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A collage of Te Awamutu Courier newspaper clippings featuring various headlines and articles. A large red broken heart graphic is overlaid in the center, symbolizing a theme of heartbreak or sadness.
Image: The Spinoff

MediaDecember 12, 2024

A love letter to community newspapers 

A collage of Te Awamutu Courier newspaper clippings featuring various headlines and articles. A large red broken heart graphic is overlaid in the center, symbolizing a theme of heartbreak or sadness.
Image: The Spinoff

Bethany Rolston looks back at the three years she wrote for the Te Awamutu Courier, one of the 14 NZME community newspapers set to close before Christmas.

Looking back at the three years I was a journalist at the Te Awamutu Courier feels like a happy sort of fever dream, a haze of deeply absurd and incredibly sincere moments. When I joined the now 113-year-old newspaper as a reporter, I’d recently graduated from journalism school and was stoked to get paid to write every day. Having been born and raised in the Waikato, it was also the local rag I grew up reading so was a bizarre sort of homecoming. I was the newest journalist in 26 years – just a small blip in a long line of reporters to tell the town’s stories. 

Founded in 1911, Te Awamutu Courier had been under family management for three generations before it was purchased by Wilson and Horton (later known as APN, and then as NZME) in 1992. Its readership stretched from the pretty rosebush-flanked streets of Te Awamutu to the black sands of mighty Kāwhia. The free newspaper came out on Tuesdays and Thursdays (it has since dropped to just one day a week). Between the three of us – the editor, a sports reporter, and me – we hustled hard to fill the pages with as many interesting stories we could write. There were days I felt like Ricky Gervais’s journalist character Tony Johnson in the Netflix show Afterlife, bumbling around the town in the search of a good story. I’d interview toddlers about winning mullet competitions, meet 90-year-olds learning to tap dance and visit prison inmates to find out how meditation was quieting their minds.

We were proud to publish hyper-local stories that would never make a daily newspaper, like cat competitions and the mystery of 50 poisoned birds found in a local carpark (not related, that I know of!) We marked the town’s milestones and celebrated its young people – each year publishing photos of the newly announced head students from the local secondary school. There was a time when the newspaper published photos of the town’s latest marriages and newborn babies, too. Every time someone turned 100, one of us would sit with the newly minted centenarian for an hour and learn about their lives, and days later publish their front-page story. There was a popular section called “What’s Hot and What’s Not” where readers could submit their anonymous gripes and delights about the town eg.“can your dog please stop shitting on my lawn?”, or “thanks to the kind strangers who helped me when I fell over in the supermarket”. We were there to report on the sombre events too. I photographed several house fires (and now I have an obsession with switching off sockets). We spoke to families of children who died in quad bike accidents and lost count of the number of ram raids in our town. 

Morning tea at 10am was non-negotiable (a Sudoku was optional) and we’d often be invited to the editor’s home for freshly caught snapper from his recent fishing trip. My small team of colleagues spoke fondly of the golden days of the newspaper when the staff boasted 35 people, their cleverest headlines (“knicker nicker nicked” –a story about a local underwear thief), and the raging staff parties. 

‘If you regularly enjoy The Spinoff, and want it to continue, become a member today.’
Toby Manhire
— Editor-at-large

We tracked locals who had since moved away and had successful careers, always reminding people they were from our town (never forget the Finn brothers are from Te Awamutu). We had an incredible sports section that filled at least a third of the newspaper, heralding everyone from amateur badminton players to Olympic athletes like cyclist Rebecca Petch. We dug up tales that were unique to our people – like finding the origins of the town’s nickname, Rosetown, or the man working to find justice for the unmarked graves at the former psychiatric hospital at Tokanui.

The editor, Dean Taylor, has worked at Te Awamutu Courier for 37 years, and been at the helm as editor for the past 13. He’s something of a local legend with a mane of silvery white hair, instantly recognisable at local events (whether you wanted him there or not). He was a stern give-no-shits editor from 9am to 5pm, and then in his spare time he would coordinate Christmas light trails, run theatre events and give blood (he recently marked his 250th plasma donation). If the paper happened to fall on April 1 he would publish an April Fools’ story to prank the town. One week he decided there had been enough negative news so he decided to run a “good news only” edition. He believed the best people in New Zealand came out of Te Awamutu, and made sure everyone knew it.

An April Fools’ Day story in the Te Awamutu Courier

Working at Te Awamutu Courier taught me how to pick up the phone and speak to anybody, how to meet an immovable deadline, how to sit through a council meeting (and make some sense of it), and how to recover from making mistakes so publicly (I once wrote about a 30-metre-long orchid, not orchard). It was the start of a career based around my love of people and words. 

Te Awamutu Courier was last week announced as one of the 14 NZME community newspapers due to close before Christmas. NZME has claimed increased costs and declining profitability are the reasons for the axing. The company has hinted that private buyers may be keen on buying some of the individual community mastheads, so there might be a small spark of hope. 

I know the exact stories that will be published in the final editions of the paper – a write-up of the local Christmas parade, perhaps a list of all the best streets decked out with lights, stories of new businesses opening, or charity fundraisers. And now, there’ll be a story about the paper’s own closure. To the people of Te Awamutu, hold tight to that newspaper, because it might just be your last.

Keep going!
Sinead Boucher, Stuff owner and CEO (Photo: RNZ/Supplied)
Sinead Boucher, Stuff owner and CEO (Photo: RNZ/Supplied)

MediaDecember 11, 2024

Stuff ‘consciously uncouples’ into two separate digital and print businesses

Sinead Boucher, Stuff owner and CEO (Photo: RNZ/Supplied)
Sinead Boucher, Stuff owner and CEO (Photo: RNZ/Supplied)

Exclusive: Leaked emails and documents show that the media giant will soon be two legal entities – opening up a range of options for owner Sinead Boucher. Duncan Greive analyses the move.

News media giant Stuff will soon be two separate businesses, as it splits into one built around the Stuff brand and platform, and another which holds brands based around its newspaper assets. Existing staff will be split into one or other of the businesses, and compelled to either go along or face termination. This move mirrors what occurred operationally in 2023, but goes a significant step further in making two separate legal entities.

One part of the business will be known as Stuff Digital Ltd, and along with Stuff will feature social network Neighbourly, the audio and video divisions which create ThreeNews for WBD, and its stable of podcasts. The other entity will be Masthead Publishing, and will hold historical news brands like The Post, The Press and The Waikato Times, along with their respective digital sites, along with dozens of other newspapers around the country. 

Despite efforts to downplay its significance, the move opens the door to the possibility of profound change at the country’s largest employer of journalists, at a time when the news media is under immense strain, reeling from the closure of Newshub as part of hundreds of job losses in 2024. Stuff itself has seen significant motion in 2024, taking on a large video operation while also seeing CEO Laura Maxwell and head of commercial Matt Headland resign. Neither of those executive roles has yet been permanently replaced, while two of Headland’s direct reports have subsequently resigned too.

In an email to staff from Stuff CFO Dale Bridle, the move is described as a “conscious uncoupling” which will allow “both businesses to follow their own content and revenue strategies and have their own future focus”. Currently the business is organised into three divisions – digital and mastheads reflect the respective news businesses, while “Brand Connections” is the advertising division which fuels them both. Under the new structure, that part will be split into two and tied to one of Stuff Digital or Mastheads.

Bridle was at pains to downplay the impact of the change on staff and advertisers in the email. “It’s important to note that no one’s terms and conditions or reporting lines will change… our customers will continue to have a single point of contact in the brand connections team.” All staff will maintain the existing terms of their employment, including leave entitlements and holiday pay, in the new entities, according to Bridle.

Why do it at all? 

The move follows changes made in many so-called legacy media companies all over the world. It attempts to draw a clear business distinction between sunsetting analogue-era assets like cable channels and print assets, and the parts of the company which can be modelled into technology-centric businesses, like streaming services or digital news. Currently US cable TV giant Comcast is in the process of creating “SpinCo”, which will hold and acquire basic cable networks that TV and movie companies, now focused on streaming, no longer want.

Newspapers have long been a major target of private equity groups, which see their still-profound cashflows and purchase them knowing full well there is not a long-term future, but that profits can be extracted in the short-term – often at the expense of their journalistic function. It opens up more options for Sinead Boucher, the former Stuff editor who now owns both companies and currently acts as interim CEO.

Image design: Bella Ireland

The Spinoff put several questions to Stuff, but the company chose not to address them, with a spokesperson only saying “this is just the formalising of a process we started 18 months ago with the two businesses and we’ll continue to operate within Stuff Group as we currently do”

One unanswered question pertained to whether the move was done with a view to sell one or both of the businesses. Another question asked where the journalism will sit – in Stuff, in Mastheads or in both. Currently Stuff focuses on “live and lively” journalism, largely ad-funded and delivered through its freely accessible website and apps, which currently draw the largest national audience in digital news. More meaty and regionally specific journalism is distributed through individual sites for The Post, The Press and The Waikato Times. 

The Stuff spokesperson’s “nothing to see here” response suggests the new company structure will simply carry on this current approach. However it does invite a different path, should ownership change. For example, all the websites and the journalistic function of both Mastheads and Stuff could transfer to Stuff Digital, which would then become a paid supplier of content to Mastheads, to fill up the various print products. This would effectively recreate the model Stuff is already pursuing with the 6pm bulletin it creates for Three under the name ThreeNews, but transfer it to the print medium.

The upside would be a more coherent, future-focused and streamlined journalism business, working at both wholesale and retail, separated from a design, printing, distribution and advertising business in mastheads. It allows a financially focused investor to take on the newspaper business, without getting involved in the messy business of journalism, while Stuff can stay committed to its core mission of creating news each day.

‘Media is under threat. Help save The Spinoff with an ongoing commitment to support our work.’
Duncan Greive
— Founder

It’s not without complications, some of which are baked into Stuff’s current reality. The decision to create three separate paywalled sites, while keeping Stuff freely accessible, raised eyebrows from some in the industry, given how difficult it is to build habit in the current search and social media era. The fact the paywalls are frequently left open has some in media theorising that they have not brought in the projected audience revenue. Stuff still retains the option to do over, erecting a paywall for Stuff, to compete like-for-like and head-to-head with the NZ Herald – albeit five years and counting behind its competitor.

Whichever path the Stuff takes, this is an epochal moment for a company which was painstakingly built up over decades of newspaper acquisitions, then sold to Fairfax, before being dramatically rescued by then-CEO Boucher at the height of first wave Covid in 2020. Once separated, the companies will have their own staff, leadership and goals – and perhaps eventually owners. It’s a definitive inflexion point, with one part of the company left holding the past in the form of historic news brands (though it retains the digital assets of those brands) while another becomes wholly committed to the future. 

The business of journalism in New Zealand could be definitively changed as a result.

This story has been updated to underline the fact that both Mastheads and Stuff Digital will have digital components. This was evident in the original, but has been emphasised at a Stuff spokesperson’s request.