The comprehensive coverage and workflow of The Daily Tar Heel have impressed me since my first year at UNC — but the issues I noticed even back then remain unaddressed now.
My vision for the future is rooted in compassion and change — we need to deeply analyze our issues and be proactive about solving them.
Management and structure
The management team next year would include an editor-in-chief, a special projects managing editor focused on long-form investigative content, a print managing editor and a role combining our online and multimedia managing editors.
The special projects managing editor will lead a desk of investigative reporters who are dedicated to in-depth work, providing a platform for substantive investigative journalism without overwhelming desk editors. Unlike our enterprise managing editor position, this editor would oversee special projects staffers who are expected to pitch stories and have the time to pursue innovative long-form pieces. Similar desks have worked in the past — and reintroducing this allows some reporters to focus on long-form stories without the daily pressures of a typical news desk.
Meanwhile, the print managing editor will oversee the print publication with a focus on designing engaging, creative A1 packages and front pages, ensuring that our physical edition remains captivating and relevant.
Our online managing editor will oversee our online publication, and they will work with our multimedia desks and consider how we can maximize that content. I am condensing these two positions because I feel that the person in this role should have a good understanding of online and multimedia content, and the work should be intertwined — not separate enough to constitute two roles.
Mental health and newsroom culture
Addressing mental health concerns is a top priority for me. Burnout and turnover rates are alarming, highlighting the need for a more sustainable work environment. I will prioritize staff well-being over excessive coverage demands. I’d personally schedule regular mental health check-ins with staff, plan more activities outside the office and look into tangible, professional support options for individuals struggling. I would like to have a close connection with our advertisement staff and plan around midterm and finals season — this could look like pre-scheduled 12-page papers or ad-heavy papers during these periods.