’s legacy. As I’ve advocated “selling more stuff” as one key strategy to revenue growth, I’m often asked: Sell what? The data guys have their own answers. Properly implemented, they could change the nature and speed of product development. “We want to insanely accelerate innovation in the business by implementing data-driven features,” says Jacucci. “We have to turn customer analytics into features on the website. That will give us the right to call ourselves a digital company.” Visualization of Wikipedia edits by Fernanda Viégas used under a Creative Commons license. |
| Eric Newton: Journalism education isn’t evolving fast enough, and you should help change that Posted: 17 Oct 2013 07:00 AM PDT Editor’s note: Last summer, longtime Knight Foundation executive Eric Newton issued a call for reform in journalism education: “Universities must be willing to destroy and recreate themselves to be part of the future of news. They should not leave that future to technologists alone.” Here, in announcing two new Knight programs, he argues that change isn’t happening nearly fast enough, and that both outside forces and students have a role to play in pushing to the future. Full disclosure: Knight is a funder of Nieman Lab. A year ago, I joined a group of foundations that sparked a debate over the future of journalism education by writing to America’s university presidents. The digital age has turned traditional journalism upside down, we observed, but not made much of a dent in journalism education. We gave it our best shot. But we really didn’t settle anything. The debate rolls on. Only a fraction of journalism professors and schools (the digitally savvy ones) will accept they have a problem. I realize now that change in journalism and communications education is like climate change, chock-full of deniers. The digital deniers say journalism’s fundamentals have not been upended. Some go so far as to claim that bad leadership alone, and not a sea change, cost America a third of its daily paper newsroom workforce. They claim journalism education stays abreast of any important developments. They caution against caring “too much” about technology. Professors are supposed to know things. So how do we tell some of them they don’t know what they are talking about? We need to try, because every year we fall further behind, thousands of journalism and mass communication students get the intellectual and occupational shaft. Digital natives who want to tell stories should be in high demand. Enrollment should be soaring. Status-quo schools dampen these potential trends. Not all digital natives are getting ripped off. But it could be half of America’s journalism and mass communications students, maybe more. Many may not even realize it at the time. But if you are a student and do, why not become a change agent? If you win, you get the gold — the chance to remake journalism in this profoundly different digital age of communications. Sure, students say, we can be more vocal. But what do we use for ammunition? Here are seven points you can make to digital deniers:
These are just seven starter points. Digital natives, being who you are, can probably think of even better ways to call the question. Get ready, though. The deniers will say: “If I teach digital, I can’t teach good basic skills, such as good writing.” Creative teachers find a way. Schools are adding credit hours to key classes. “Flipped schools” assign video lectures as homework and use class time so students can work together during class on what used to be called homework. Creative teachers allow students to teach students and reverse mentor them. It’s the creative, digitally savvy teachers we hope to help with two new initiatives being launched at the Online News Association’s annual conference today in Atlanta. The first is “Searchlights and Sunglasses,” a digital book and teaching tool that I wrote with the help of many others, including a team from the University of Missouri’s Reynolds Journalism Institute. The first chapter explains how the digital age is changing journalism; the second, how it isn’t changing journalism education. It boasts more than 1,000 links and lessons; it doesn’t just call for change, but it is an example of that change, being an HTML 5 responsively designed website. The second initiative is the Challenge Fund for Innovation in Journalism Education, a micro-granting program designed to give grants of up to $35,000 to schools that want to advance the teaching hospital model of journalism education with live news experiments. Teams of students, professionals, professors, and researchers would propose new techniques or technologies to be tested in an actual news environment, in existing student media or in local media. The result would be news for a community as well as knowledge for the field of journalism. Foundations have been increasing media funding and are likely to continue to do so. We think that the biggest communications changes since the printing press are helping us get more results per dollar than ever before. Since only the digitally savvy professors and schools seem willing to admit we have a problem, it’s likely they will get the most attention. But that probably won’t matter to the professors comfortable with the status quo, one in which they already fail to get innovation grants. What digital natives can do is make the status quo uncomfortable for professors who won’t change. From within, they can call for better data on digital progress. They can refuse to work on old school student media. They can out digital deniers in online teacher rating forums. They can use free educational resources to teach themselves. They can cajole their professors to experiment. These days, they can make the difference, at least at some schools, between evolution and extinction. Eric Newton is senior adviser to the president at the John S. and James L. Knight Foundation. Photo illustration based on image by Jason Kong used under a Creative Commons license. |
| More code, more coders: Knight invests $4 million to expand Knight-Mozilla partnership Posted: 17 Oct 2013 06:00 AM PDT
The Knight Foundation is reinvesting in Knight-Mozilla OpenNews to help grow the community of journalism-centered hackers and find ways to better integrate them into media companies. This morning, Knight announced it was awarding $4 million in new funding to the program it jointly supports with Mozilla, best known for its Firefox browser. The funding, over three years, means OpenNews can continue to seed developers throughout media organizations with the Knight-Mozilla Fellowships, which has placed 13 technologists into nine different newsrooms over the past two years. A new class of fellows will be announced at the Mozilla Festival in London later this month, and they’ll be adding new news organizations to the roster, including The Texas Tribune and Ushahidi. The new funding is nearly double Knight’s initial commitment to the program in 2011. (Full disclosure: Knight is also a funder of Nieman Lab.) More money means a broader scope for OpenNews, which will increase its outreach through a new conference, hack days, and collaborative coding projects. It also means OpenNews will bring on additional staff and expand Source, the site that is part code library, part education module, and part clubhouse for the news developer community. “It feels really validating,” said Dan Sinker, head of OpenNews. “What feels validating is a lot of the new grant is built around the things that we introduced while the ball was already kind of in motion.” Specifically, Knight wants to help OpenNews expand its work beyond the original fellowship program to help reach a broader community of coders and technologists outside of the host newsrooms. In a press release, Knight’s Michael Manness said: “In its next phase it will work to build stronger bridges between the developer world and everyday newsrooms, while establishing itself as a source for continuous media innovation." The way Sinker sees it, the new funding will help amplify the work OpenNews is doing, to reach developers working alone, people in the tech community, and working journalists. “It’s a community play,” Sinker said. “It’s very much about community organizing as it is about technology or placing fellows in newsrooms.”
While SourceCon might indulge developer’s curiosity and part-time projects, OpenNews also wants to help coders do their 9-to-5 jobs more efficiently. In 2014, they’ll start a series of what Sinker calls “code convenings,” a series of events where news developers come together to collaborate on data sets and other projects that would benefit multiple newsrooms. “There’s a lot of things — code bases and tools — that these news apps teams and others in this space keep building over and over again,” Sinker says. “There’s got to be a way to pull together a dozen people or more to say, ‘here’s where a codebase would be useful and helpful if it was built and shared,’ instead of everyone building the wheel over and over again.” (It’s thinking similar to OpenNews’ Code Sprint Grants.) Sinker said convenings could be called to help build more secure communication systems for reporters, for example, or better presentation and design tools for storytelling. But the events would also be a way of creating the kinds of enduring datasets that newsrooms need on regular basis: election data, campaign finance numbers, census statistics, and so on. The recent government shutdown has been a signal to developers that they need to create systems for retrieving reliable data even when agencies’ data feeds dry up. “Open government is great and the open data the government has is great,” Sinker said. “But we’re reliant on APIs coming from the government. And if the government shuts down, so does your API.” Making a “distributed fellowship” workAs originally designed, the heart of OpenNews was the fellowship program, meant to pull talented developers into the world of journalism and see what they could achieve while embedded in news organizations. The benefit would be a two-way hack: The developers would play the role of missionary and spread the good word about creating software, and they would be exposed to the virtues of journalism. While the 13 developers who have participated in the program have indeed influenced their host organizations, Sinker said the problem wasn’t that newsrooms were bereft of developing talent or failed to see the need to integrate new technologies into storytelling. It’s not that most newsrooms don’t have developers, but that the staff they have may be small or over stretched. The real value of Knight-Mozilla Fellows has been to act as researchers, hackers, and catalysts in their newsrooms, Sinker said. The Knight-Mozilla Fellowship is somewhat different from other fellowship programs since each class spends most of its time apart, operating independently from one another. (The Nieman Fellowships, to mention one noteworthy example, brings everyone here to Cambridge for a year.) Because it’s a distributed fellowship, Sinker said they decided to schedule times before and throughout the year to bring fellows together to meet and bounce ideas off each other. Sinker said that’s helped fellows find ways to collaborate with each other, and create a stronger network for when they need assistance with their individual projects. Since OpenNews was launched, fellows have worked on more than 50 software projects. Manuel Aristarán, stationed at La Nación, and Mike Tigas at ProPublica developed Tabula, a system that lets anyone extract data from PDFs, which is terribly handy when dealing with government documents. Brian Abelson, based at The New York Times, and Sonya Song at The Boston Globe have both spent time looking at how news is shared, social analytics, and how to measure impact. Abelson’s also worked with Noah Veltman, based at the BBC, in investigating the numerology of BuzzFeed. The fellowship is largely self-driven by the developer. Veltman, for example, has started a series of lunchtime seminars at the BBC to talk about issues around technology and journalism. With three more years of funding, Sinker expects the fellowship, along with the rest of the OpenNews program, will continue to grow further past the outer edges of journalism. “We’ve been able to engage a lot of people that haven’t been traditionally thinking of themselves as journalism-oriented,” he said. “Suddenly there’s people applying to the fellowship program — people doing civic data stuff, or information-access stuff.” Photo of the current class of fellows (with Sinker at right) via OpenNews. |
Speculation in media circles has been similarly breathless 
One way of reaching out is through a new Source conference (SRC CON is a working title, Sinker says) starting in 2014. The two-day event is meant to bring together the growing family of journalists and technologists working on similar projects. The concept of SRC CON was borne out of the 
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