How Charleston became a one-paper town.
Written and Photographed by Zack Harold
This is a revised and updated version of a story originally published on this website. Click here to view that version.
Around 3 p.m. on Sunday, July 19, the newsroom staffs of the Charleston Daily Mail and Charleston Gazette were called to the front lobby of their shared headquarters at 1001 Virginia Street East in downtown Charleston. Employees immediately knew something strange was happening. Although situated on opposite sides of the same hallway, the newsrooms seldom had contact with one another—and certainly did not hold mid-Sunday afternoon meetings by the front door.
Workers walked down the stairs from their second-floor offices and stood around the perimeter of the high-ceilinged lobby. Only about 30 people were in attendance. The newsrooms ran bare-bones staffs on Sundays, mostly just the sports departments along with copydesk staff, who edit stories and design the next day’s paper.
When everyone was assembled, recently named Gazette publisher Susan Chilton Shumate spoke up with an announcement: Effective immediately, everyone worked for the same publication, the Charleston Gazette-Mail. The brand-new publication would go to press in just a few hours. After more than 100 years as fierce competitors, the Gazette and Daily Mail were no more.
A flurry of confused activity consumed the newsrooms, according to several employees who spoke with West Virginia Focus. They asked not to be named, for fear of losing their jobs. Both papers had been planning their respective Monday editions since the week before—now Daily Mail editors had to send each story and photo to the Gazette. Daily Mail copy editors went to the Gazette newsroom to help lay out the paper but had trouble accessing the computers since they did not have log-ins for the Gazette’s system. Someone cobbled together a new Gazette-Mail flag for the top of the front page. Charley West, the cartoon punster who had appeared in every issue of the Daily Mail since 1958, was nowhere to be found.
Copies of the reborn newspaper arrived on newsstands and doorsteps Monday morning. The front page featured a story about a domestic violence pilot program from crime reporter Tyler Bell, of the former Daily Mail, and a story about the Public Service Commission of West Virginia by business reporter Andrew Brown of the late Gazette. Both were listed as “staff writers.” A photo spread of public murals took up the middle of the page—although copy editors, in their haste, had forgotten to include an accompanying story by Gazette city reporter Rachel Molenda.
But the big news on that Monday’s front page—the “play” story, as it is called in newspaper lingo—does not feature a byline. The headline simply reads: “Announcing the Charleston Gazette-Mail.”
The text of the article was the same as an email sent to staffers around 5 p.m. Sunday. The statement also was published online around 8 p.m. Sunday night. “Beginning today, the two newspapers are combining newsroom functions with the exception of editorial page content,” it read. “Welcome to the Charleston Gazette- Mail.”
The story assured readers the new Gazette-Mail would retain two independent editorial pages—a conservative Daily Mail page and liberal Gazette page—and the new, larger staff would be able to cover more news than ever before. “This is not one paper gobbling up the other. It is a combination of the two newsroom staffs working in cooperation to produce the most comprehensive news product in West Virginia.” What the story did not mention was the interesting timing of this change.
The Gazette and Daily Mail had shared the same printing press, advertising, circulation, and business operations under a joint operating agreement established in 1958, but the newsrooms had remained independent. The Daily Gazette Company owned the Gazette, while MediaNews owned the Daily Mail. Each company held a 50-percent stake in Charleston Newspapers—the legal name for their joint operations—until 2004 when MediaNews sold the Daily Mail to the Daily Gazette Company for a reported $55 million.
The deal drew scrutiny from the federal government, and in 2007 the U.S. Justice Department filed an antitrust suit alleging the Daily Gazette Company “planned to deliberately transform a financially healthy and stable Daily Mail into a failing newspaper and close it.” Three years later U.S. District Judge John Copenhaver issued a final judgment in the case, requiring that the Daily Mail remain a daily newspaper and returning control of the paper to MediaNews Group. No changes could be made to this arrangement without federal approval for as long as the judgment was in effect. Copenhaver set the ruling to expire five years from the date it was issued: July 19, 2010. It seems no one outside the newspapers’ upper management noticed as the fifth anniversary approached.
In the meantime, the world became an increasingly inhospitable place for newspapers. Especially after the Great Recession, publications all over the country folded as a result of diminishing advertising revenues and faltering subscription numbers. Charleston’s newspapers were not immune.
In the spirit of full disclosure, I spent five and a half years working at the Daily Mail, leaving in January 2015 to become managing editor of West Virginia Focus. During my final months at the Daily Mail I watched as the company made efforts to cut costs, raise revenues, and shore up its finances. Some of these changes were relatively small, like replacing expensive comic strips with less expensive ones. Others were more pronounced.
In January 2014, the Daily Mail sold its longtime domain name, www.dailymail.com, to the Daily Mail of London. The much larger London newspaper had coveted the web address for years, and the sale netted Charleston Newspapers around $1.6 million, according to news reports from the time. In October 2014, the Daily Mail and Gazette increased their newsstand prices from 50 cents to 75 cents Monday through Saturday, and from $1.50 to $2 for the Sunday paper. The newspapers also began producing joint editions for holidays. Subscribers received combined papers on Thanksgiving and Christmas 2014 as well as on New Year’s Day and Memorial Day 2015.
The company got rid of its in-house custodial staff, allowing some of those workers to move to other departments, and began contracting with an outside company for janitorial services. In January 2015, employees were required to begin using a new time clock and automated payroll system, which the company installed to replace its retired payroll clerk. Charleston Newspapers also switched to a thinner-weight newsprint in early 2015. This initially caused some headaches, as the paper had a tendency to break while passing through the printing press, leading to multiple delivery delays.
But the biggest indicator of Charleston Newspapers’ financial distress would not be made public until 10 days after the merger was announced, when the Pension Benefit Guarantee Corporation (PBGC) filed a federal lien against the company. It turns out Charleston Newspapers had fallen behind in payments to the PBGC to the tune of $1.34 million. So as the clock counted down on Copenhaver’s final judgment, executives had begun eyeing the company’s biggest cost-saving measure of all: combining the two papers.
At 3 p.m. Monday, July 20, staff members of the newly combined paper gathered in a conference room to hear from top executives and editors about the future of the company. A staffer who attended the meeting provided West Virginia Focus with an audio recording. Shumate began with a brief statement, echoing the story in that morning’s paper. “We’re not losing one newspaper … we’re combining them together to make the best possible news product we can for this area, for this size paper.” She said the new, combined newsroom would be “considerably larger,” allowing reporters to write “deeper stories” and “take a different or more creative look.”
But Shumate made clear there would not be enough room for all existing employees. At the time of the merger the Daily Mail had around 33 full-time positions while the Gazette had 44 employees. The newly combined newsroom would only have room for 67 people. Every member of the newsroom staff—with the exception of former Gazette executive editor Rob Byers and former Daily Mail editor and publisher Brad McElhinny—would have to reapply for his or her job. The newspaper would offer severance packages for those who chose not to reapply and those who were not rehired.
McElhinny encouraged employees to view this as a positive step. “If you feel stuck in a beat or stuck in a role, there are going to be new opportunities,” he said. “This is not newsroom versus newsroom. This is, I swear, an attempt to find the best possible personnel moving forward.”
About halfway through the meeting, staffers began to ask questions about the merger. One asked why the change was so abrupt. “There’s no real easy way to do something like this,” said Trip Shumate, president and chief financial officer of Charleston Newspapers and Susan Shumate’s husband.
Another staffer asked how long the merger had been in the works. No one answered. Susan Shumate only said, “It’s a necessity. I know that’s not the answer. But unfortunately now, it’s an economic reality.” She said the company planned to send out a press release to “make a positive spin” on the situation. The statement drew a few rueful laughs—the papers were usually in the business of deciphering “spin,” not publishing it.
The meeting did little to allay some staff members’ concerns about the future of their jobs. For some, it seemed to add insult to injury. “They didn’t have answers to legitimate questions,” said one former Daily Mail reporter following the meeting. “There’s just so many I-don’t-knows.”
But others were optimistic, excited about what a larger newsroom might be able to accomplish. In their minds a larger staff would give reporters freedom to cover stories they couldn’t before, give copy editors more time to work on pages, and make photographers’ schedules a little less hectic. “I think the Gazette-Mail is in a position to do great things,” one editor said.
In the intervening weeks, the two staffs grew steadily more comfortable working together. The copy desk staffs divvied up pages, while editors worked together to assign stories. Erstwhile Daily Mail reporters went on assignment with former Gazette photographers, while former Daily Mail photographers shot photos for ex-Gazette reporters.
The competition between the two papers did not completely cease, however. Although they were no longer jockeying for stories, staffers were now competing for jobs. Some employees cranked into overdrive, determined to prove themselves before the rehiring process was over. “It’s easy to spot somebody that’s going to an interview,” one staffer said. “They’re dressed better than they have been all summer.” Others became listless. Suddenly unsure of their roles in the newsroom, their bylines began appearing less and less frequently.
Employee interviews began on Monday, August 10, conducted in the same conference room where employees first learned about the rehiring process. Tables were arranged to resemble a capital letter I. Shumate, Byers, and McElhinny sat at one end with large binders full of resumes. Employees sat at the opposite end. One employee said the three-judge panel reminded her of American Idol.
Each interview took around 15 minutes. McElhinny or Byers led the conversation, depending on which newsroom the employee came from. They asked why the employee wanted the job and quizzed them about their work experience. Shumate mostly remained silent, staffers said, only occasionally chiming in with a question. Almost every employee West Virginia Focus interviewed described his or her interview using the same word: “awkward.”
Some opted to avoid the process altogether. Like several employees, Gazette reporter Rusty Marks opted to take severance. He spent more than a few sleepless nights mulling his options. “I’ve been at the Gazette more than half my life,” he says. “I had intended to retire from the Charleston Gazette. I’d say it’s one of the four toughest decisions I’ve had to make in my life.”
But Marks, 50, says he expects the newspaper will see more layoffs in the near future. “I just wasn’t willing to take the chance the paper would still be around in some kind of form I could live with in 15 more years,” he says. “I don’t want to be 55 or 60, laid off, and much more unemployable.”
Although he knew there was a chance he would be laid off, Daily Mail photographer Bob Wojcieszak wasn’t too worried. He’d first arrived at the newspaper in the early 1990s and had proved himself as a more than capable photographer. His photo essay about a local homeless shelter won Best Photo Feature at the 2015 West Virginia Press Association awards ceremony, held August 15.
The hair on the back of my neck always stands up when I hear publishers talk about streamlining and efficiency. That’s what they always say when (a merger) happens. -Rob Rabe, Marshall University Journalism Professor
But when Wojcieszak arrived at work on Tuesday, August 18 he quickly noticed something was amiss. He tried to log onto the paper’s computer system to check his assignments for the day but couldn’t. He rebooted the computer and tried to log on again. This time there was an error message. “It said my account had been deleted,” he says.
A few minutes later he received a call on his cell phone. It was Crystal McIntyre, Charleston Newspapers’ human resources director. She instructed him to report immediately to her office. “There’s Crystal, and Susan, and Rob, and Brad. Basically, they told me I didn’t ‘fit their vision.’ Whatever that means.”
Wojcieszak was asked to forfeit his parking garage keycard and key to the photo lab. McIntyre offered to escort him from the building and box up his possessions later. He balked. “They weren’t even going to let me say goodbye to anyone.” Wojcieszak walked back to the newsroom, shook a few hands, and collected his things. He already had everything packed up, assuming he would have to move to the Gazette newsroom sometime soon. His recent West Virginia Press Association award was still lying on the desk.
Reporter Tyler Bell learned of the layoffs over the phone. He got a call that morning from the newspaper but ignored it. Then his girlfriend, a copy editor in the former Daily Mail newsroom, called and said she was let go. Bell realized what the missed call was probably about. He called back and reached McIntyre, who put McElhinny on the phone. “I just start laughing because I know what’s coming,” Bell says. His time at the Daily Mail had ended after only seven months.
In all, seven people were laid off, including four employees from the former Gazette newsroom and three from the Daily Mail. An additional eight opted to take severance or left for other jobs, while three—the Daily Mail’s Charlotte Smith and Craig Cunningham, as well as Paul Nyden from the Gazette—decided to retire. All told, the rehiring process cost the Gazette-Mail 18 staffers.
West Virginia Focus asked Shumate for comment after the rehiring process was completed. She declined our request for an interview but sent a press release that also appeared in the Friday, August 21 newspaper. “Unfortunately, we said goodbye to a number of employees who were talented, dedicated members of our newspaper family,” she wrote. “The Gazette- Mail will miss them.” Shumate also repeated her assurances the combined papers would “provide deeper, stronger local coverage.”
Rob Rabe has heard all this before. “The hair on the back of my neck always stands up when I hear publishers talk about streamlining and efficiency,” says Rabe, a journalism professor at Marshall University who specializes in the history of American newspapers. “That’s what they always say when one of these happens. Then a year, two, three years out, that doesn’t always happen.”
When papers merge, Rabe says, it’s common for publishers to tout a bigger, better paper. But as advertising and circulation continue to decline, it usually isn’t long before another round of layoffs. “I’ll be surprised if in three or four or five years the combined newsroom isn’t substantially smaller. That’s the way it seems to go,” he says.
Democratic political consultant Tom Susman says he feels the Gazette-Mail is living up to Shumate’s promises, so far. “It appears the paper’s thicker, there’s more content in it. It seems like they’re maintaining a writing staff and covering more stories.” But Susman, also a former newspaperman, predicts it will be more difficult to pitch stories. In the past, if one paper didn’t bite on a story, there was a good chance the competition would. Now, you get one shot. Conrad Lucas, chairman of the state Republican Party, wonders how the newspaper will handle political endorsements in the coming election year, with the newspaper’s dueling opinion pages. “Is every candidate going to be endorsed by the Gazette-Mail?”
There is some effort to postpone the inevitable. West Virginia Attorney General Patrick Morrisey is now pursuing a possible suit against Charleston Newspapers, alleging executives violated Copenhaver’s judgment by planning the merger while the judgment was still in effect. “This conduct, if proved, is a violation of the Antitrust Act,” Morrisey wrote in a petition filed in Putnam County Circuit Court on Aug. 13. The attorney general asked the court to cease “further merging” of the newspapers until the company complies with his subpoena. At press time, judges have not taken any action on Morrisey’s request.
It’s difficult to imagine what “further merging” might be left. All around Charleston, at gas stations and fast food restaurants, it is common to see two newspaper vending boxes sitting side by side. There’s a blue one for the Gazette and a green one for the Daily Mail. For years, the newspapers in these boxes often looked extremely different. There were different stories on each front page, different photos, different bylines. Now the boxes are sometimes filled with the same newspaper, but most often one box— usually the green one—is left empty.
This is the unfortunate history of American newspapers. It’s a story that has played out again and again throughout the country, in Cleveland, Denver, Seattle, Tuscon, and innumerable smaller cities and towns. As with most things, the news just took a little longer to reach West Virginia.