Month: March 2014

Hull Staff Structure 2014-15

Hull Organization


Everyone on Board must have a basic understanding of how to use AP Style, write a straightforward news article, post an article/photo/video to the website. Managing Board meetings and content meetings take place weekly. Board meetings take place monthly.



  • Supervise business, personnel, visual, and content departments
  • Gives post-published feedback on content
  • Holds Board meetings, Managing Board meetings, News Budgeting meetings
  • Copied on all emails sent by Managing Board members
  • Meets with advisor at least once a week
  • Plan/attend SJE and staff training

Managing Editor

  • Supervise day-to-day content production, print and online
  • Sign off on priority lists and rolling story ideas, copied on emails sent out by every editor (not including associates)
  • Last to edit print stories on production night
  • Manages content emergencies
  • Monitors sections’ online/social media production
  • Attend SJE/fall staff training

Print Editors

  • Produce sections during Wednesday night’s production for Thursday, including editing each article
  • Retain/oversee/guide print reporters (may overlap with online)
  • Lead weekly reporter meeting
  • Attend SJE/fall staff training

Senior Print Reporters

  • Write and research long form feature every two weeks
  • Write regular article every week

Online Editors

  • Supervise daily content production, at least one story a day
  • Retain/oversee/guide online reporters (may overlap with print)
  • Edit each article
  • Monitor section’s social media, including section Twitter account
  • Attend SJE/fall staff training
  • Lead weekly reporter meeting

Senior Online Reporters

  • Assist editor with social media/Twitter accounts
  • Work w/ editor on breaking stories
  • Write regular article per week

Associate Online Editors

  • Educate/guide reporters
  • Compile stock information (interviewee contacts, department contacts, etc.)
  • Assist editor with social media/Twitter accounts
  • Write regular article per week
  • Attend all reporter training sessions

Chief Copy Editor

  • Copy edits/Fact-checks News section
  • Holds weekly quizzes/feedback meetings with copy editors, including associates
  • Educates copy editors, addresses recurring errors

Section Copy Editors

  • Copy edit/Fact-check appropriate section
  • Attend weekly feedback meetings

Associate Copy Editors

  • Copy edit/Fact-check recurring items (blurbs, lagniappe, playlist, etc.) in appropriate section
  • Attend weekly feedback meetings

Visual Director

  • Educates department on new layout, photography, multimedia techniques
  • Designs Hullabaloo identity
  • Supervises and monitors photography, multimedia, website, layout throughout week
  • Works w/ Webmaster on front page of website
  • Attends meetings of supervised departments at least once a month
  • Attends SJE/fall staff training
  • Checks in on layout/photos during production night

Multimedia Director

  • Develops/updates App
  • Develops special interactive options on website (poll, crime map, menus, etc.)
  • Oversees social media usage outside posting articles (Marketing, Personnel, Photo, etc.)
  • Attends SJE/fall staff training
  • Tracks/reports social media statistics

Photo Editor

  • Posts galleries
  • Retains/manages photographers
  • Compiles/organize file photos
  • Attends SJE/fall staff training


  • Responsible for technical upkeep of website
  • Assists layout editors in designing webpages
  • Communicates with website provider
  • Attends SJE/fall staff training
  • Tracks/reports web analytics

Chief Layout Editor

  • Paginates News section
  • Approves design of others sections
  • Holds weekly feedback meetings, including associates
  • Attends SJE/fall staff training

Section Layout Editors

  • Paginate section in print and online
  • Attend weekly feedback meetings
  • Attend SJE/fall staff training

Associate Layout Editors

  • Design infographics
  • Paginate internal pages
  • Attend weekly feedback meetings

Video Producer

  • Works with feature writers to make video projects
  • Produce one video per month
  • Eventually, manages/trains other videographers
  • Video campus question

Personnel Director

  • Supervises recruiting and training of new Hullabaloo members
  • Attends all training sessions
  • Distributes Hull Love
  • Plans social events
  • Oversees general well-being of staff
  • Assists in planning SJE activities
  • Attends SJE/fall staff training

Recruiting Coordinator

  • Assists in planning SJE
  • Publicizes continuous recruiting for The Hullabaloo
  • Attends classes/club meetings
  • Sends out emails/puts up flyers/utilizes social media
  • Attends all reporter training sessions
  • Attend SJE/fall staff training

Training Coordinator

  • Assists in planning SJE
  • Holds two reporter training sessions per month
  • Attend SJE/fall staff training

Business Manager

  • Supervises marketing, distribution, advertising
  • Completes regular billing procedures, including recording/organizing appropriate information for files
  • Proposes annual budget to Managing Board
  • Updates advertising pamphlet
  • Orders office supplies
  • Attends SJE/fall staff training
  • Manages photography rentals

Advertising Manager

  • Coordinates payment of advertising staff
  • Develops associate training process
  • Manages advertising associates
  • Maintains client relationships
  • Holds weekly associate meetings
  • Meets with clients alongside Advertising Layout Editor

Advertising Associates

  • Create contacts in campus and community
  • Sell online and print ads
  • Market/sell other advertising opportunities as needed
  • Attend weekly associate meetings

Advertising Layout Editor

  • Meet with clients to assess needs
  • Design/submit ads, make necessary edits

Distribution Manager

  • Distributes newspaper on campus Thursday
  • Mails print newspaper on Friday
  • Notifies Business Manager/EIC when papers arrive
  • Tracks number of paper left at rack each week

Marketing Manager

  • Publicizes The Hullabaloo to community
  • Attends FAQs
  • Oversees marketing endeavors
  • Sponsoring events
  • Merchandising
  • Public Awareness events (coffee and donuts)
  • Acquires business statistics for clients

Online Policy Research

The following is information gathered by our online editor on website policies.

The Daily Emerald


The opinions expressed in the comments section are the thoughts of their authors, not of the Emerald or its reporters.

In order to make the community comments at a friendly and safe place for readers to join the conversation, Emerald editors will monitor comments and remove any comment in violation of the following:

  • No insults based on gender, race, sexual orientation, religion, disabilities or appearance.
  • No attacks on specifically named individuals.
  • No sexually explicit, threatening or violent language.
  • No comments that are clearly off topic, self promotional or spamming.
  • No clear lies about a person, group or event.
  • No personal attacks or harassment toward specific members of the Emerald staff.

The Emerald encourages conversations and invites anyone with more to say to send a letter to the editor via email to We also encourage commenters to flag comments they believe are inappropriate for review by our editors.

The Daily Reveille

Hopefully I can help you out. As far as policies, we don’t allow our writers to comment on articles, comments on our website must be approved by an administrator with no profanity allowed, we try and encourage our writers to tweet out/facebook their stories. Overall, I think we just emphasize keeping it professional. Instagram is sort of new for us, so we don’t really have any guidelines yet, we’re still trying to figure out what’s best.

For the most part, it works out pretty well. I think our sports writers are really the only ones who have any sort of following on Twitter, which isn’t that much. We’ve had problems in the past and talked to them about it, but nothing too major. 

The Ithacan

I’m happy to talk more about how we do online and social media at The Ithacan. We don’t really have “policies,” per se. But we have a social media manager who coordinates all our accounts, and we have an online news editor who handles breaking news and daily stories. We also have a Web Master who maintains and monitors website traffic and internal posting of stories by all the editors. By dedicating a person to each job, there is less room for error in terms of ethical approaches. If there are every any questions, everyone reports to me.

I hope this helps! Let me know if you have any more specific questions I can answer.


Most if our policies are fluid from year to year so that we can stay up to date on the latest trends and adjust things to meet the personalities of our staff members and leaders.

Generally, for our web content, the stories will be turned into a section editor, who will edit it and then post it. We have a copy editor on duty for each day who keeps an eye on the site and reads through content to make sure everything looks right.

For comments, the system we use (BLOX CMS) flags any egregious/profane words and notifies us (staff leadership) so that we can review the comment before it goes live on the site. Otherwise we try to let users be free to comment whatever they please.

For social media, all of our stories are automatically pushed to our Twitter feed, and we have a social media director who oversees all other uses of social media. We try to increase site traffic by featuring our stories on all of our platforms multiple times. We also have approved reporters live tweet from various events and sports games from their personal cell phones. Our photo editor actually runs our Instagram account, and will post feature photos, even as he takes them sometimes.

Generally, like I said, what has worked best has been making adjustments and changes as a new idea or tool comes up. Being flexible and open has allowed us to use the differing preferences of our staff leaders to our advantage. Obviously we still have a lot of the same struggles as any other organization, but hopefully this helps a little bit.

Coffee Notes



Countless meetings with staff, reporters, administrators, weekly readers and my advisor later, I’ve come back with some great feedback for The Hullabaloo moving forward. For those outside of The Hullabaloo, I offered a Hullabaloo mug as incentive, and it worked! When it was decided that The Hullabaloo needed to make significant changes to its staff structure, I knew it would be in our best interest to not only make digitalization our priority, but also efficiency, which work hand-in-hand. As a result, I looked for suggestions regarding the newspaper digital future, basic content and among the staff communication problems. Below I’ve listed general notes from these meetings.

For those of you looking to repeat this process, I found that the best feedback I received came from reporters, people who are not ingrained in our editorial board and can see objectively from the outside. I suggest you go straight there and work your way inward.


  1. More integration with community using links from organization pages, newsletters
  2. Emailing out The Hullabaloo to faculty
  3. I also received a few professors for digital media — which is specifically helpful for us given Tulane does not have a journalism program


  1. I received a name for a professor in social entrepreneurship — good to know for staff training in the fall.
  2. Trouble recruiting, retaining staff because of a lack of formal training process, associates need training before they join payroll as opposed to starting them on an account to learn.


  1. Like to see more local news coverage in the opinion section.
  2. Push stories to the next step, they feel like they’re close but not quite there sometimes.
  3. Encourage more letter to the editors.
  4. Use Harbinger Harry.
  5. Ask professors to weigh in on national issues for the opinion section.
  6. More features on students.
  7. Approve of the more visual format of print.


  1. Recruiting/retention problems across the board.
  2. Reporters need lessons on AP style, previously left up to copy editors.
  3. Like to see more socialization between reporters in their sections, foster socialization.
  4. Need to attach sources for fact-checking.
  5. Need more events in the Hull office that don’t involve the newspaper, make those not on the editorial board more comfortable in the office, socialization.
  6. Too many meetings not specialized for those attending.
  7. People considering leaving the paper because they are not receiving monetary compensation, pressure to get a job.

The following is Ryan Frank’s evaluation and advice to The Hullabaloo after his consult.

Overview: The newspaper should consider immediate and dramatic changes to

improve its services to the campus and the education of its staff.

Suggested actions

  • Real-time news: Train and equip reporters, photographers and editors to break news on the web and social media. Train reporters to use their phones to write, photograph and take video.
  • Print format: Consider whether the traditional, folded newspaper approach continues to be the best format for your readers. Other options to consider include the “alt-weekly” style that emphasizes visuals and a broader variety of story topics, especially entertainment coverage.
  • Merge with Tube: See the Tube action plan for more.
  • Marketing: Create a marketing campaign to promote Hullabaloo

    readership in print and online.

  • Revenue strategy: The Hullabaloo depends on print for nearly all its revenue. This is not sustainable. Consider a new strategy focused not on the product (print) but client needs. (See The Future chapter for more.)

    How to implement those actions

    The editor has made great progress already. She started planning for change and is documenting the experience at

  • Research: Clearly understand the problem.
  • Strategy: Create a plan for change. Topics to cover: Newsroom structure,

    daily operations, training programs, documentation, equipment needs.

  • Inspiration: She will need to inspire the staff to pull off such big changes.
  • Implementation: Put the plan into place. She expects to have her plan done by April 30. The Hullabaloo could begin implementing it next fall.


The idea of building a digital-first newsroom sounds simple. But it never is. If the Hullabaloo pursues a new approach and structure to covering news, here’s a quick guide for how the staff might get there.

Structure: The organizational chart reflects your values. If digital news is a priority, your organizational chart must prove that. Below is one option for your structure. It elevates online to a place that’s equal to print, and it does the same for art. If you’re considering the “alt-weekly” approach, this would be worth considering. The duplication of news, sports and culture in online and print categories may be redundant. But college editors often find it difficult to get reporters to do both online and print well. This structure simplifies the job of each editor and reporter to be focused on print or digital. It also builds accountability for the quality of your products (print or digital).

Work flow: A digital-first newsroom has to move fast. The Hullabaloo will need to develop a system where reporters and front-line editors can post news without cumbersome editing processes. That will require that reporters and editors be trained well on journalism ethics and standards but also the technical process of posting, tagging and media uploading.

Steve Buttry: The Hullabaloo leadership should review the writings of Steve Buttry, digital transformation editor at Digital First Media. He’s been writing for years about how newsrooms can and should evolve. He’s also been willing to talk with college editors and has written on college newsrooms as well.

Supplementary Marketing Plan

The following report includes projected idea for the business department of The Hullabaloo, including changes in revenue, staff structure alterations and collaboration with neighboring media organizations. This report is under review by our managing editorial board and will undergo edits accordingly.

In order for the Hullabaloo to adapt to a new and successful business strategy, there are certain changes that must take place. Print advertising cannot be our sole form of revenue. Joint ventures will need to be undertaken in order to survive. In this report I will list what appears to be the most practical ways to keep us from being solely dependent on print media.

Currently, the business office is focused around solely selling ads in the print media and web outlets. This has to change. As we cut down the number of pages that we run, there is a high likelihood that national advertisers will cut down their number of insertions. While we treat them as a surprise, national advertiser revenue is a key backbone to our organization. Online media needs to become a much stronger selling point for the Hullabaloo. The website needs to offer not only the two ad slots but also video based advertisements and pop up ads. By offering video based advertisements we can open up our market as well as bring in higher amounts of revenue. This brings me to the next main issue: the business office needs to become a marketing department. The business office needs to serve as its own advertising agency, asking a client what it wants and how it wants to reach its audience and then perform the necessary tasks to get this done. The groundwork is already laid out for this possibility. The ads layout editor position is already an asset that we utilize to design ads. The ads layout editor designs house ads for the paper as well as creates ads for small businesses. Other media groups such as Tube and WTUL offer different media outlets for advertisers to reach as well as providing assets that the Hullabaloo does not currently have (video editing etc).

To properly go through this transition, the business office needs to rearrange how contracts are typically undertaken. The ads layout editor will now have to take a higher responsibility in terms of meeting and discussing with the client exactly what they desire. There is no need to use the ads manager as a middleman between the client and the designer. It puts too much strain and lag on both ends. The ads manager will now have to focus solely on creating the contracts. This will allow for more time and emphasis on this position. Also, the ads manager will have a self-appointed associate who is in charge of overseeing on campus advertising. On-campus advertising is one of the easiest forms of advertising to manage. This will allow the ads manager to focus solely on the local and national regions. The associate will report to the ads manager directly and the associate will have to have every advertisement approved through the ads layout editor (as is currently done) before it runs in print.

The structure of the business office as well as the paper will need to change. In order for the marketing department to be a possible venture, the business manager will have chief oversight of the marketing department. The Public Relations director will now solely be an entity of the business office. The PR director will be on the same level as the advertising manager and will report directly to the business manager. This will allow for a better understanding of how to best serve the client and their individual needs. This means that the PR director will now be a staff ed position.

The Business Manager will be the sole link between the Hullabaloo and the marketing department. The business manager will go to managing ed and staff ed. The business manager will retain most of the responsibilities that are already in effect; however, the business manager will no longer discuss content with The Hullabaloo. It is not the role of the business office to have input on these things and allows for greater separation between content and business. This will allow for better relations with our clients. It is also highly recommended that the personnel director position be made a managing ed position. The personnel director will be the link between staff, managing ed, and the marketing department and his/her input would keep everything running smoothly. The business manager will still be in charge of overseeing the depositing of checks, handling quickbooks, and invoicing as before.

The overall hierarchy of the marketing department will be as follows: the business manager has chief oversight, then the pr director, advertising manager, ads layout editor, and photo booth coordinator, followed by all ad associates and other associates. Eventually, there will need to be a video editor that is a member of the ads manager level but this will not need to occur until this has become a higher venture.

The photo booth is a highly marketable venture for the business office. The key to making this venture is beginning with an initial promo to the Greek community. The Greek community has a high budget to spend. The photo booth will have a set cost for the event. I believe that a reasonable cost will be $500 for coverage of the event. $200 of this should go to the photographer. The photographer’s main role will be to go and take between 1000-2000 pictures for the event. The photographer will then need to go through and edit them accordingly. The event sponsors will have full rights and access to the pictures; we will reserve the right to post them to our social media as we see accordingly. To properly advertise this venture we will have to offer promotional photo events. We will also have to recruit for this specific position; at this point neither Claire nor I believe that she has enough photographers on staff to handle the load. Photographers must be vetted and approved by the photography editor and then they must perform a promotional event free of charge as a form of audition. Once they have done this event they will be paid accordingly. They will be held under contract and in the event of inappropriate behavior (drinking at event etc) they will promptly be fired with payment for the event rescinded.

The ads layout editor will now also have the opportunity to earn a paycheck. We would like to now offer advertisement design for both our own publication as well as for the advertiser to use as he sees fit. For this to happen we have to require a set cost for the advertisement. For an ad to be designed, several factors come into effect (time, size, difficulty level, etc). For this type of graphic design, the ads layout editor will have the responsibility of meeting with the client and determining these factors. For rush orders, a surcharge of up to $100 can be added onto the overall cost, of which the majority will go to the designer for his/her added efforts. If the ad is to be used within The Hullabaloo, we will offer free ad design service still. For companies who just want a graphic designed for their sole use, 50% of the revenue will go to the designer for the first $300, after this point they will receive an additional 25% of any additional costs (ie. For a $500 dollar ad, the designer will make $200). A minimum cost for any graphic design will be $250.

The video design will be handled by Tube. A contract must be settled between both The Hullabaloo and Tube, stating how costs will be split. It is my recommendation that we purely sell their services and are not part of the design process whatsoever. I also recommend a split of 70% revenue from video design going to Tube. This will make it worthwhile for them and profitable for our very small efforts. In order for this to be successful, A Tube representative must have weekly meetings with the business manager in order to inform him/her of any contracts that are open and outstanding. As the ads layout editor is responsible for meeting with advertisers and quoting for a design, the video designer will also have the same responsibility. It will be the role of the advertising manager to initialize the contract but the overall cost will come based off of a quote from Tube. Due to the added difficulty and costs of filming, revenue can be very high. Payment of Tube employees will occur to the discretion of the Tube business manager, the only role of the Hullabaloo will be to advertise their services and to deposit their revenue. An initial 50% deposit will be required for all video design efforts.

Radio inserts are an additional venture that needs to be properly discussed with WTUL. Their advertising department is very weak and, like Tube, could take advantage of our advertising department to promote their product. Quotes will be based off of the on air time requested. Show sponsorship will also be an option for customers. These costs will be at the discretion of Tube to decide. Revenue will be split 60% /40% with WTUL retaining 60% of the costs. This is the case because WTUL will not have to put in much effort into designing the on air campaings. As with TUBE, the only connection with the Hullabaloo will be through the depositing of revenue as well as the selling of this on air time from the advertising manager.

Weekly business meetings have to occur in which the heads of each respective department meet with the business manager and inform him/her of what is occurring in the respective department. This will include the representatives from TUBE and WTUL, the ads manager, the ads layout editor, the PR director, and photo booth coordinator.

It will be the role of the PR director to meet with new clients along with the advertising manager to help understand the scope desired by the client and their campaign goals. The PR director will aid the client in understanding how to best reach the customers desired audience. It will also be the goal of the PR director to help market the Hullabaloo as well as the marketing department. It will be his/her role to organize representatives from the Hullabaloo to appear at every FAQ, handle Friday Donut handouts, and any other promotional event that is requested by the Hullabaloo. It can be considered that the Hullabaloo will be on retainer with the PR director; however, the PR director will now also offer a business presence.

The marketing department will remain a distinct entity of the Hullabaloo, but the Hullabaloo will have to be treated as a client. By this, I mean that when the Hullabaloo requests a certain type of ad/video/web design created, the action must be treated as a clients request. If they request a house ad to be designed, it will be sent to the ads layout editor to be designed. There will be no costs for graphic design because this department will still be retained by The Hullabaloo. For video design, a quote will be developed that represents the sole costs to Tube. This costs will have to be approved by the advertising manager, business manager, and editor in chief.

The business manager will have to oversee all of these different entities and will answer any sort of logistical question. It will be the role of the business manager and any assistants to handle invoicing for all campaigns, tracking collections, and overseeing the general well being of the Hullabaloo.

Below is a hierarchy for the structure of the office:


The ads manager will continue receiving the set $100 stipend per issue. Ad Associates will receive a 4% commission for any ad sold while the On-Campus Ad Associate will receive a stipend of $70 per issue. The Distribution Manager will retain his $70 stipend per issue delivered as well. The Ads layout editor will also run on commission, as described earlier.

A joint long term venture with Loyola is a distinct possibility, but specifics have not been negotiated with Loyola and will take most likely a fiscal year to be implemented.

The recommended schedule of implementation will be as follows:


  • March
    • Meet with WTUL and Tube to discuss and see if they are interested
    • Begin recruitment for next years ad associates
    • Meet with Loyola media advisor to check on interest
    • April
      • Hold elections for all positions – highly advertising the openings in the business office
      • Brief all new members on their roles for the upcoming year
      • Continue discussions with Loyola
      • May
        • Survive finals
        • Have PR department begin design of a summer ad campaign for the upcoming launch of the marketing department
        • Have a revamped rate card that includes all of the new offers
        • Have the ads layout editor create a few house ads for the on campus departments and off campus restaurants to show our abilities
        • Distribute designed ads to gain interest from said organizations
        • June
          • Summer Issue
          • Begin discussions for the upcoming year with the second tier of the marketing department
          • July
            • Check on PR departments work on the fall marketing department campaign
            • August
              • Full implementation of the business strategy for the marketing department
              • Weekly meetings begin
              • SJE starts