It’s designed to be adapted by universities and colleges to meet local needs. The module is designed to equip senior newsroom editors with the essential skills and strategies to lead effectively in today’s dynamic media landscape. Through a blend of theoretical understanding and practical application, participants will explore key areas such as digital transformation, content strategy, newsroom management, project development, and ethical leadership. This six-week programme will foster the ability to adapt to evolving technologies, manage diverse teams, and deliver high-quality journalism in a converged environment.

Week 1: Digital transformation, strategic vision, and ethics

• Topic: Understanding the shift from traditional to digital-first newsrooms, developing a strategic vision for the future, and ensuring adherence to editorial ethics across all devices.
  • Resources:
    • Newsroom evolution: from digital denial to digital-first: This resource details the crucial transition from resisting digital platforms to embracing them, highlighting the strategic shifts necessary for survival and success in the modern news landscape. It is relevant to understand the historical context of the digital change.
    • Strategic forward planning for media organisations: This resource discusses the importance of long-term planning in media, covering how to anticipate changes and adapt accordingly. This is important for developing a long-term newsroom strategy.
    • Why editorial ethics are important: A refresher for all participants about the underlying ethical considerations for all journalism.
    • Lesson – Editorial ethics: The importance of editorial ethics in all news production set out in the form of a lesson that all participants should complete.
  • Activities: Discussion on digital disruption, developing a personal strategic vision statement, case study analysis of successful digital transitions.
  • Outcomes: Participants will understand the importance of digital transformation and develop a framework for strategic planning.

Week 2: Content strategy and prioritisation

• Topic: Mastering online content management, prioritising news, and optimising content presentation.
  • Resources:
    • Managing a news websites front page: This resource provides practical tips for curating and managing the front page of a news website, a critical aspect of online content strategy. It is relevant for understanding how to draw and hold online audiences.
    • Updating an online news item: This resource covers the process of continuously updating online news, ensuring accuracy and timeliness in the digital age. This is important for digital news accuracy.
    • Presenting and exploiting content online: This resource provides guidance on how to maximise the impact of online content through effective presentation and distribution. This is relevant for expanding news reach.
    • How to set online news priorities 2: This resource guides editors in setting priorities for online news, considering factors like audience engagement and relevance. This is key to managing online news flow.
    • Prioritising production with the content value matrix: This resource provides a framework for evaluating and prioritising content based on its value and impact. This is a very useful tool for managing content production.
    • Creating a journalism content weighting system: This resource helps editors to organise and weight content for distribution. This is another vital tool for managing content production.
  • Activities: Content audit exercise, developing a content prioritisation matrix, front-page redesign simulation.
  • Outcomes: Participants will be able to develop and implement effective content strategies for online platforms.

Week 3: Newsroom management and team leadership

• Topic: Effective news meetings, journalist motivation, and handling breaking news situations.
  • Resources:
    • 50 tips for running an effective news meeting: This resource offers practical advice for conducting productive news meetings, essential for coordinating newsroom activities. This is fundamental for newsroom organisation.
    • How to motivate journalists: tips for editors: This article provides strategies for motivating journalists, crucial for maintaining a high-performing newsroom. This is vital for employee management.
    • How to handle a breaking news situation: This resource offers guidance on managing breaking news, ensuring accuracy and efficiency in fast-paced situations. This is important for managing fast changing news.
    • Editorial considerations when a big story breaks: This article provides insight into the editorial decisions that must be made when a major news story breaks. This is important for ethical and accurate reporting.
    • Adopting the big story approach: This resource discusses how to properly manage and execute large, ongoing news stories. This is important for long term news management.
  • Activities: Role-playing breaking news scenarios, team motivation workshops, news meeting simulations.
  • Outcomes: Participants will enhance their leadership skills and learn to manage newsroom dynamics effectively.

Week 4: Converged newsrooms and project management

• Topic: Implementing converged newsroom strategies, managing projects, and utilising social media.
  • Resources:
    • Introducing a converged newsroom strategy: This resource outlines the steps to introduce a converged newsroom strategy, integrating different media platforms. This is important for modern news managment.
    • Creating a converged news operation: This article provides practical guidance on building a converged news operation, optimising workflows and resources. This is important for building a modern newsroom.
    • Convergence workflows, roles and responsibilities: This resource outlines the roles and responsibilities in a converged newsroom. This is important for team management.
    • Basics of project development for a media organisation: This article covers the fundamentals of project development in media, from planning to execution. This is important for managing large news projects.
    • An example of the media project management process: This article provides a real world example of media project management. This is important for understanding real world applications.
    • The skills and techniques of media project management: This article details the skills and techniques required for successful media project management. This is important for developing project management skills.
    • Social media in news production and news dissemination: This resource covers the use of social media in news production and dissemination. This is important for modern news dissemination.
  • Activities: Developing a converged newsroom plan, project management simulations, social media strategy workshops.
  • Outcomes: Participants will gain the skills to manage converged newsrooms and lead media projects effectively.

Week 5: Specialised coverage and election coverage

• Topic: Planning election coverage, understanding the news producer role, and proactive journalism.
  • Resources:
    • Planning tips for effective election coverage: This resource provides practical tips for planning and executing comprehensive election coverage. This is important for managing large scale reporting.
    • The role of the news producer: This resource outlines the key responsibilities of a news producer, a crucial role in modern newsrooms. This is important for understanding modern newsroom roles.
    • Proactive journalism: ensuring issues are fully explored: This resource covers the importance of proactive journalism, ensuring thorough coverage of important issues. This is important for in depth reporting.
  • Activities: Election coverage planning exercise, news producer role-playing, developing a proactive journalism plan.
  • Outcomes: Participants will understand specialised coverage techniques and the role of the news producer in modern newsrooms.

Week 6: Ethical Leadership and Inclusive Newsrooms

• Topic: Ensuring female representation, project development, and ethical considerations in news leadership.
  • Resources:
    • Ensuring female representation in news leadership and coverage: This resource highlights the importance of female representation in news, both in leadership and coverage. This is important for ethical and well rounded reporting.
    • Basics of project development for a media organisation: This article covers the fundamentals of project development in media, from planning to execution. This is important for managing large news projects.
    • An example of the media project management process: This article provides a real world example of media project management. This is important for understanding real world applications.
    • The skills and techniques of media project management: This article details the skills and techniques required for successful media project management. This is important for developing project management skills.
  • Activities: Discussion on ethical leadership, developing a diversity and inclusion plan, final project presentations.
  • Outcomes: Participants will understand the importance of ethical leadership and inclusivity in newsrooms, and they will present final projects.

Timetable:

• Week 1: Digital Transformation and Strategic Vision
• Week 2: Content Strategy and Prioritisation
• Week 3: Newsroom Management and Team Leadership
• Week 4: Converged Newsrooms and Project Management
• Week 5: Specialised Coverage and the News Producer Role
• Week 6: Ethical Leadership and Inclusive Newsrooms

Each week will consist of:

• Lectures and discussions
• Case study analysis
• Practical exercises and simulations
• Group projects and presentations

This structure will allow for a well rounded learning experience.

Summary:

This module provides a comprehensive overview of modern newsroom management, focusing on the strategic and practical skills needed for senior editors. It covers digital evolution, content prioritisation, team motivation, project management, and ethical considerations. Participants will learn to navigate breaking news, plan effective coverage, and ensure inclusivity in their newsrooms. The module combines theoretical frameworks with real-world applications, utilising case studies and practical exercises to enhance learning.

The post Module: Newsroom Management first appeared on Media Helping Media.

It is based on the articles ‘Convergence: transforming news production‘, ‘Creating a converged news operation‘, and ‘Convergence, workflows, roles and responsibilities‘.

We recommend trainers/consultants read the three articles mentioned above before adapting this lesson plan for their own purposes.

Learning objective

Senior journalists will evaluate the editorial and business imperatives of a converged newsroom strategy. They will identify potential resistance factors and propose solutions to effectively implement convergence.

• Student-facing objective: By the end of this lesson those attending will be able to assess why a converged newsroom is important and suggest ways to overcome any challenges to making it happen.
• Standards: Senior journalists will learn and understand the editorial and business reasons for creating a converged newsroom.

Learning activities

Warm-up

Present a brief scenario: “Imagine your newsroom is merging with a digital platform. What are your initial thoughts and concerns?” Then, facilitate a quick discussion, asking volunteers to share their thoughts. Record key points on the board, focusing on common themes such as fear of change, resource allocation, and workflow adjustments. This primes students for the lesson by activating prior knowledge about change management and media operations.

Direct instruction

• Conceptual understanding: Begin with a brief lecture on the concept of a converged newsroom. Explain the editorial and business imperatives driving convergence. Use examples, such as a major media company’s transition to a converged model, to illustrate the benefits and challenges. Highlight the creation of a “content factory” and its role in delivering news across multiple platforms.
• Procedural skills and fluency: Introduce a case study of a newsroom that successfully implemented convergence. Break down the steps they took, focusing on establishing clear business imperatives, securing senior management support, and addressing staff concerns. Discuss the importance of a centralised “superdesk” and a unified news meeting. Encourage students to ask questions and clarify any procedural aspects.
• Application: Present a hypothetical scenario where students must plan the introduction of a converged newsroom strategy in their own media organisation. Divide the class into small groups, assigning each group a specific aspect to focus on, such as communication strategy, staff training, workflows or technology integration. Have each group outline their approach and present it to the class, fostering a discussion on the feasibility and potential impact of their plans.

Guided practice

Think, Pair, Share: Guide students through a structured discussion to deepen understanding of convergence challenges and solutions.

• Think: Ask students to individually reflect on the key challenges of implementing a converged newsroom strategy. Encourage them to consider resistance factors and potential solutions.
• Pair: Have students pair up to discuss their reflections. Instruct them to compare their thoughts and identify common themes or unique insights.
• Share: Facilitate a class-wide discussion where pairs share their findings. Record key points on the board, emphasising diverse perspectives and innovative solutions.
• Connect: Encourage students to connect the shared insights to the case study discussed earlier, identifying parallels and differences.
• Analyse: Conclude by having students collaboratively analyse the discussion into a concise list of best practices for overcoming resistance in newsroom convergence.

Independent practice

• Assign students an exercise to draft a brief proposal outlining a converged newsroom strategy for their media organisation. Include:
  • Editorial and business imperatives: Explain why convergence is necessary.
  • Resistance factors: Identify potential challenges and resistance.
  • Solutions: Propose strategies to overcome resistance and implement convergence.
• Direct students to complete the exercise individually, using insights from previous activities.
• Circulate to offer guidance and feedback as students work.

Assignment

Ask students these questions:

1. What is one editorial or business imperative for a converged newsroom?
2. Name a common resistance factor to newsroom convergence and a potential solution.
3. What’s one question you still have from today’s lesson?

Suggested answers:

• Suggested answer to Question 1: A converged newsroom ensures content delivery across multiple platforms, meeting audience needs.
• Suggested answer to Question 2: Fear of change; solution: clear communication of convergence benefits and support from senior management.

Teacher resources

Differentiation guide

• Advanced learners: Encourage them to explore additional case studies of successful newsroom convergence. Have them analyse the strategies used and compare them to the class case study. Challenge them to identify innovative approaches not covered in the lesson and present their findings to the class.
• Striving learners: Provide additional scaffolding by breaking down the case study into smaller, more manageable parts. Use graphic organisers to help them visualise the steps involved in implementing convergence. Pair them with peers for collaborative work to reinforce understanding and build confidence.
• General strategies: Use visual aids and real-world examples to clarify complex concepts. Offer sentence starters or templates for the independent practice proposal to guide students in structuring their thoughts. Provide frequent check-ins and feedback to ensure comprehension and engagement.
• Background reading: This lesson plan is based on the articles ‘Convergence: transforming news production‘, ‘Creating a converged news operation‘, and ‘Convergence, workflows, roles and responsibilities‘. We recommend trainers/consultants read these before adapting this lesson plan for your own purposes.

Notable definitions

• Convergence: The process of merging different news platforms (print, TV, online, and digital/social outlets) into a single, unified operation to enhance efficiency and reach.
• Content factory: A centralised system within a converged newsroom that gathers, produces and distributes news content across multiple platforms, ensuring consistent and timely delivery.
• Superdesk: A central command-and-control area – also known as a hub – in a converged newsroom where input, production, and output teams collaborate to manage news production and dissemination.

Required materials

• Computers: For research and drafting proposals.
• Projector: To display case studies and examples.
• Whiteboard/markers: For recording key points during discussions.
• Handouts: Case study summaries and proposal templates.
• Internet access: For accessing online resources and articles.

Lesson summary

• Warm-up
• Direct instruction
• Guided practice
• Independent practice
• Assignment

The free teaching tools at the Khan Academy were used in the production of this lesson plan.

Related articles

Convergence: transforming news production

Creating a converged news operation

Convergence: workflows, roles and responsibilities

The post Lesson: Newsroom Convergence first appeared on Media Helping Media.

Introducing a converged news operation is rarely easy. Those trying to introduce changes in workflows, roles and responsibilities are often met with resistance.

Media Helping Media received a request from a national newspaper in the Caribbean for advice about introducing newsroom convergence.

The person who contacted us had met resistance to change from senior newspaper staff who feared that convergence would threaten their jobs, strip their newspaper of resources,  and weaken its impact.

What they had failed to grasp is that newsroom convergence is an essential editorial and business strategy. It involves the creation of a ‘content factory’ delivering news to whatever device/format the audience uses in order to receive their news.

The following is the advice we shared, which was followed and implemented.

The challenge of converging news operations

Merging different news platforms (print, TV, online, and all digital and social outlets) into a single, unified operation, known as “convergence,” is an essential process for the survival of a media business. However it is often faces significant resistance.

Why resistance occurs:

• Fear of change: Existing departments, especially the dominant ones, often view convergence as a distraction or a threat to their established workflows and roles.
• Lack of senior leadership buy-in: Without strong support from top editors and managers, convergence efforts can be met with negativity or half-hearted attempts.

How to overcome resistance and implement convergence:

• Establish clear business imperatives:
  • Senior management must communicate clearly the necessity of convergence for the media organisation’s survival and future success.
  • They need to explain why it’s essential, what it entails, how it will be implemented, and who will be responsible.
  • Convergence should be integrated into a new, well-defined business model with a solid business plan.
• Secure unwavering senior management support:
  • All senior leaders must fully embrace convergence based on its business logic.
  • They must communicate the implementation steps to all staff and address how each department will be affected.
• Address staff concerns:
  • Acknowledge and address staff fears, which may include:
    • Dilution of responsibilities and loss of status.
    • Challenges in managing different publishing cycles (daily/weekly vs. real-time).
    • The need to learn new technologies.
    • Concerns about a potential decline in quality.
• Create a centralised “Content Factory”:
  • Establish a “superdesk” as a central command-and-control area for all news production.
  • Ensure close collaboration between input, production, and output teams.
  • Implement a single, comprehensive news meeting involving representatives from all platforms (print, broadcast, online, social media, etc.).
  • Change the mindset from deadline driven output, to verified information driven output.
• Align objectives and appraisals:
  • Make convergence a core business objective that filters down to departmental, unit, and individual goals.
  • Incorporate convergence performance into staff appraisals.
• Tailor convergence to your specific needs:
  • Recognise that convergence is not a one-size-fits-all solution.
  • Adapt the process to fit your organisation’s location, market, audience, and potential.
• Ask the important questions:
  • Is your media business keeping pace with changing audience behaviour?
  • Are you maximising all content exploitation opportunities?
  • Are you effectively informing public debate across all platforms?

The importance of convergence:

• Convergence is crucial for the survival and future viability of media organisations.
• While staff may have doubts, it’s essential to move forward with a clear and decisive strategy.
• The challenge for media managers is how to articulate that strategy in a way that is convincing, inclusive, positive for the individuals involved, and which assures all that it is the only way to future-proof the media organisation’s business.

Questions

1. What is newsroom convergence, and why is it considered an essential strategy for media businesses?
2. Identify two main reasons why senior newspaper staff might resist newsroom convergence.
3. Describe the role of senior management in successfully implementing convergence in a media organisation.
4. What is a “content factory,” and how does it function within a converged newsroom?
5. Explain how convergence can be tailored to fit the specific needs of a media organisation.
6. Discuss the importance of aligning objectives and appraisals with convergence goals.
7. How can media managers effectively communicate the necessity of convergence to their staff?
8. What are some potential staff concerns regarding convergence, and how can they be addressed?
9. Analyse the impact of convergence on the quality of news production and distribution.
10. Evaluate the statement: “Convergence is crucial for the survival and future viability of media organisations.”

Answers

1. Newsroom convergence is the merging of the news gathering, production and distribution of different news platforms into a single operation. It is essential for media businesses to adapt to changing audience behaviours and maximise content exploitation opportunities.
2. Resistance may occur due to fear of change and lack of senior leadership buy-in.
3. Senior management must clearly communicate the necessity of convergence, integrate it into a business model, and secure support from all leaders.
4. A ‘content factory’ is a centralised ‘command-and-control’ area for news production, ensuring collaboration across platforms and focusing on verified information.
5. Convergence should be adapted to the organisation’s location, market, audience, and potential, recognising it is not a one-size-fits-all solution.
6. Aligning objectives and appraisals ensures that convergence becomes a core business goal, influencing departmental and individual performance.
7. Media managers should articulate a clear, inclusive, and positive strategy that assures staff of convergence’s necessity for future-proofing the business.
8. Staff concerns include dilution of responsibilities and learning new technologies. Addressing these involves acknowledging fears and providing support.
9. Convergence can enhance quality by ensuring consistent, verified information across platforms, though it may also challenge traditional publishing cycles.
10. Convergence is crucial as it allows media organisations to remain competitive and relevant in a rapidly changing media landscape.

Lesson plan for trainers

If you are a trainer of journalists we have a free lesson plan: ‘Newsroom convergence‘ which you are welcome to download and adapt for your own purposes.

We have more resources about convergence, how to introduce it, and the workflows and roles and responsibilities involved.

Creating a converged news operation

Convergence: workflows, roles and responsibilities

The post Convergence: transforming news production first appeared on Media Helping Media.

Journalists need to have a system in place for covering a breaking news story in order to know who does what and when.

This training module was written for a journalism training course in Bangladesh attended by seasoned broadcast journalists.

Knowing who does what, why, when, and how

I was asked to create a training module for a 24-hour TV channel in Dhaka where competition is fierce, and where being last with the news isn’t an option.

Prior to the training senior managers sent me a wish-list of what they wanted fixed in their news organisation. They wanted help handling breaking news in terms of:

1. Speed – a faster response to breaking news alerts
2. Planning and logistics – better coordination of staff and resources
3. Improved communications – who is doing what and when
4. Organising output – roles and responsibilities
5. News management – orchestrating operations

So I shared with them the example of how a commercial international TV and digital news organisation I had worked with in the past dealt with breaking news.

1. Confirmation
   • A breaking news story has to be confirmed by two of the following:
     • A news reporter,
     • A member of the bureau staff in the area concerned
     • Any other independent sources.
2. Action
   • The news programme producer or senior supervisor in charge of the news desk liaises with the international and domestic desks and the interactive team.
   • Regional specialists are alerted. A decision is taken to go live.
3. Collaboration
   • The international desk and the domestic desk discuss how they can each bring different elements to the coverage.
   • The interactive team meanwhile start to piece together the first elements of the story.
   • Depending on the location, one desk covers the main story while the other desk looks for angles that help explain events to their audience.
   • Resources are shared wherever possible.
4. Convergence
   • At the same time the social media team slips into top gear and moves into a well-rehearsed routine which includes updating the online news ticker and providing regular social media updates.
   • Chronological live updates are created along with a live blog.
   • And all this from a team that is sitting in close proximity to the team producing the TV output.
   • They have to be breathing the same air; it is no using having them in a different room, floor, or building.
5. Depth and added value
   • The main news desk lines up its (regional bureau) contacts and correspondents; often this is supported by guest bookers who help out with research the best experts to talk to and arranging interviews.
   • Social media plays a major role when it comes to finding good sources and info snippets or even video and pictures related to the news story.
6. Roles & responsibilities
   • In the first few minutes of a breaking news story the TV anchor plays a crucial role when it comes to asking the right questions and keeping flow of the output going.
   • The initial news-gathering time varies and depends on good sources – which most major news organisations tend to have.
   • Planning, booking, research work together in order to add depth and new angles.
7. Building on breaking news
   • Based on the growing set of information being gathered, the elements of a breaking news show can be built up.
   • They are ordered and arranged by the news programme’s producer or senior supervisor and include support from those running the live output and any specialists on the international desk specialists.
   • The standard elements are interviews or reporters updates with clips, graphics, pictures, social media, witness accounts etc etc.
8. Revising & refreshing
   • Then starts a continuous process of updates.
   • Material is arranged and re-arranged as needed by the production teams – producers, writers, graphic artists etc – the usual TV and online production specialists.
   • The challenge is to stay with the main story, but also to weave in fresh elements.
9. Breaking becomes developing
   • After a while, breaking news transitions into a developing news situation.
   • In exceptional cases, teams on various continents have to take over and keep the story going.
   • This is when the international desk becomes particularly important and busy as it then turns into a logistics and resources management exercise.
10. Developing returns to regular
    • Planners and editors on the main news desk discuss resources with senior management.
    • Depending on the state of the budget – and based on the strength of story – resources are allocated or withdrawn based on cost and the likely reach/impact.
    • Teams are scaled down or built up case by case.
11. Maximum ongoing exploitation
    • As soon as breaking news happens, planners are in action working on follow-ups, studio debates and related programmes.
    • Most news organisations will try to extract and exploit every piece of content for the maximum benefit of the audience and the news brand.
    • Nothing goes to waste, everything is reworked and reused in different output areas and for days ahead, as well as in pick of the week, month, year, etc, etc.
12. Online story development
    • The online news team will have set aside resources in order to build fact-files, timelines, and info graphics which, in a converged news operation, will be created in such a way as to be able to be used online and on air.
    • These interactive assets need to be promoted via the TV anchor in a way that encourages those who want to read about the issue in-depth to remain with brand and move from TV to the online coverage and back.

The post Handling breaking news first appeared on Media Helping Media.

Journalists working on a news website are responsible for publishing content on every device their users to turn to in order to access information.

This article was written for online journalists working for the online operation at a newspaper in Vinh, Vietnam.

This makes perfect business sense. And exploiting existing resources to their maximum in an intelligent and meaningful way is the way forward.

Of course a lot depends on available editorial resources, newsroom systems and whether journalists are able to access the assets needed to create an online news story.

The following notes are based on experiences gathered working on large-scale broadcast news websites.

They cover the elements you should be thinking about adding to a breaking news story as it develops.

They also sets out some rough timings, which will vary depending on whether you:

• are operating in a converged news organisation
• have centralised journalistic tools that make all the assets/elements available
• belong to a media organisation with audio/video
• have a website that aims to update around the clock
• deliver content to multiple devices.

It will also make life easier if your news organisation has:

• a strong forward planning operation
• a core editorial proposition based on issue-led journalism.

As soon as news breaks, you need to display the information on the home page of your site. This might be in the form of one line of text.

The first information you receive might come from the news wires. If that is the case, and if you have not been able to verify the details independently, you must qualify the information you are publishing with words such as “According to the wires…”. See our attribution module.

Now you need to find a second source in order to verify the information. Ideally that will be one of your own correspondents or reporters but, failing that, another source will needed.

You will also need to make calls, search online and scour the social networks for updates, adding information as appropriate once verified. You will be looking for something unique, perhaps a quote, image or audio clip from your own news resources – ideally within the next 10 minutes.

By now you should have a headline, a summary and a couple of paragraphs. You might even have an image or a video. Publish what you have and add the words “more soon” to indicate you are still working on the piece. This will encourage the reader to return for an update.

Add a quote box as soon as you find a good quote. Your content management system (CMS) might have tools for doing this but, if it doesn’t, create a small table in your text editor, add a border and write the quote inside.

This breaks up the text and helps highlight an important element of the breaking news story. Always go for the most newsworthy quote in the story.

Fact boxes are ideal for displaying other important elements of the story. You might want to add the main facts as bullet points. All this can be done by creating a table and inserting it in the piece.

If you have a good CMS, and a database stocked with previous news items and other background information on the topic, you should be able to search for previously created elements such as timelines, fact boxes and people profiles.

Free tools for enriching content

There are some useful free tools for adding interactive timelines and maps to text stories. Search online for the options.

The beauty of these free online tools is that, once published, your creations can be shared by others who can embed your timelines and maps in their blogs and on their social networks. This all helps with the distribution of your information and encourages others to visit your site.

Multimedia

They say pictures are sometimes worth a thousand words. Sometimes they help to break up text. Graphics may illustrate a technical or complicated concept more easily than a written explanation.

Video and audio clips may also be incorporated in your news pages; these can add life, colour and realism. But try to summarised what the viewer/listener is likely to hear with a well-written introduction to tease them to click on the material.

Video or audio of a specific event – a building collapsing, a wave destroying waterfront properties, a recording of a call to emergency services – may well convey far more in emotion and real-life impact than even the best writer could hope to achieve.

Sometimes, a video clip itself may be the news. Consider social-media posts about a YouTube video purporting to show government soldiers who have been captured by rebels, the aftermath of an air strike, footage of a jet in flames and about to crash.

If the video clip is the news, it is foolish to write a piece about it without embedding the video clip itself.

Graphics

If your CMS links to a TV or print database, you may enable to search for shared graphics. This is a great way to  ensure you are not duplicating effort (so it saves costs), but it also is good for the brand, showing a consistency of style and message across all platforms.

Some news organisations impose a house style for graphics. This is an intelligent strategy, and all part of a converged, multi-platform content production approach.

Info graphics are ideal for showing the viewer, in a simplified form, detailed and complex information that might otherwise take several minutes to read.

They are useful for presenting information in a way that is simple to understand.

Backgrounders and blogs

If you are able to access the text being written by the TV, radio or print correspondent assigned to the story, you may be able to publish their report as a related story.

You will also want to follow any social media updates they are sending. You should have a desktop social media aggregation tool running in order to keep a track of breaking news on the main social media networks used by your audience.

Your reporters and correspondents may already blog for your news organisation and some of these will be worth linking to for background information as the story develops.

Often, when a journalist is not able to access the CMS, a microblog can be used to upload a story, complete with images and video, from a smartphone or laptop.

Audience input

Ask the audience whether they have any information or witnessed anything. Invite them to add their comments and submit their pictures. Consider adding the best to the developing story.

Special sections

If the story is on a recurring topic you may have a special section already created for that subject.

For example, if your region is prone to flooding, you may have a special section on flooding.

If the breaking news is about flooding, you should link to this special section where the reader will find more information.

Related stories

Most top stories benefit from having a number of related stories. These can include many of the elements discussed above.

However, they may also involve various interesting angles not covered in the main story.

These offer the reader a collection of items that will enhance their understanding of the topic about which you are writing.

The aim is to offer the audience the most comprehensive and interesting collection of elements you can.

News assets

Another option for speeding up your news production process and creating asset-rich articles is to use online content creation tools to add images, video, audio, and links to your story.

Each element can be detached from your piece and shared on the social networks. This helps spread your information more widely while also encouraging others to visit your site.

The post Updating an online news item first appeared on Media Helping Media.