Search Results for: Tin House

Of Safe Words and the Sacred

Getty / Photo illustration by Katie Kosma

Britni de la Cretaz | Longreads | March 2019 | 12 minutes (2,913 words)

Step 3: Made a decision to turn our lives and our will over to the care of God as we understood him.

In the throes of passion, it’s not unusual to cry out for the Heavenly Father. Bodily pleasure, the agonizing ecstasy of orgasm, can feel like prayer — a communication with the divine, a gift from somewhere beyond this realm. Sex is one of the most primally human experiences, but when it’s good, it can feel otherworldly.

In AA’s Big Book, they say that having a spiritual experience in recovery will rocket you into “the fourth dimension of existence.”

I thought I’d already been to that dimension: consensually tied up and flogged in a hotel room, the red splotches spreading across my ass and thighs — precursors to the bruising that would splatter my backside like a Jackson Pollock painting in the days to come. I thought I’d found heaven in the place between the agony of the whip and the ecstacy of His fingers finding my wetness. He called me demeaning names and degraded me in all the right ways; I was happy to do anything He asked.

I did not believe in God, but I believed in surrendering my body and my will to this man. Surely, He would save me.
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Someone Called Mother

Illustration by Stephanie Kubo

Marcia Aldrich | Jill Talbot | Longreads | March 2019 | 12 minutes (3,201 words)

Interested in more by Jill Talbot and Marcia Aldrich? Read their collaborative essay, Trouble.

She was old when she had me, or so I thought. She had given birth to two daughters in her twenties during her first marriage. Then her husband died unexpectedly and the period of being a single mother began. Her hair began to turn gray and a red rash ran down the middle of her face, a rash of grief. Eventually she met my father, married, and the rash disappeared. Some years later I arrived when she was 40. Twelve years separated me from my sisters.

Now, when women wait longer to have children, aided by infertility treatments and surrogacy options, my mother wouldn’t seem old at all. She wouldn’t be an outlier. But when I was growing up, my mother looked so much older than all the other mothers. Sometimes I thought she was rushing toward aging, embracing it rather than pushing it away, as if it was the destination she was looking for. She wore her gray hair in a teased bouffant that was hard and outdated, concocted weekly at a hair salon with Julie. I wondered if she deliberately chose the style to ward off touching — touching by my father, touching by me. I don’t remember her ever touching me affectionately, as strange as that may sound. Or touching my father. She looked off-putting, someone who held herself as stiffly as the hard-shelled purse she carried on her arm. If a bee buzzed about her head, it might get caught in the hair-sprayed formation she called her hair. Other mothers were softer looking, and more welcoming. She never wore jeans and sneakers, never allowed her hair to blow onto her face — she never looked disheveled. She looked polished as if she was heading off to a professional meeting that she would be overseeing and yet she held no job.

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A Walk On The Wild Side: The Pete Ripmaster Journey

Alan Labisch / Unsplash, Adria Photography / Getty, Stanislaw Pytel / Getty, Photo illustration by Katie Kosma

Anna Katherine Clemmons | Longreads | March 2019 | 28 minutes (7,680 words)

“I wish to preach, not the doctrine of ignoble ease, but the doctrine of the strenuous life, the life of toil and effort, of labor and strife; to preach that highest form of success which comes, not to the man who desires mere easy peace, but to the man who does not shrink from danger, from hardship, or from bitter toil, and who out of these wins the splendid ultimate triumph.” 

 — Teddy Roosevelt, The Strenuous Life

As he stood at the 2016 Iditarod Trail Invitational (ITI) starting line in the predawn of February 28th, Peter Ripmaster had an ominous feeling. The 6’1”, 220-pound 39-year-old was more than 40 pounds overweight, his stomach folding over his waist harness as he readjusted his face mask and gloves before beginning the 1,000-mile footrace across the frozen Alaskan terrain. He tucked his shaggy brown hair into his hat, wishing for a joint. Looking at the handful of fit, svelte runners around him, their breath forming clouded circles in the crystalline air, he shook his head.

Before leaving his family’s home in Asheville, North Carolina, Pete told himself that after last year’s third-place finish in the 350-mile ITI competition, he didn’t need to train for the additional 650-mile journey; instead, he would get into shape on the trail. Illogical, his friends said, reminding him that the 1,000-mile ITI — the world’s first and longest winter ultramarathon — was one of the most challenging physical experiences on the planet.

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An American City, Inhabited Yet Abandoned

BALTIMORE, MD - January 19: Empty buildings display graffiti on January 19, 2018, around the Sandtown-Winchester neighborhood in West Baltimore, Maryland. With 343 homicides last year, Baltimore hit the record for killings per capita. (AP Photo/The Christian Science Monitor, Ann Hermes)

Until 2015, Baltimore seemed to be on an upswing — population growth, investment, development, rising income, lowered crime rates. Then Freddie Gray died in police custody. But it wasn’t the community uprisings that marked the start of decline, it was the the reaction of the police when six of their own were charged in connected with Gray’s death.

“Cops don’t necessarily stop in their tracks because another cop is charged in a crime,” Kevin Davis, one of Batts’s deputies at the time, told me. “Typically it’s a bad cop, a crook, a drug dealer or a drunk or someone who abuses his wife. But when these cops got charged criminally and the probable cause was not easily understood by the rank and file — that gave them a sense of dread.”

The department’s officers responded swiftly, by doing nothing. In Baltimore it came to be known as “the pullback”: a monthslong retreat from policing, a protest that was at once undeclared and unmistakably deliberate — encouraged, some top officials in the department at the time believe, by the local police union. Many officers responded to calls for service but refused to undertake any “officer-initiated” action. Cruisers rolled by trouble spots without stopping or didn’t roll by at all. Compounding the situation, some of the officers hospitalized in the riot remained out on medical leave. Arrests plunged by more than half from the same month a year before. The head of the police union, Lt. Gene Ryan, called the pullback justifiable: “Officers may be second-guessing themselves,” he told The Sun. “Questioning, if I make this stop or this arrest, will I be prosecuted?”

Ray Kelly, a West Baltimore community activist, had achieved measured success in building relationships with officers along the drug-riddled Pennsylvania Avenue corridor, where his organization had an office. Suddenly, those officers were gone. “We saw a pullback in this community for over a month where it was up to the community to police the community,” Kelly told me. “And quite frankly, we were outgunned.” In the vacuum, crews took new corners and people settled old scores. Not a single person was killed on the day of the rioting. But the following month, May, would conclude with 41 homicides — the most the city had experienced in a month since the 1970s, and more than the city of Boston would have for the entire year.

The trials led to three acquittals and one hung jury, and the remaining cases were dropped. But then something else dropped: a 160+ page report from the U.S. Department of Justice finding that Baltimore police had engaged in “a pattern or practice of conduct that violates the Constitution or federal law.” The aftermath, coupled with ever-dropping numbers of police officers, exacerbated the existing chaos and poor community/cop relations.

The Justice Department’s report, meanwhile, had led to the federal “consent decree” that the city negotiated with the department — a sweeping set of reforms of the Police Department that set out new rules governing stops and searches, internal discipline and much more. Gene Ryan, the leader of the police union, complained that his organization had been shut out of the process of drafting it. Tony Barksdale, who had been retired for three years and now spent his days trading stocks online, attacked it incessantly on Twitter, accusing city leaders of “handcuffing your own cops while turning the city over to criminals.”

One afternoon not long after Guy began her job as the consent-decree monitoring team’s community liaison, she strapped on a bulletproof vest and rode along with a city police officer to see the realities he and his colleagues faced. The officer started his shift at 9 a.m. and, because of the department’s shortage of officers, would work until 2:30 the next morning.

They cruised block after block of rowhouses in an especially drug-plagued area. The officer received a text message to disperse a cluster of young men — a frequent point of confrontation in the city. Young men often congregate in front of corner stores or liquor stores, sometimes just hanging out, other times selling drugs; the city would have a record 692 fatal opioid overdoses in 2017.

“I’m supposed to clear this corner,” the officer told Guy, showing her the address on the screen.

“Can you do that?” she asked.

“No,” he said. As he understood it, the consent decree barred him from dispersing the young men. So he didn’t. But then his phone rang. “I guess when I ignore a call, then I get a phone call telling me I need to do my [expletive] job,” he said. Which was indeed what the call was.

In a complex but comprehensive story in the New York Times MagazineAlec MacGillis takes us through the causes and consequences of Baltimore’s rising violent crime rates, the result of “a failure of order and governance the likes of which few American cities have seen in years.”

Read the story

Is It Ever Too Late to Pursue a Dream?

Brendan Burden

Matt Giles | LongreadsMarch 2019 | 28 minutes (6,730 words)

Dry heaves racked Dan Stoddard’s body as he bent his 6-foot-8, 325-plus-pound frame awkwardly over a toilet, shaking as he vomited up the Gatorade and other fluids he had consumed in an attempt to stave off dehydration. The 39-year-old hadn’t slept well in days, and even when he did manage some shut-eye, it was only for a few hours at a time before beginning the first of his two six-hour shifts driving a bus for Ottawa’s OC Transpo public transit system. Stoddard had never felt this exhausted, but he couldn’t rest — down seven points at halftime, his team needed him.

It only took the first 20 minutes of this early February 2018 game against Seneca, one of the Ontario Colleges Athletic Association’s top teams, for Stoddard to realize his body was fully gassed. Algonquin had lost 10 of its first 14 games, so the final outcome — an 80-71 defeat — was immaterial, but Stoddard had joined the team to finally act on the lifetime of regrets he had accumulated, and he didn’t want to add another disappointment to the ledger.

In September 2017, Stoddard enrolled as a freshman at Algonquin College, one of Canada’s largest public colleges. Not long after, the accounting major joined the basketball team. But Stoddard wasn’t just acting on a whim, a loosely conceived midlife crisis outfitted in size 14 Air Jordan 8s: Stoddard, who is known around campus as “Old Man Dan,” has serious hoop dreams. “You can call it lunacy,” he told me over tea with honey at Tim Hortons on campus. “I’m not saying I’ll make the NBA or go play overseas, but I want to get to a point where I can do it.”

He knew others would think this experiment was crazy — during the Thunders’ preseason schedule, Stoddard heard the laughter from opposing coaches and players — and he even realized that his endeavor reeked of desperation, but he never felt the pull of quitting. “If I’m not talented enough, I can live with that, but that doesn’t mean I don’t want to put in the effort to be the best player I can be,” he told me. “I don’t want to be wasting time hemming and hawing thinking about it.”

Most of Stoddard’s teammates are at least two decades younger than he is; at first, they thought of him as something of a sideshow, but Stoddard’s commitment to training earned him respect: “They see me on Instagram at the gym at 5 a.m., and they see me in practice every day, and they understand how dedicated I am to the team.”

According to Trevor Costello, Algonquin’s head coach, “All Dan cares about is getting better and better. This fucker is constantly in pain. He sprained his ankle before last Christmas, and after a twelve-hour shift driving a bus, his foot down on the ground the whole time, his foot was the size of a watermelon. He’s just so dedicated. Fuck, if he was a real stud, he’d get us thirty points a game. But he’s working — he’ll be better next year.”

Photo by Brendan Burden

Yusuf Ali, Seneca’s guard, didn’t initially understand Stoddard’s passion. He was taken aback when the two teams first met in November — “[Stoddard] looked so old, it was very confusing,” he told me — but before the February rematch, he congratulated Stoddard: “I told him it was an honor to play against him. I know people out there are scared of the risks to pursue their dreams, so he is a hero in my eyes. This doesn’t happen every day.”

At the start of his freshman season, Stoddard experienced something of a 15-minute burst of fame in the Canadian press; several outlets featured his journey for the same reason — his story touches the very base emotions of our human core — but then the novelty of his quest wore off. Now, he’s just a player with immense hustle in a changing body still growing accustomed to the grueling athletic demands of a college athlete.

‘All Dan cares about is getting better and better. This fucker is constantly in pain.’

The now 40-year-old is more than a publicity stunt, and although he’s taken it to the extreme, Stoddard’s career is part of a trend of competitive athletics taking hold among adults well into and beyond their 30s: Of the 2,500 or so adults surveyed for  a 2015 study commissioned by Harvard, NPR, and the Robert Wood Johnson Foundation, only a quarter said they’d played or participated in some sport in the past year. But of that quarter, a large majority played once a week or more. The majority play mostly because they enjoy doing so, but 23 percent said they played mainly for health reasons. Stoddard’s quest is emblematic of this shift. Not only does he plan to keep attending and playing for Algonquin for the next three years, after which point he will be 42 years old, but he has also already lost nearly 150 pounds pounds in a 12-month period and hopes to drop nearly 200 pounds total by the time he graduates.

Where Stoddard differs from those other midlife warriors, though, is that he would actually like to continue playing beyond Algonquin — to explore the possibility of becoming a pro athlete. Stoddard claims ex-pros have been encouraging, and his stats, were they those of a 19-year-old are promising: Through 21 games of his sophomore season, the center averaged 6.4 points and nearly five rebounds per game, and his field goal percentage (54.7) was  fourth-best in the conference. During a November win against Georgian College, Stoddard barely missed a double-double (10 points, nine rebounds), hustling up the court in a high-paced (77 possessions) game, which he could never have done when he joined the team.

But still, the facts are glaring. Stoddard has spent decades willing his body across eastern Ontario; stabilizing badly sprained ankles with tightly bound boots while working a 100-hour week at a construction site; falling 22 feet from a ladder and breaking his hand, only to cut the cast off to avoid unemployment. Stoddard estimates he has had about 60 jobs since graduating high school; construction, sewer maintenance, a bouncer who once fought off a knife-wielding assailant — you name it. The work has put an untold amount of stress on his body. It has, in other words, been through the wear and tear that everyday life requires.

“To jump in at the top rung without developing one’s body fully is a recipe for disaster,” said Andre Deloya, a retired sports trainer with the Minnesota Timberwolves. “The predictive formula is not rosy. Our bodies are developing, evolving, and positively growing until the age of twenty-five, which is the peak of the mountain. After that, we all start to deteriorate.”

Stoddard is aware of the risks, but to his mind, they make his current moon shot all the more enticing: Who could have possibly conjured up a tale of a bus driver to the Algonquin hardwood (and potentially beyond)? “The reality is that when growing up, you see the NBA, and that’s where you want to be,” he said to me when I met him in February 2018. “It’s the best, and you strive for the best. You don’t just want to be the guy no one remembers. That’s all I’m trying to do.”

He added, “So what if it happened at forty-two? Who gives a shit. I’ve always said age is a number, but that’s bullshit. We all know it’s old, especially when it comes to basketball. But if you can play, you can play, and I just want to have the definitive answer, to have someone tell me I don’t have the talent to make it at the highest level. It’s just to know.”

***

According to his Ottawa-Carleton (OC) Transpo colleagues, Stoddard’s a “big teddy bear,” someone who “shoots the shit” in the locker room between his daily bus routes. “I’m always honest and I don’t beat around the bush,” he told me, detailing his childhood in what he calls the boondocks of Ontario, helping his father to build houses for a burgeoning community on what previously had been acres and acres of farmland. Stoddard had a sheltered upbringing: If he wanted to visit friends, he biked several miles to the next town, which explains why he didn’t take to basketball until high school. “I was a teenage kid doing nothing,” he explained, adding that until the Vancouver Grizzlies and the Toronto Raptors expanded north of the border in the mid ’90s, he had never watched a basketball game on television.

Stoddard started playing a bit early in high school, but in 11th grade he sprouted and added several inches to his frame. While he lacked coordination and his understanding of the game was limited, a player with his size — by then 6-foot-8 — was very much in demand. “My center of gravity was thrown off,” he said, “and after six months of being messed up, I had to retrain my body’s balance. I was just a tall guy.” Stoddard flunked out of high school before he could improve upon his burgeoning basketball skillset, and his biggest regret, he told his family, was that he didn’t play organized basketball beyond high school. That failure gave way to a chip on his shoulder, one fueled by a sole thought: Why didn’t he succeed on the court? No matter the highs in his life, the nagging perception remained. I spent a long part of my life not knowing what I wanted to do, or how I wanted to be perceived, or the legacy I want to leave behind,” he said.

“Once I achieve a limitation or a goal or an understanding of what I’m doing, I get bored quickly,” he continued. “I tend to drive myself a thousand miles a minute.” And off the court, that chip was a hindrance — dropping out of college after a semester or two, he rebuffed his father’s offer to take over the family’s construction business. “It felt like he was encroaching on me, and I couldn’t be bothered,” said Stoddard.

Stoddard forced himself to do things for the health of his own family — working those 100-hour work weeks to not only provide for his son and daughter but also to help pay for his wife, Amanda, to get a nursing degree in palliative care. Basketball was his one outlet that provided unfettered joy; it was his lone constant and getaway from the demands of life. “You fend for yourself, and you take care of yourself,” he said. But on the court or at the playground, he wasn’t a construction worker, a sewer company employee, a garbageman, a nightclub bouncer, or a husband married at 20 years old and father of two teenagers.

Photo by Brendan Burden

He could be found on the playgrounds of eastern Ontario at least four nights a week, finally “doing something for me, and not for the family.” All those reps had an added bonus, transforming Stoddard into an immovable center with an unguardable skillset. His hulking frame — “I told people that I weighed 386 pounds, but that’s only because it was the last number on our scale, so the notion I weighed somewhere around 400 pounds isn’t far-fetched” — belied a pick-and-pop nimbleness with a soft touch around the basket. By 2017, he was “crushing” guys with backgrounds more advantageous than his.

Each summer, Stoddard participates in a high school alumni tournament. It’s very low-key: #BallIsLife during the two-day round-robin setting, burgers and beers at night. Stoddard’s team — a roster of mid-’90s graduates, the group’s name is “We’re So Old It Doesn’t Even Matter” — was typically good enough for a win or two but unable to compete with others in their athletic prime. But few teams had a player Stoddard’s size, and even fewer had a player of Stoddard’s size who, prior to the tournament’s tip, was balling a dozen-plus hours a week.

As Costello watched Stoddard torch players — some at least two decades younger than the hulking center — the coach jokingly blurted out, ‘Look at the size of you! You could play for my team.’

When he isn’t coaching the Thunder, Costello supports himself through refereeing (he also works at an elementary school as an educational assistant and spends his nights overseeing a group home), and he was refereeing Stoddard’s alumni tournament that summer of 2017 when he first spotted the ultimate diamond on the blacktop. Stoddard’s play was a revelation to the coach, who was about to coach his 18th season at a school that had once been the crown jewel of the Canadian Collegiate Athletic Association but recently tumbled down the rankings. “The best Canadians who don’t cross the border to play college basketball play in the OUA,” said Costello. “That’s the dream for most kids”.

He added, “The last few years haven’t been good. I don’t want to demean it, but Algonquin is a last chance resort. It’s tough to get kids.” Three players Costello expected to join the team bailed before ever arriving on the Ottawa campus, and his lead recruiter had taken a new job, which prevented him from working Algonquin’s sidelines.

As Costello watched Stoddard torch players — some at least two decades younger than the hulking center — the coach jokingly blurted out, “Look at the size of you!” recalled Stoddard. “You could play for my team.” The more he thought about it, the more the coach began to formulate a different sort of recruiting pitch. Yes, Stoddard was clearly overweight, but few teams in Algonquin’s conference had a taller player. On a team whose prospects were already dim for the upcoming season, inviting Stoddard to try out didn’t seem much of a gamble. “I’m all about winning games,” explained Costello. “Dan was far from a sideshow. I’m hardly getting paid enough to do this as a goof. Did I know he would ultimately end up starting for us? That might be pushing it. His upside is far from that of a twenty-two-year-old, but his brain is working so much harder.”
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How the Guardian Went Digital

Newscast Limited via AP Images

Alan Rusbridger | Breaking News | Farrar, Straus and Giroux | November 2018 | 31 minutes (6,239 words)

 

In 1993 some journalists began to be dimly aware of something clunkily referred to as “the information superhighway” but few had ever had reason to see it in action. At the start of 1995 only 491 newspapers were online worldwide: by June 1997 that had grown to some 3,600.

In the basement of the Guardian was a small team created by editor in chief Peter Preston — the Product Development Unit, or PDU. The inhabitants were young and enthusiastic. None of them were conventional journalists: I think the label might be “creatives.” Their job was to think of new things that would never occur to the largely middle-aged reporters and editors three floors up.

The team — eventually rebranding itself as the New Media Lab — started casting around for the next big thing. They decided it was the internet. The creatives had a PC actually capable of accessing the world wide web. They moved in hipper circles. And they started importing copies of a new magazine, Wired — the so-called Rolling Stone of technology — which had started publishing in San Francisco in 1993, along with the HotWired website. “Wired described the revolution,” it boasted. “HotWired was the revolution.” It was launched in the same month the Netscape team was beginning to assemble. Only 18 months later Netscape was worth billions of dollars. Things were moving that fast.

In time, the team in PDU made friends with three of the people associated with Wired. They were the founders, Louis Rossetto, and Jane Metcalfe; and the columnist Nicholas Negroponte, who was based at the Massachusetts Institute of Technology and who wrote mindblowing columns predicting such preposterous things as wristwatches which would “migrate from a mere timepiece today to a mobile command-and-control center tomorrow . . . an all-in-one, wrist-mounted TV, computer, and telephone.”

As if.

Both Rossetto and Negroponte were, in their different ways, prophets. Rossetto was a hot booking for TV talk shows, where he would explain to baffled hosts what the information superhighway meant. He’d tell them how smart the internet was, and how ethical. Sure, it was a “dissonance amplifier.” But it was also a “driver of the discussion” towards the real. You couldn’t mask the truth in this new world, because someone out there would weigh in with equal force. Mass media was one-way communication. The guy with the antenna could broadcast to billions, with no feedback loop. He could dominate. But on the internet every voice was going to be equal to every other voice.

“Everything you know is wrong,” he liked to say. “If you have a preconceived idea of how the world works, you’d better reconsider it.”

Negroponte, 50-something, East Coast gravitas to Rossetto’s Californian drawl, was working on a book, Being Digital, and was equally passionate in his evangelism. His mantra was to explain the difference between atoms — which make up the physical artifacts of the past — and bits, which travel at the speed of light and would be the future. “We are so unprepared for the world of bits . . . We’re going to be forced to think differently about everything.”

I bought the drinks and listened.

Over dinner in a North London restaurant, Negroponte started with convergence — the melting of all boundaries between TV, newspapers, magazines, and the internet into a single media experience — and moved on to the death of copyright, possibly the nation state itself. There would be virtual reality, speech recognition, personal computers with inbuilt cameras, personalized news. The entire economic model of information was about to fall apart. The audience would pull rather than wait for old media to push things as at present. Information and entertainment would be on demand. Overly hierarchical and status-conscious societies would rapidly erode. Time as we knew it would become meaningless — five hours of music would be delivered to you in less than five seconds. Distance would become irrelevant. A UK paper would be as accessible in New York as it was in London.

Writing 15 years later in the Observer, the critic John Naughton compared the begetter of the world wide web, Sir Tim Berners-Lee, with the seismic disruption five centuries earlier caused by the invention of movable type. Just as Gutenberg had no conception of his invention’s eventual influence on religion, science, systems of ideas, and democracy, so — in 2008 — “it will be decades before we have any real understanding of what Berners-Lee hath wrought.”

The entire economic model of information was about to fall apart.

And so I decided to go to America with the leader of the PDU team, Tony Ageh, and see the internet for myself. A 33-year-old “creative,” Ageh had had exactly one year’s experience in media — as an advertising copy chaser for The Home Organist magazine — before joining the Guardian. I took with me a copy of The Internet for Dummies. Thus armed, we set off to America for a four-day, four-city tour.

In Atlanta, we found the Atlanta Journal-Constitution (AJC), which was considered a thought leader in internet matters, having joined the Prodigy Internet Service, an online service offering subscribers information over dial-up 1,200 bit/second modems. After four months the internet service had 14,000 members, paying 10 cents a minute to access online banking, messaging, full webpage hosting and live share prices.

The AJC business plan envisaged building to 35,000 or 40,000 by year three. But that time, they calculated, they would be earning $3.3 million in subscription fees and $250,000 a year in advertising. “If it all goes to plan,’ David Scott, the publisher, Electronic Information Service, told us, ‘it’ll be making good money. If it goes any faster, this is a real business.”

We also met Michael Gordon, the managing editor. “The appeal to the management is, crudely, that it is so much cheaper than publishing a newspaper,” he said.

We wrote it down.

“We know there are around 100,000 people in Atlanta with PCs. There are, we think, about one million people wealthy enough to own them. Guys see them as a toy; women see them as a tool. The goldmine is going to be the content, which is why newspapers are so strongly placed to take advantage of this revolution. We’re out to maximize our revenue by selling our content any way we can. If we can sell it on CD-ROM or TV as well, so much the better.”

“Papers? People will go on wanting to read them, though it’s obviously much better for us if we can persuade them to print them in their own homes. They might come in customized editions. Edition 14B might be for females living with a certain income.”

It was heady stuff.

From Atlanta we hopped up to New York to see the Times’s online service, @Times. We found an operation consisting of an editor plus three staffers and four freelancers. The team had two PCs, costing around $4,000 each. The operation was confident, but small.

The @Times content was weighted heavily towards arts and leisure. The opening menus offered a panel with about 15 reviews of the latest films, theatre, music, and books – plus book reviews going back two years. The site offered the top 15 stories of the day, plus some sports news and business.

There was a discussion forum about movies, with 47 different subjects being debated by 235 individual subscribers. There was no archive due to the fact that — in one of the most notorious newspaper licensing cock-ups in history — the NYT in 1983 had given away all rights to its electronic archive (for all material more than 24 hours old) in perpetuity to Mead/Lexis.

That deal alone told you how nobody had any clue what was to come.

We sat down with Henry E. Scott, the group director of @Times. “Sound and moving pictures will be next. You can get them now. I thought about it the other day, when I wondered about seeing 30 seconds of The Age of Innocence. But then I realized it would take 90 minutes to download that and I could have seen more or less the whole movie in that time. That’s going to change.”

But Scott was doubtful about the lasting value of what they were doing — at least, in terms of news. “I can’t see this replacing the news- paper,” he said confidently. “People don’t read computers unless it pays them to, or there is some other pressing reason. I don’t think anyone reads a computer for pleasure. The San Jose Mercury [News] has put the whole newspaper online. We don’t think that’s very sensible. It doesn’t make sense to offer the entire newspaper electronically.”

We wrote it all down.

“I can’t see the point of news on-screen. If I want to know about a breaking story I turn on the TV or the radio. I think we should only do what we can do better than in print. If it’s inferior than the print version there’s no point in doing it.”

Was there a business plan? Not in Scott’s mind. “There’s no way you can make money out of it if you are using someone else’s server. I think the LA Times expects to start making money in about three years’ time. We’re treating it more as an R & D project.”


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From New York we flitted over to Chicago to see what the Tribune was up to. In its 36-storey Art Deco building — a spectacular monument to institutional self-esteem — we found a team of four editorial and four marketing people working on a digital service, with the digital unit situated in the middle of the newsroom. The marketeers were beyond excited about the prospect of being able to show houses or cars for sale and arranged a demonstration. We were excited, too, even if the pictures were slow and cumbersome to download.

We met Joe Leonard, associate editor. “We’re not looking at Chicago Online as a money maker. We’ve no plans even to break even at this stage. My view is simply that I’m not yet sure where I’m going, but I’m on the boat, in the water — and I’m ahead of the guy who is still standing on the pier.”

Reach before revenue.

Finally we headed off to Boulder, Colorado, in the foothills of the Rockies, where Knight Ridder had a team working on their vision of the newspaper of tomorrow. The big idea was, essentially, what would become the iPad — only the team in Boulder hadn’t got much further than making an A4 block of wood with a “front page” stuck on it. The 50-something director of the research centre, Roger Fidler, thought the technology capable of realizing his dream of a ‘personal information appliance’ was a couple of years off.

Tony and I had filled several notebooks. We were by now beyond tired and talked little over a final meal in an Italian restaurant beneath the Rocky Mountains.

We had come. We had seen the internet. We were conquered.

* * *

Looking back from the safe distance of nearly 25 years, it’s easy to mock the fumbling, wildly wrong predictions about where this new beast was going to take the news industry. We had met navigators and pioneers. They could dimly glimpse where the future lay. Not one of them had any idea how to make a dime out of it, but at the same time they intuitively sensed that it would be more reckless not to experiment. It seemed reasonable to assume that — if they could be persuaded to take the internet seriously — their companies would dominate in this new world, as they had in the old world.

We were no different. After just four days it seemed blindingly obvious that the future of information would be mainly digital. Plain old words on paper — delivered expensively by essentially Victorian production and distribution methods — couldn’t, in the end, compete. The future would be more interactive, more image-driven, more immediate. That was clear. But how on earth could you graft a digital mindset and processes onto the stately ocean liner of print? How could you convince anyone that this should be a priority when no one had yet worked out how to make any money out of it? The change, and therefore the threat, was likely to happen rapidly and maybe violently. How quickly could we make a start? Or was this something that would be done to us?

In a note for Peter Preston on our return I wrote, “The internet is fascinating, intoxicating . . . it is also crowded out with bores, nutters, fanatics and middle managers from Minnesota who want the world to see their home page and CV. It’s a cacophony, a jungle. There’s too much information out there. We’re all overloaded. You want someone you trust to fillet it, edit it and make sense of it for you. That’s what we do. It’s an opportunity.”

Looking back from the safe distance of nearly 25 years, it’s easy to mock the fumbling, wildly wrong predictions about where this new beast was going to take the news industry.

I spent the next year trying to learn more and then the calendar clicked on to 1995 — The Year the Future Began, at least according to a recent book by the cultural historian W. Joseph Campbell, who used the phrase as his book title twenty years later. It was the year Amazon.com, eBay, Craigslist, and Match.com established their presence online. Microsoft spent $300m launching Windows 95 with weeks of marketing hype, spending millions for the rights to the Rolling Stones hit “Start Me Up,” which became the anthem for the Windows 95 launch.

Cyberspace — as the cyber dystopian Evgeny Morozov recalled, looking back on that period — felt like space itself. “The idea of exploring cyberspace as virgin territory, not yet colonized by governments and corporations, was romantic; that romanticism was even reflected in the names of early browsers (‘Internet Explorer,’ ‘Netscape Navigator’).”

But, as Campbell was to reflect, “no industry in 1995 was as ill-prepared for the digital age, or more inclined to pooh-pooh the disruptive potential of the Internet and World Wide Web, than the news business.” It suffered from what he called “innovation blindness” — “an inability, or a disinclination to anticipate and understand the consequences of new media technology.”

1995 was, then, the year the future began. It happened also to be the year in which I became editor of the Guardian.

* * *

I was 41 and had not, until very recently, really imagined this turn of events. My journalism career took a traditional enough path. A few years reporting; four years writing a daily diary column; a stint as a feature writer — home and abroad. In 1986 I left the Guardian to be the Observer’s television critic. When I rejoined the Guardian I was diverted towards a route of editing — launching the paper’s Saturday magazine followed by a daily tabloid features section and moving to be deputy editor in 1993. Peter Preston — unshowy, grittily obstinate, brilliantly strategic — looked as if he would carry on editing for years to come. It was a complete surprise when he took me to the basement of the resolutely unfashionable Italian restaurant in Clerkenwell he favored, to tell me he had decided to call it a day.

On most papers the proprietor or chief executive would find an editor and take him or her out to lunch to do the deal. On the Guardian — at least according to tradition dating back to the mid-70s — the Scott Trust made the decision after balloting the staff, a process that involved manifestos, pub hustings, and even, by some candidates, a little frowned-on campaigning.

I supposed I should run for the job. My mission statement said I wanted to boost investigative reporting and get serious about digital. It was, I fear, a bit Utopian. I doubt much of it impressed the would-be electorate. British journalists are programmed to skepticism about idealistic statements concerning their trade. Nevertheless, I won the popular vote and was confirmed by the Scott Trust after an interview in which I failed to impress at least one Trustee with my sketchy knowledge of European politics. We all went off for a drink in the pub round the back of the office. A month later I was editing.

“Fleet Street,” as the UK press was collectively called, was having a torrid time, not least because the biggest beast in the jungle, Rupert Murdoch, had launched a prolonged price war that was playing havoc with the economics of publishing. His pockets were so deep he could afford to slash the price of The Times almost indefinitely — especially if it forced others out of business.

Reach before revenue — as it wasn’t known then.

The newest kid on the block, the Independent, was suffering the most. To their eyes, Murdoch was behaving in a predatory way. We calculated the Independent titles were losing around £42 million (nearly £80 million in today’s money). Murdoch’s Times, by contrast, had seen its sales rocket 80 per cent by cutting its cover prices to below what it cost to print and distribute. The circulation gains had come at a cost — about £38 million in lost sales revenue. But Murdoch’s TV business, BSkyB, was making booming profits and the Sun continued to throw off huge amounts of cash. He could be patient.

But how on earth could you graft a digital mindset and processes onto the stately ocean liner of print.

The Telegraph had been hit hard — losing £45 million in circulation revenues through cutting the cover price by 18 pence. The end of the price war left it slowly clawing back lost momentum, but it was still £23 million adrift of where it had been the previous year. Murdoch — as so often — had done something bold and aggressive. Good for him, not so good for the rest of us. Everyone was tightening their belts in different ways. The Independent effectively gave up on Scotland. The Guardian saved a million a year in newsprint costs by shaving half an inch off the width of the paper.

The Guardian, by not getting into the price war, had “saved” around £37 million it would otherwise have lost. But its circulation had been dented by about 10,000 readers a day. Moreover, the average age of the Guardian reader was 43 — something that pre-occupied us rather a lot. We were in danger of having a readership too old for the job advertisements we carried.

Though the Guardian itself was profitable, the newspaper division was losing nearly £12 million (north of £21 million today). The losses were mainly due to the sister Sunday title, the Observer, which the Scott Trust had purchased as a defensive move against the Independent in 1993. The Sunday title had a distinguished history, but was hemorrhaging cash: £11 million losses.

Everything we had seen in America had to be put on hold for a while. The commercial side of the business never stopped reminding us that only three percent of households owned a PC and a modem.

* * *

But the digital germ was there. My love of gadgets had not extended to understanding how computers actually worked, so I commissioned a colleague to write a report telling me, in language I could understand, how our computers measured up against what the future would demand. The Atex system we had installed in 1987 gave everyone a dumb terminal on their desk — little more than a basic word processor. It couldn’t connect to the internet, though there was a rudimentary internal messaging system. There was no word count or spellchecker and storage space was limited. It could not be used with floppy disks or CD-ROMs. Within eight years of purchase it was already a dinosaur.

There was one internet connection in the newsroom, though most reporters were unaware of it. It was rumored that downstairs a bloke called Paul in IT had a Mac connected to the internet through a dial-up modem. Otherwise we were sealed off from the outside world.

Some of these journalist geeks began to invent Heath Robinson solutions to make the inadequate kit in Farringdon Road to do the things we wanted in order to produce a technology website online. Tom Standage — he later became deputy editor of the Economist, but then was a freelance tech writer — wrote some scripts to take articles out of Atex and format them into HTML so they could be moved onto the modest Mac web server — our first content management system, if you like. If too many people wanted to read this tech system at once the system crashed. So Standage and the site’s editor, Azeem Azhar, would take it in turns sitting in the server room in the basement of the building rebooting the machines by hand — unplugging them and physically moving the internet cables from one machine to another.

What would the future look like? We imagined personalized editions, even if we had not the faintest clue how to produce them. We guessed that readers might print off copies of the Guardian in their homes — and even toyed with the idea of buying every reader a printer. There were glimmers of financial hope. Our readers were spending £56 million a year buying the Guardian but we retained none of it: the money went on paper and distribution. In the back of our minds we ran calculations about how the economics of newspapers would change if we could save ourselves the £56 million a year “old world” cost.

By March 1996, ideas we’d hatched in the summer of 1995 to graft the paper onto an entirely different medium were already out of date. That was a harbinger of the future.

On top of editing, the legal entanglements sometimes felt like a full-time job on their own. Trying to engineer a digital future for the Guardian felt like a third job. There were somehow always more urgent issues. By March 1996, ideas we’d hatched in the summer of 1995 to graft the paper onto an entirely different medium were already out of date. That was a harbinger of the future. No plans in the new world lasted very long.

It was now apparent that we couldn’t get away with publishing selective parts of the Guardian online. Other newspapers had shot that fox by pushing out everything. We were learning about the connectedness of the web — and the IT team tentatively suggested that we might use some “offsite links” to other versions of the same story to save ourselves the need to write our own version of everything. This later became the mantra of the City University of New York (CUNY) digital guru Jeff Jarvis — “Do what you do best, and link to the rest.”

We began to grapple with numerous basic questions about the new waters into which we were gingerly dipping our toes.

Important question: Should we charge?

The Times and the Telegraph were both free online. A March 1996 memo from Bill Thompson, a developer who had joined the Guardian from Pipex, ruled it out:

I do not believe the UK internet community would pay to read an online edition of a UK newspaper. They may pay to look at an archive, but I would not support any attempt to make the Guardian a subscription service online . . . It would take us down a dangerous path.

In fact, I believe that the real value from an online edition will come from the increased contact it brings with our readers: online newspapers can track their readership in a way that print products never can, and the online reader can be a valuable commodity in their own right, even if they pay nothing for the privilege.

Thompson was prescient about how the overall digital economy would work — at least for players with infinitely larger scale and vastly more sophisticated technology.

What time of day should we publish?

The electronic Telegraph was published at 8 a.m. each day — mainly because of its print production methods. The Times, more automated, was available as soon as the presses started rolling. The Guardian started making some copy available from first edition through to the early hours. It would, we were advised, be fraught with difficulties to publish stories at the same time they were ready for the press.

Why were we doing it anyway?

Thompson saw the dangers of cannibalization, that readers would stop buying the paper if they could read it for free online. It could be seen as a form of marketing. His memo seemed ambivalent as to whether we should venture into this new world at all:

The Guardian excels in presenting information in an attractive easy to use and easy to navigate form. It is called a “broadsheet newspaper.” If we try to put the newspaper on-line (as the Times has done) then we will just end up using a new medium to do badly what an old medium does well. The key question is whether to make the Guardian a website, with all that entails in terms of production, links, structure, navigational aids etc. In summer 1995 we decided that we would not do this.

But was that still right a year later? By now we had the innovation team — PDU — still in the basement of one building in Farringdon Road, and another team in a Victorian loft building across the way in Ray Street. We were, at the margins, beginning to pick up some interesting fringe figures who knew something about computers, if not journalism. But none of this was yet pulling together into a coherent picture of what a digital Guardian might look like.

An 89-page business plan drawn up in October 1996 made it plain where the priorities lay: print.

We wanted to keep growing the Guardian circulation — aiming a modest increase to 415,000 by March 2000 — which would make us the ninth-biggest paper in the UK — with the Observer aiming for 560,000 with the aid of additional sections. A modest investment of £200,000 a year in digital was dwarfed by an additional £6 million cash injection into the Observer, spread over three years.

As for “on-line services” (we were still hyphenating it) we did want “a leading-edge presence” (whatever that meant), but essentially we thought we had to be there because we had to be there. By being there we would learn and innovate and — surely? — there were bound to be commercial opportunities along the road. It wasn’t clear what.

We decided we might usefully take broadcasting, rather than print, as a model — emulating its “immediacy, movement searchability and layering.”

If this sounded as if we were a bit at sea, we were. We hadn’t published much digitally to this point. We had taken half a dozen meaty issues — including parliamentary sleaze, and a feature on how we had continued to publish on the night our printing presses had been blown up by the IRA — and turned them into special reports.

It is a tribute to our commercial colleagues that they managed to pull in the thick end of half a million pounds to build these websites. Other companies’ marketing directors were presumably like ours — anxious about the youth market and keen for their brands to feel “cool.” In corporate Britain in 1996, there was nothing much cooler than the internet, even if not many people had it, knew where to find it or understood what to do with it.

* * *

The absence of a controlling owner meant we could run the Guardian in a slightly different way from some papers. Each day began with a morning conference open to anyone on the staff. In the old Farringdon Road office, it was held around two long narrow tables in the editor’s office — perhaps 30 or 40 people sitting or standing. When we moved to our new offices at Kings Place, near Kings Cross in North London, we created a room that was, at least theoretically, less hierarchical: a horseshoe of low yellow sofas with a further row of stools at the back. In this room would assemble a group of journalists, tech developers and some visitors from the commercial departments every morning at about 10 a.m. If it was a quiet news day we might expect 30 or so. On big news days, or with an invited guest, we could host anything up to 100.

A former Daily Mail journalist, attending his first morning conference, muttered to a colleague in the newsroom that it was like Start the Week — a Monday morning BBC radio discussion program. All talk and no instructions. In a way, he was right: It was difficult, in conventional financial or efficiency terms, to justify 50 to 60 employees stopping work to gather together each morning for anything between 25 and 50 minutes. No stories were written during this period, no content generated.

But something else happened at these daily gatherings. Ideas emerged and were kicked around. Commissioning editors would pounce on contributors and ask them to write the thing they’d just voiced. The editorial line of the paper was heavily influenced, and sometimes changed, by the arguments we had. The youngest member of staff would be in the same room as the oldest: They would be part of a common discussion around news. By a form of accretion and osmosis an idea of the Guardian was jointly nourished, shared, handed down, and crafted day by day.

You might love the Guardian or despise it, but it had a definite sense of what it believed in and what its journalism was.

It led to a very strong culture. You might love the Guardian or despise it, but it had a definite sense of what it believed in and what its journalism was. It could sometimes feel an intimidating meeting — even for, or especially for, the editor. The culture was intended to be one of challenge: If we’d made a wrong decision, or slipped up factually or tonally, someone would speak up and demand an answer. But challenge was different from blame: It was not a meeting for dressing downs or bollockings. If someone had made an error the previous day we’d have a post-mortem or unpleasant conversation outside the room. We’d encourage people to want to contribute to this forum, not make them fear disapproval or denunciation.

There was a downside to this. It could, and sometimes did, lead to a form of group-think. However herbivorous the culture we tried to nurture, I was conscious of some staff members who felt awkward about expressing views outside what we hoped was a  fairly broad consensus. But, more often, there would be a good discussion on two or three of the main issues of the day. We encouraged specialists or outside visitors to come in and discuss breaking stories. Leader writers could gauge the temperature of the paper before penning an editorial. And, from time to time, there would be the opposite of consensus: Individuals, factions, or groups would come and demand we change our line on Russia, bombing in Bosnia; intervention in Syria; Israel, blood sports, or the Labor leadership.

The point was this: that the Guardian was not one editor’s plaything or megaphone. It emerged from a common conversation — and was open to internal challenge when editorial staff felt uneasy about aspects of our journalism or culture.

* * *

Within two years — slightly uncomfortable at the power I had acquired as editor — I gave some away. I wanted to make correction a natural part of the journalistic process, not a bitterly contested post-publication battleground designed to be as difficult as possible.

We created a new role on the Guardian: a readers’ editor. He or she would be the first port of call for anyone wanting to complain about anything we did or wrote. The readers’ editor would have daily space in the paper — off-limits to the editor — to correct or clarify anything and would also have a weekly column to raise broader issues of concern. It was written into the job description that the editor could not interfere. And the readers’ editor was given the security that he/she could not be removed by the editor, only by the Scott Trust.

On most papers editors had sat in judgment on themselves. They commissioned pieces, edited and published them — and then were supposed neutrally to assess whether their coverage had, in fact, been truthful, fair, and accurate. An editor might ask a colleague — usually a managing editor — to handle a complaint, but he/she was in charge from beginning to end. It was an autocracy. That mattered even more in an age when some journalism was moving away from mere reportage and observation to something closer to advocacy or, in some cases, outright pursuit.

Allowing even a few inches of your own newspaper to be beyond your direct command meant that your own judgments, actions, ethical standards and editorial decisions could be held up to scrutiny beyond your control. That, over time, was bound to change your journalism. Sunlight is the best disinfectant: that was the journalist-as-hero story we told about what we do. So why wouldn’t a bit of sunlight be good for us, too?

The first readers’ editor was Ian Mayes, a former arts and obituaries editor then in his late 50s. We felt the first person in the role needed to have been a journalist — and one who would command instant respect from a newsroom which otherwise might be somewhat resistant to having their work publicly critiqued or rebutted. There were tensions and some resentment, but Ian’s experience, fairness and flashes of humor eventually won most people round.

One or two of his early corrections convinced staff and readers alike that he had a light touch about the fallibility of journalists:

In our interview with Sir Jack Hayward, the chairman of Wolverhampton Wanderers, page 20, Sport, yesterday, we mistakenly attributed to him the following comment: “Our team was the worst in the First Division and I’m sure it’ll be the worst in the Premier League.” Sir Jack had just declined the offer of a hot drink. What he actually said was: “Our tea was the worst in the First Division and I’m sure it’ll be the worst in the Premier League.” Profuse apologies.

In an article about the adverse health effects of certain kinds of clothing, pages 8 and 9, G2, August 5, we omitted a decimal point when quoting a doctor on the optimum temperature of testicles. They should be 2.2 degrees Celsius below core body temperature, not 22 degrees lower.

But in his columns he was capable of asking tough questions about our editorial decisions —  often prompted by readers who had been unsettled by something we had done. Why had we used a shocking picture which included a corpse? Were we careful enough in our language around mental health or disability? Why so much bad language in the Guardian? Were we balanced in our views of the Kosovo conflict? Why were Guardian journalists so innumerate? Were we right to link to controversial websites?

In most cases Mayes didn’t come down on one side or another. He would often take readers’ concerns to the journalist involved and question them — sometimes doggedly — about their reasoning. We learned more about our readers through these interactions; and we hoped that Mayes’s writings, candidly explaining the workings of a newsroom, helped readers better understand our thinking and processes.

It was, I felt, good for us to be challenged in this way. Mayes was invaluable in helping devise systems for the “proper” way to correct the record. A world in which — to coin a phrase —  you were “never wrong for long” posed the question of whether you went in for what Mayes termed “invisible mending.” Some news organizations would quietly amend whatever it was that they had published in error, no questions asked. Mayes felt differently: The act of publication was something on the record. If you wished to correct the record, the correction should be visible.

But we had some inkling that the iron grip of centralized control that a newspaper represented was not going to last.

We were some years off the advent of social media, in which any error was likely to be pounced on in a thousand hostile tweets. But we had some inkling that the iron grip of centralized control that a newspaper represented was not going to last.

I found liberation in having created this new role. There were few things editors can enjoy less than the furious early morning phone call or email from the irate subject of their journalism. Either the complainant is wrong — in which case there is time wasted in heated self-justification; or they’re right, wholly or partially. Immediately you’re into remorseful calculations about saving face. If readers knew we honestly and rapidly — even immediately — owned up to our mistakes they should, in theory, trust us more. That was the David Broder theory, and I bought it. Readers certainly made full use of the readers’ editor’s existence. Within five years Mayes was dealing with around 10,000 calls, emails, and letters a year — leading to around 1,200 corrections, big and small. It’s not, I think, that we were any more error-prone than other papers. But if you win a reputation for openness, you’d better be ready to take it as seriously as your readers will.

Our journalism became better. If, as a journalist, you know there are a million sleuth-eyed editors out there waiting to leap on your tiniest mistake, it makes you more careful. It changes the tone of your writing. Our readers often know more than we do. That became a mantra of the new world, coined by the blogger and academic Dan Gillmor, in his 2004 book We the Media8 but it was already becoming evident in the late 1990s.

The act of creating a readers’ editor felt like a profound recognition of the changing nature of what we were engaged in. Journalism was not an infallible method guaranteed to result in something we would proclaim as The Truth — but a more flawed, tentative, iterative and interactive way of getting towards something truthful.

Admitting that felt both revolutionary and releasing.

***

Excerpted from Breaking News: The Remaking of Journalism and Why It Matters Now by Alan Rusbridger. Published Farrar, Straus and Giroux November 27, 2018. Copyright © 2018 by Alan Rusbridger. All rights reserved.

Longreads Editor: Aaron Gilbreath

Alternative Reality: ‘Three Wrongfully Convicted Men, 40 Years, and a City That Still Refuses to be Honest With Itself’

Wiley Bridgeman, left, of Cleveland, embraces his brother Ronnie, now known as Kwame Ajamu, as they walk from the Justice Center in Cleveland following Bridgeman's release from a life sentence for a 1975 murder. The two brothers, who were exonerated after spending decades in prison for a 1975 slaying, have sued the city of Cleveland and the detectives who investigated the case. The federal lawsuit suit, filed Thursday, July 2, 2015, names three Cleveland police detectives and a sergeant and the estates of a sergeant and three other detectives who have since died. (AP Photo/Phil Long, File)

Kyle Swenson was a young reporter at the Scene, Cleveland’s alt-weekly, when he started investigating the wrongful conviction of three black men who were imprisoned in the 1970s for a murder they didn’t commit. The men — Kwame Ajamu, Wiley Bridgeman, and Rickey Jackson, who served a combined 106 years behind bars — were exonerated in 2014, thanks in part to Swenson’s reporting, which informs his new book on the subject, Good Kids, Bad City. Swenson, now a reporter for The Washington Post, recently returned to the pages of the Scene with a long essay, included in the list below, that looks back at the conviction and indicts the city he once called home.

Swenson’s reporting is a testament to the value of local newspapers, as Alec MacGillis, who covers politics and government for ProPublica, points out in his largely positive Times review of Good Kids, Bad City. “One can’t help wondering what life-shattering injustices might go unaddressed in the future,” he writes, “for lack of a curious reporter to take a call or open an envelope.”

MacGillis, who lives in Baltimore, knows about the contraction of the local news industry firsthand. Two years ago, Baltimore’s City Paper, founded in 1977, was shuttered by the Baltimore Sun Media Group. Weeks after its closure, a pair of enterprising editors founded the Baltimore Beat, a print alt-weekly. But the paper couldn’t support itself through advertising revenue and it closed four months later. Now, however, the Beat is back, resurrected as an online-only operation in early March. (One of the outlet’s first new feature stories is listed below.) It is being run as a non-profit, and its editors — Lisa Snowden-McCray and Brandon Soderberg — say they hope, eventually, to revive the print publication.

It’s an audacious act, starting a print publication in 2019 — and recent attempts haven’t boded well for the industry. The Knoxville Mercury, for instance — founded after the city’s longstanding alt-weekly, Metro Pulse, was shut down — closed in 2017 after just two years in print. But there is something about paper, it seems, that lends gravitas and legitimacy to a media outlet.

At the beginning of March, Indianapolis’ alt-weekly, Nuvo, announced that it would no longer be publishing a print edition, and a number of editorial employees were laid off, including Nuvo’s editor, Laura McPhee. Fortunately, the publication will live on as a website, and it will refashion itself as a member-supported non-profit, which sounds promising, despite the staff cuts. 

Still, I get anxious when newspapers trade in paper for pixels. That’s not because I’m a print nostalgist; it’s because these decisions can portend disaster. I think, for example, of The Village Voicethe ur-alt-weekly, which stopped publishing its print edition in September 2017. Though the Voice continued to do good work online, it seemed to me that, without an accompanying print product, it was like a neutered beast. A year later, the Voice went out of business, thanks to the brilliant business mind of retail heir Peter Barbey, whose name I curse every time I pass a New York street corner only to find Time Out and AM New York. 

It’s depressing to me that the city I live in no longer has an alternative newspaper, though I take comfort in the fact that a number of alt-weeklies around the country are still publishing good stuff, including the The Stranger, the Metro TimesOrlando WeeklyTriad City Beat, and Monterey County Weekly — all featured in this reading list.

 
1. “Out For Justice is Out For Change” (Lisa Snowden-McCray, March 8, 2019, Baltimore Beat)

Lisa Snowden-McCray, the editor of the newly revived Baltimore Beat, profiles an organization that advocates for the incarcerated and the formerly incarcerated, who often have trouble transitioning from jail. Out for Justice is led by Nicole Hanson-Mundell, who spent a year in jail. This legislative session, in Annapolis, the organization is advocating for “two bills urging state lawmakers to support pre-release centers for women,” Snowden-McCray writes.

It’s tireless, often thankless work. But Hanson-Mundell recognizes how important it is. That’s why it’s so important that the pre-release legislation gets passed.

“How can I deny a woman who just came home and she needs housing? I can’t say ‘Miss, I don’t provide direct services, you have to go somewhere else,’” she said. “I have to tap into my resources and find out who offers housing to newly released women with children. I have to use my connections and advocate for her.”

2. “This Is the Final Thing You’ll Ever Need to Read About Howard Schultz” (Rich Smith, February 27, 2019, The Stranger)

The Stranger has no kind words for Howard Schultz, who, as you probably know, is entertaining a bid for the presidency, much to the chagrin of, well, pretty much everybody. Rich Smith describes the former Starbucks CEO as “Seattle’s most successful bean juice salesman” in this deft takedown.

He has no idea who we are as a country now, no idea how Trump became president, and so much palpable fear that Representative Alexandria Ocasio-Cortez is going to tax his Frappuccino dividends at a reasonable rate that he’s willing to hold the country hostage unless a moderate wins the Democratic nomination.

So much for hometown pride.

3. “Defiling the temple” (Jordan Green, February 21, 2019, Triad City Beat)

Triad City Beat, which covers North Carolina’s Piedmont Triad — including the cities of Greensboro, High Point, and Winston-Salem — has a long story on Kenneth Fairbanks, a pastor and community leader who was also involved with charitable work in Nairobi. “But four criminal indictments allege that for much of the time Fairbanks was operating his ministry, he was also sexually abusing children,” including his own daughter, Jordan Green writes.

While Kenneth Fairbanks’ supporters cast him as a victim of familial treachery, his daughter, Christa, alleges that he sexually abused her for years, along with other girls, while isolating her to exert control and extorting her silence by admonishing her against ruining God’s plan for their family.

4. “Speed Trap” (Xander Peters, February 20, 2019, Orlando Weekly)

Orlando’s alt-weekly takes a sobering look at meth abuse in Florida, particularly among gay men. Xander Peters’ piece centers on a 29-year-old meth addict named Matt, who declines to give his last name. He got into the drug through Grindr, the dating app.

Matt’s genesis story isn’t uncommon in the community of men who have sex with men, or MSM. LGBTQ-focused dating apps have tried to suppress drug abuse in recent years, even banning certain terms such as “PNP” (“party and play”) and the capitalization of certain letters in members’ bios, such as the capital letter T (“Tina.”)

The depressing kicker to this story leaves little hope that Matt will ever overcome his addiction.

5. “Three Wrongfully Convicted Men, 40 Years, and a City That Still Refuses to be Honest With Itself” (Kyle Swenson, February 20, 2019, Cleveland Scene)

Kyle Swenson, now a reporter for The Washington Post, reckons with the lessons from his new book, Good Kids, Bad City, which examines the story of three black teenagers in 1970s Cleveland who were wrongfully convicted of murder, imprisoned for decades, and then exonerated.

“Good kids, bad city.” I am defensive about the title. The title implies values—the kids are good, the city is bad. I know Cleveland is a proud town but touchy, easy to injure; as I wrote, I had an invisible Clevelander in my head, belligerently asking why I had the temerity to slap the label “bad city” on the town. Was that fair? What makes a place bad, or good? I spent many an hour not writing, arguing with this invisible but touchy Clevelander, justifying the title.

Swenson more than justifies the title in this engaging and thought-provoking essay.

6. “How adult nights at Detroit’s roller rinks are keeping black skating culture alive” (Imani Mixon, February 20, 2019, Metro Times)

As a recreational activity, roller skating is a vital part of black social life in Detroit, according to Imani Mixon’s illuminating piece for Metro Times. I particularly enjoyed Mixon’s description of “Detroit-style skating,” which I knew nothing about.

Detroit-style skating is characterized by its smooth rolling motion that is heavily influenced by the Motown sound that was gaining traction around the same time that skating became a popular pastime. According to skaters who have been on the scene for decades, Detroit skaters don’t ever really stop rolling and if they do, they use the rubber toe stops on their skates, another signature marker of a Detroit skater. The basic move that every Detroit skater has to learn, whether solo or in groups, is the half-turn, which involves turning a smooth 180 degrees for a few beats then turning back in place to continue on the original skating path.

7. “Monterey Bay fishermen catch salmon as far away as Alaska. A proposed copper mine there poses a local threat” (Matt Koller, February 21, 2019, Monterey County Weekly)

Matt Koller does a good job laying out how a proposed copper mine site known as the Pebble Deposit could very well imperil the livelihoods of Monterey fisherman who spend their summers in Alaska’s Bristol Bay angling for sockeye salmon. The mine, if approved, risks contaminating the bay with discarded waste rock.

Fishermen have always accepted a certain degree of risk. But the salmon are certain. A renewable resource, they will keep returning to spawn. Yet Bristol Bay fishermen, including those from Monterey Bay, see the presence of the Pebble Mine—which seeks to extract a non-renewable resource—as a threat to their industry because it has the potential to alter these natural cycles in a fundamental way that will not balance out in the end.

The mine, Koller writes, threatens “the last great sockeye salmon run in the world” as well as “an entire way of life.”

8. “The Story of Chaney Lively” (Laura McPhee, February 21, 2019, Nuvo)

For one of its final print cover stories, Laura McPhee — until recently the editor of Nuvo — pieces together what little information there is about Chaney Lively, the first free woman of color in Indianapolis. She arrived in 1821, in what was then a frontier town, with Alexander Ralston, a Scottish surveyor “tasked with laying out the new city.” Chaney, 21, was Ralston’s housekeeper, though she had originally been his slave, most likely purchased in Louisville. Ralston died six years later, at which time Chaney inherited land.

When Chaney moved into her own home in 1827, there were less than 60 people of color—men, women, and children—living in Indianapolis out of a population of a little more than 1,000. She was the only Black female head of household in the 1830 census, and the first woman of color to own property in the city, most likely the first person of color, male or female, to do so.

In the process of excavating details about Chaney’s life, McPhee also paints a stark portrait of African-American life in Indianapolis before and after the Civil War.

***

Matthew Kassel is a freelance writer whose work has been published by The New York Times, The Wall Street Journal, and The Columbia Journalism Review.

America’s Post-Frontier Hangover

'American Progress' (1872), by John Gast, depicts settlers moving west, guided and protected by a goddess-like figure and aided by technology (railways, telegraphs), driving Native Americans and bison into obscurity. (Fotosearch / Stringer/Getty)

Will Meyer | Longreads | March 2019 | 17 minutes (4,498 words)

In the small New England town where I live, Hadley, Massachusetts, the common lies a few miles from the mishmash of corporate chains that make up the town’s economic center. A quiet residential neighborhood surrounds the common. It is a grassy patch, left vacant most of the year, save for occasional festivals and craft fairs; open space to be utilized as needed, hardly disturbed otherwise. Adjacent to the college towns of Northampton and Amherst, not much happens in Hadley. I go for walks around my neighborhood most days and seldom run into many people. The common feels like an oasis, a fleeting yet contained sliver of vastness.

In 1995, the Hadley Historical Commission installed a plaque on the side of a rock, near the end of the common, between where it meets the main road and a paved rail trail. The plaque commemorates the “17th Century Palisade,” a wall that was “3 fingers thick and 8 feet high” in 1676, 100 years before the American revolution. The “fortification,” the plaque states, “was one mile long by 40 rods wide.” Most saliently, however, “Hadley was then a frontier outpost which felt threatened by Native American attack.” In other words, the settlers built a wall (around the corner from where I live now) both to assert their settlement and ward off perceived threats — namely the brown-skinned Other the United States was founded, at least partially, to pacify and remove. Read more…

Everything is Fine

Illustration by Brittany Molineux

Sara Fredman | Longreads | March 2019 | 10 minutes (2,523 words)

Everyone is screaming.

It is 4 p.m. and we are in the car. The 6-year-old and the 3-year-old are cranky from a long day at school, the baby indignant at having spent too long strapped in a car seat. Still, when my phone rings over the cacophony, I answer because it is my father and because he has dementia.

“Hi Daddy, is everything OK?”

“Yes, yes, everything’s fine,” he whispers, with unusual loquacity.

“Then why are you whispering?” I yell over the din.

***

We are sleep training the baby. She is our third so I am no longer surprised by the uncomfortable feeling that I have somehow become pitted against my own child in a fight for survival. This does not make the feeling more comfortable. Every night before bed, I jam Amazon’s top-rated earplugs into my ears in the hopes that I can sleep through her crying and her father can perform the prescribed rituals. It rarely works. Apparently, a baby’s cries are like a “sledgehammer” to its mother’s brain. The next person who tells me that the days are long but the years are short is going to get a sledgehammer to the brain. It is always an older person who says it, their soft words offered up as comfort. But what they no doubt intend as knowing reassurance I hear as a warning of still more different sorrows yet to come; their nostalgia seems deployed to shame me into recognizing my blessings before it is too late.

How long do I have before it is too late?

I do, of course, recognize my blessings, and I know, with a certainty I rarely possess, that someday I will look back on this tired person and I will want to be her. But it’s not just the sleep-challenged baby, it is also the auditory assault that begins before dawn. There are so many voices. More voices, it sometimes seems, than there are bodies from which they supposedly emanate. I move through my day to a soundtrack of temper tantrums and raucous laughter, endless questions and knock-knock jokes with nonsensical punchlines. Almost every sentence begins with the words “And, Mom.” They have so much to say and they want to say every bit of it to me, all at the exact same time.

When the real voices have quieted for the night, the imagined ones take over. Earplugs are powerless against the phantom baby cries and other voices, similarly faithful to their waking life counterparts, that live in my head. One dream has me caught in a loop, over and over again, hearing the baby from another room and grabbing her right before she is about to fall down the stairs; in another I am once again living in my childhood home, caring for my father as he loses his memory and his ability to speak. On a good night, these dreams can provide a solace: In real life, I don’t always catch the baby, and neither my father nor I have lived in that house for more than a decade. In my dreams I can sometimes be in two places at once, both called home.
Read more…

A Three-Day Expedition To Walk Across Paris Entirely Underground

The Catacombs, Paris, 1931. Illustration from the book "Paris" by Ernest Flammarion. (Print Collector/Getty Images)

Will Hunt  | An excerpt from Underground: A Human History of the Worlds Beneath Our Feet | Spiegel & Grau | January 2019 | 26 minutes (6,748 words)

 

And I stared through that obscurity,
I saw what seemed a cluster of great towers,
Whereat I cried, “Master, what is this city?”
Dante, Canto XXXI, The Inferno

The first person to photograph the underground of Paris was a gallant and theatrical man with a blaze of red hair, known as Nadar. Once described by Charles Baudelaire as “the most amazing example of vitality,” Nadar was among the most visible and electric personalities in mid-nineteenth-century Paris. He was a showman, a dandy, a ringleader of the bohemian art world, but he was known especially as the city’s preeminent photographer. Working out of a palatial studio in the center of the city, Nadar was a pioneer of the medium, as well as a great innovator. In 1861, Nadar invented a battery-operated light, one of the first artificial lights in the history of photography. To show off the power of his “magic lantern,” as he called it, he set out to take photographs in the darkest and most obscure spaces he could find: the sewers and catacombs beneath the city. Over the course of several months, he took hundreds of photographs in subterranean darkness, each requiring an exposure of eighteen minutes. The images were a revelation. Parisians had long known about the cat’s cradle of tunnels, crypts, and aqueducts beneath their streets, but they had always been abstract spaces, whispered about, but seldom seen. For the first time, Nadar brought the underworld into full view, opening Paris’s relationship to its subterranean landscape: a connection that, over time, grew stranger, more obsessive, and more intimate than that of perhaps any city in the world.

A century and a half after Nadar, I arrived in Paris, along with Steve Duncan and a small crew of urban explorers, with an aim to investigate the city’s relationship to its underground in a way no one had before. We planned a traverse — a walk from one edge of the city to the other, traveling exclusively by subterranean infrastructure. It was a trip Steve had dreamed up back in New York: we’d spent months planning, studying old maps of the city, consulting Parisian explorers, and tracing potential routes. The expedition, in theory, was tidy. We would descend into the catacombs just outside the southern frontier of the city, near Porte d’Orléans; if all went according to plan, we’d emerge from the sewers near Place de Clichy, beyond the northern border. As the crow flies, the route was about six miles, a stroll you could make between breakfast and lunch. But the subterranean route — as the worm inches, let’s say — would be winding and messy and roundabout, with lots of zigzagging and backtracking. We had prepared for a two- or three-day trek, with nights camping underground. Read more…