LAT data strategy memo – revision 0.3


June 2, 2008




As a newspaper, we’re used to controlling how readers get information from us.  We publish most of our data as stories, carefully selecting the information that best tells the story and leaving out most of the data we collect – often valuable information that readers want.  The online medium not only gives us the means to publish virtually unlimited volumes of data, but it demands that we do so.


The web is all about putting more control in the hands of the users.  When we publish information as structured data, we give users the power to take control of it.  When we don’t, we invite them to search for that information elsewhere.


Understanding that our current data collection, analysis, storage and presentation functions are spread across multiple departments with different needs and priorities, we sought to set some universal goals and identify opportunities for further collaboration. Seeing a need for a comprehensive data strategy, we tasked ourselves with developing a set of recommendations for aligning these functions.


Key themes from our discussions:


We offer three potential paths forward, though there are certainly others that we could take, and perhaps the answer is a combination of elements of these:


Option 1: Cross-functional data team


  1. Appoint a data editor. The data editor’s role will be to harness ideas and coordinate data priorities across four departments: metro, web, graphics and the library

  2. Assign two reporters from metro to acquire data. These folks need tech smarts, persistence and a good understanding of public records law. They’ll work with beat reporters and with data editors to assemble key data sets.

  3. Continue working to standardize storage and organization of data. Part of a successful data strategy is a plan to manage the information we collect and make sure it’s optimally distributed.

  4. Evangelize the data effort throughout the newsroom. We will need buy-in from reporters and editors throughout the newsroom, particularly in metro. As the war dead project has shown, collecting and vetting high-quality data can be a time-consuming process.


Effect: Requires the least investment and can be accomplished quickly but doesn’t integrate the team. Probably gives us a realistic shot of releasing a data app to the website at least every 3 weeks.


Option 2: Metro-web data desk


  1. Establish a data desk that merges metro and web data teams under a single editor.  The data desk would presumably report jointly to the metro editor and the editor of the website. Initially, the data desk can be a virtual construct, but eventually it should be a physical place in the newsroom.  We’d staff the data desk with two reporters devoted full-time to wrangling data from public entities. Suggested roles:

  1. Ensure regular communication on data priorities. This includes frequent communication on priorities with editorial leadership, as well as collaboration with graphics and library staffs on certain projects.

  2. Promote training in the newsroom.  The data desk should be a resource for the wider newsroom, a place where story ideas are born and reporters and editors come to learn how to collect and analyze data.  It should be a hub for collaboration.

  3. Create a standing committee focused on the management and organization of the data we collect. Include representatives from the data desk, graphics, library and web tech team.


Effect: Requires some shuffling of bodies but doesn’t necessitate splitting off folks from graphics and the library. Probably gives us a realistic shot of releasing a data app to the website every ~2 weeks.


Option 3: Fully integrated data desk


  1. Establish a data desk that merges metro and web data teams, plus parts of library and graphics, under a single editor. Suggested roles:

  1. Ensure regular communication on data priorities.  The data desk will make an effort to set its own priorities, but it will need direction from editorial and tech leadership, who will ensure that the data desk’s goals are consistent with the organization’s overall editorial and business needs.

  2. Promote training in the newsroom.

  3. Create a standing committee focused on the management and organization of the data we collect.


Effect: This is the most complicated solution. It requires the library and graphics department to give up resources to this team, though some duties currently assumed by those departments will also shift to the data desk. It probably gives us a realistic shot of releasing a data app to the website almost every week, once the team is assembled and has a few weeks to optimize processes and ramp up production.


The “Top 9”


The following are projects identified as exemplary of the long-term projects the data desk should tackle, in addition to serving breaking news and enterprise data analysis needs: