Florida Media Conference Panel Champions Bold, Community-First Vision for the Future of Local Journalism
Submitted By: Bill and Rita Barker, cofounders of Barker Strategic Solutions, LLC
In a wide-ranging conversation among newspaper industry leaders at the annual Florida Media Conference in Port Charlotte, Florida, on Thursday, July 31, 2025, a shared purpose and vision emerged for the future of local journalism—one rooted in deep community connection, operational efficiency, and a renewed commitment to print.
A guest panel was moderated by Dean Ridings, president, and CEO of America’s Newspapers, and comprised of private newspaper investors and executives, Mark Adams, CEO of Adams Multimedia, Nick Monico, Adams COO, David Hoffmann, founder of The Hoffman Family of Companies, and Pason Gaddis, CEO of Hoffmann Media Group. The participants emphasized the enduring value of local newspapers, especially in a time when many communities have become “news deserts” and trusted local information is increasingly scarce.
Despite challenges such as subscription fatigue, there was strong agreement that local print still matters—and matters deeply. Newspapers remain a critical thread in the fabric of daily life, and their role in covering youth sports, high school activities, economic development, transportation, environmental issues, and local government is more important than ever. These are the stories that build and connect communities and can’t be easily found elsewhere.
A central theme among the panelist was the need to return newspapers to their roots: rich in relevant, engaging, community-driven content. That means not just reporting the news, but reinforcing what makes community journalism distinct—timely, trustworthy information that reflects the lived experiences of local readers. Comics, crosswords, and consistent high school sports coverage aren’t just filler—they’re part of the experience that builds loyalty and connection.
To scale this model, Mark Adams, crediting Dean Singleton’s playbook, discussed a “hub and spoke” strategy—acquiring a mid-sized daily newspaper in a central city, creating a support and services center, which benefits surrounding papers in nearby towns. These networks share content and operational resources while maintaining distinct local voices. This structure brings efficiency without sacrificing community relevance.
The conversation also touched on ownership and capital. There’s a notable shift toward private, independent ownership, especially where family or mission-driven investment is present. With many legacy newspaper companies over-leveraged, valuable assets are now being acquired at steep discounts. This opens a window of opportunity for long-term investors who believe in the mission and are willing to modernize operations without losing the soul of local journalism.
Sustainable success, however, depends on talent. Attracting the next generation of reporters, editors, advertising solutions advisors and business leaders is one of the industry’s biggest challenges. Many markets no longer have a deep talent pool—“more of a puddle”—and today’s recruits are shaped by digital expectations. Recruitment strategies must evolve to reflect this reality, offering ads that layout the meaningful upside to newspapers and media companies, clear career paths, financial incentives, and visibility in promotional opportunities. The real question: how can the industry show young talent that community news is not only still relevant—but an exciting and meaningful place to grow?
Operationally, the local model calls for publishers who live in, are active in and understand the communities they serve. These leaders are seen as the connective tissue to the communities, responsible not just for the news, but for the relationship between the paper and its readers.
Efficiency tools such as remote work, call centers, and AI were discussed as ways to reduce costs and increase effectiveness—without diminishing local reporting. The goal is to direct savings back into content and community engagement. Editorial independence is maintained at the local level, with publishers deciding whether to include opinion pieces based on what resonates in their markets.
Underlying it all is a philosophy of entrepreneurship and ownership. Team members are encouraged to take risks, make mistakes, and build something meaningful. There’s a belief that with the right leadership and a shared purpose, local media not only survives—but thrives.
The group agreed that despite the noise about the death of newspapers, local journalism isn’t going away. In fact, its relevance is only growing as its availability shrinks. The opportunity lies in being bold, being smart, and building something lasting—one community at a time.