Guest Column: A Brief Bulletin History

Kelsey Ryan Reporter, The Joplin Globe Joplin, Mo. May 2011 graduate Bulletin Editor, 2009-2011

When I heard that a former Bulletin staff member was calling for allocation cuts to the paper, I was, in a word, flabbergasted. As the former editor-in-chief of The Bulletin, I hired Josh Johnson as a staff writer when he first came to Emporia State. I had confidence in his writing abilities. He was not only a staff writer for the paper, but was also the paper’s online editor for a time. I selected him to be one of a few students to attend training at the College Media Advisers Conference in New York City in the spring of 2010. I believed in his ability to contribute to the future of the publication, which is now in its 110th year.

If a former staff member doesn’t understand the necessity of the paper and the reason for the current student fee, I can only guess the average student doesn’t know either. I hope to explain some of the background that has led to the current student fee of $9.58 (according to the current Student Handbook) and why The Bulletin fee increased during my time as editor.

While part of Bulletin funding goes toward a print product, the majority of the budget goes toward student salaries. A challenge the Bulletin had always faced was inconsistency in staff, which was difficult because there is not a journalism major at ESU that feeds into the newspaper. Additionally, many students who wanted to have real-world experience at The Bulletin could not work for the paper because the pay was less than minimum wage.

When The Emporia Gazette closed its presses in 2009, we had to make a quick decision to have our paper printed in Lawrence. To make up for the increased printing cost, we decided to publish the print edition once a week instead of twice. We also dropped our April Fool’s Day edition so we could have advertising in every printed issue. When we made the agreement, I was very pleased and was told by many students and faculty that we made a good choice by having one solid issue per week instead of two issues that stretched the staff and resources too thin.

Along with the changes to the print edition, we revamped the website and created social media accounts for the paper, which I think had greatly added to its effectiveness in sharing news with the student body. I have no doubt that the additional training, equalizing of pay and the improved look of the print product helped lead The Bulletin to winning the All-Kansas title for the Kansas Associated Collegiate Press last year. The impact of those decisions, along with the hard work and leadership of the current staff, helped lead the paper to winning that award again this year.

Additionally, most students do not realize that the bulk of advertising revenue comes from the print edition. To take away the print edition would surely kill the paper and its ability to pay staff members to produce it. Advertising revenue is not always consistent, especially in this economy, and student fees act as a safeguard for the paper.

It is important for students to know where their student fees are going. But to take away funding from an organization that gives jobs to students seeking real-world training in a town that already has limited employment opportunities is not the right choice.

As someone who has not the least bit of interest in athletics, I was surprised when I found out how much of my student fees went toward it. But despite only attending maybe three athletic events in four years, I was happy to do it. I knew that students would benefit from me paying it. I knew the university as a whole would benefit from having strong athletic programs. The same idea applies to RSOs like The Bulletin – and at a much lower cost.

Another idea that has been mentioned is turning the paper into an internship, a class or volunteer paper. This idea would essentially kill the paper. It is hard enough to find students willing to work 20 hours per week for the pay students receive, let alone having it count as an internship or volunteer work. And if the paper became part of a class, it would legally no longer be a free student press. Class-run newspapers can legally have prior review by advisers, teachers and administrators, making them no longer free. To think of the Bulletin becoming a public relations rag makes me sick.

I think most people can agree that a free press is integral to a free society. I encourage students to engage more with the student newspaper if they feel they aren’t getting anything out of it, be it by writing a letter to the editor, engaging in online discussion, joining the staff or simply taking the time to read it.

It’s your newspaper. It’s your voice. Use it.

MICHAELS GROUP’S FOUNDER HAD PASSED THE TORCH.(Business)

Albany Times Union (Albany, NY) March 25, 1992 Byline: James Denn Business writer James W. Michaels, founder of the Michaels Group Inc., the Capital District’s largest residential home builder, began taking steps years ago to assure that his departure from the company – and ultimately his death – would not affect the company’s day-to-day operations.

Michaels, who died Tuesday after fighting against Lou Gehrig’s disease – the common name for a muscle disorder known as amyotrophic lateral sclerosis – had assumed the position of chairman of the board of the company in 1990. He assigned the day-to-day operations to his sons: J. David Michaels, as company president, and John Michaels, as executive vice president.

Both sons, who joined the firm in 1981, have established themselves as top-notch builders in the Capital District’s construction business.

J. David Michaels, the company’s president, said his father’s faith sustained him and his family during the tough times in his life as well as in the construction industry.

“His faith allowed him to accomplish things even when his back was against the wall,” he said. “He was a visionary.

“He looked at the company like it was an extension of his immediate family and he instilled that in us,” the younger Michaels added.

In recent years, the elder Michaels had fought against what he characterized as excessive regulation regarding residential building. The regulations, he said, contributed to rising prices that were discouraging to prospective new buyers.

Michaels argued before town board meetings in Colonie and Guilderland that government rules and red tape – coupled with an anti-growth sentiment – were regulating home ownership out of existence. here michaels printable coupon

Hugh Roberts, a real estate broker familiar with the Michaels Group, said actions taken by the elder Michaels in recent years helped prepare the company for the transition when he no longer would be active in the business.

“Jim, to his credit, a couple of years ago focused on the issue of succession,” Roberts said. “There is no tangible reason why there would be an impact because he had already departed (the company). John and David have been assuming the operations of the business.” “My father had confidence in us. We will continue on the company’s mission,” said J. David Michaels, who added that his father and the guidance he provided will be missed. website michaels printable coupon

Peter J. Belmonte Sr., owner of Belmonte Builders Inc. of Clifton Park and a competitor of the Michaels Group, complimented Michaels for his success.

“I have to give him credit,” he said. “They styled themselves differently and they did a good job.” The Michaels Group geared its houses more towards the affordable price range. “They did a good job,” Belmonte said. “They made them nice.” Michaels Group communities include The Sage Estates, Menands; Highpointe, Troy; Hunters Run, Colonie; The Four Seasons, Lake George; McCormack Place, Albany; Stoney Creek, Clifton Park; Knox Woods, Halfmoon; and Colonie Acres, Glenmont. There are 48 Michaels Group communities throughout the Capital District.

John Hodorowski, of Hodorowski & DeSantis Builders Contracting Inc. of Schenectady, said, “Jim Michaels was a real leader.

“Their innovative designs forced the rest of us into a new territory and forced us all to a new realm of servicing the industry.” Even though they were competitors, Michaels treated him with respect, Hodorowski said. “Michaels talked to me and treated me as an equal when I was starting out, and I will never forget that,” he said.

Brooks Teele, owner of Teele-Mitchell Design Builders Inc. of Clifton Park and a competitor of Michaels said the current leadership there is well up to speed in dealing with industry problems.

Teele offered kudos to Michaels’ style of management both within his own company and in the industry: “He encouraged us to be very competitive in the afforable housing area. He will be missed in the industry. He helped us out when we needed it, and he gave me insights into problems.” CAPTION(S):

PHOTO – TIMES UNION FILE PHOTO DEVELOPERS – James W. Michaels, right, founder of the Michaels Group, and his sons, J. David, left, and John appear with one of their projects in 1985.



2 Comments
  1. Time and again I have read factually erroneous reports in the Bulletin. Most of the reports are superficial and misleading with very little homework going into fact-checking and source vetting.

    Better to shut it down that have a sub-standard product.

    1. If you don’t like it, don’t read it.

      I’m overseas, and I read this online paper all the time, since as an alumni, I like to hear to some extent whats going on. Sure, sometimes its articles are uninteresting, but generally speaking most are rather good.

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