The latest round of job losses at the Portland Tribune comes as little surprise to those of us who launched that paper in 2001.
Managing editor Todd Murphy has quit in frustration after learning about a plan for sizable newsroom cuts that he didn't like. In the end the features section was eliminated, two reporters were laid off and one sportswriter was reassigned to the news section. It could have been much worse, and had Murphy not elected to leave, it probably would have been.
A clumsy approach to management and schizophrenic hiring and firing decisions have been par for the course for years at the Trib, which has been shrinking ever since it started up with a rousing speech from the mayor in Pioneer Square, tons of hype and a large pile of money from the man who was then Oregon’s second wealthiest citizen, Robert Pamplin, Jr.
Water – who has it, who wants it, who needs it – is an endless fight in Oregon. Skirmishes were fought in this past session, but a bigger battle looms.
A water bill that was passed by the 2009 Legislature awaits the governor’s signature, and two days ago it was reported that an irrigation districts group sees the bill as a "back door that could easily shut down winter withdrawals" from the Columbia River.
Among other things, HB 3369 establishes a lottery-backed fund for water projects and helps the Water Resources Department to keep working on a long-term water strategy. Proponent WaterWatch called it a landmark water policy bill that would protect fish and rivers, and for the first time places statute protections for peak and ecological water flows. Which is what has the irrigators worried. HB 3369 had a long, winding, interesting journey through the Legislature, including bipartisan leadership.
I was recently playing racquetball with my friend Rick (I won for once, yeah me!) After we were done Rick asked me if I thought that businesses here are more ethical than in other places.
It got me to thinking about an incident that happened to me a few years back.
I owned a hot tub and wanted to sell it. A buyer came over and asked me whether, if she bought it, she could continue to keep it in my back yard for a month until she had her deck finished. No problem.
My first day back from a vacation week at the wind-swept Oregon coast, and I get a brutal tongue-lashing from the spokeswoman for Evraz Inc. North America.
It turns out she didn’t like my timeline detailing the dramatic transformation of Oregon Steel, from an industrial powerhouse employing thousands to a minor cog within a debt-ridden Russian empire. For starters she questioned me on my facts, which came from public records, news stories and company press releases. Then the conversation quckly turned, as such discussions often do, to motives. Before long she had suggested that I was anti-business for writing the piece.
I’m not anti-business. I’m anti-job loss. As anyone who has followed this blog knows, I give credit where it is due. But when a Russian oligarch who really likes big yachts buys a major Oregon employer and a few years later a vital player in the Portland Harbor is hanging on for dear life, I feel compelled to point out a few facts. It’s up to the reader to decide whether or not the facts are relevant.
My husband calls it my electronic boyfriend, and not without a bit of jealousy. Hey! Mind out of the sewer. He’s talking about my iPhone.
I’ve had it for almost two years, and I’m as smitten with it now as when I first brought it home, lifted its slim body from its cradle and forever synced it with my life. It’s a phone with benefits. Even when it treated me very badly (my first two iPhones literally blew up) I never thought of dumping it. Sort of like having a bad Italian boyfriend: beautiful, sexy, unreliable, temperamental. (Phone No. 3 has been more faithful, however.) And, ooh la la, we can go shopping together in the Apple App Store, where I pick out fun new toys to bestow on him. When the husband asks me what I’m doing on my phone all the time, I tell him I’m reading the Economist.
My iPhriend has turned out to be a gateway drug. Because of it, I’ve become almost exclusively electronic in my consumption of entertainment. I still get the daily print copy of The New York Times (because, damn, I can’t let those guys go out of business), and I only like magazines in print format, including my own (because damn, I can’t let us guys go out of business). But all my music comes through iTunes now. I don’t buy CDs anymore. I watch movies on my computer instead of my TV; I never buy DVDs and rarely go out to the movie theater. I get most of my news from websites and radio.
Last week I reported that our own freshman senator Jeff Merkley was doing some good work in sponsoring a bill to help small business. Although there is a lot more Congress could do to help small business (we’ll tackle that one down the road) the good news is that another Oregon lawmaker is looking to pass legislation that will help small business.
Congressman David Wu is the co-sponsor of a bill sailing through Congress, the Enhancing Small Business Innovation and Research Act.
I am often asked if there really is “free money” available for small business startups. The short answer is, not surprisingly, no. But the longer answer is that there is some federal grant money available in very specific cases, due to this program, SBIR.
If history is any guide, it will be small business that leads the country out of these difficult economic times, and given that, it is nice to see that our own newly elected freshman senator, Jeff Merkley, is trying to help us help you.
Merkley recently introduced into Congress the Small Business Jump Start Act, designed to support small business owners by cutting taxes for the start-up costs of small businesses.
Presently, new businesses are eligible for a $5,000 tax deduction if they spend $50,000 or more on start-up costs. The new legislation proposed by Merkley and co-sponsored by Sen. Lamar Alexander (R-Tenn.) would not only boost the deduction to $10,000, it would also expand eligibility to companies that spend up to $60,000 on getting started.
The two dozen women inmates incarcerated at Coffee Creek Correctional Institution in Wilsonville stared at me ravenously; cubs eyeing the thing they hoped would feed them.
OK, a bit purple. OK, a lot purple. But I have to redeem myself by at least using one metaphor here, since I couldn’t give the group a decent example during a writing class I recently taught at the prison. There I was going on about great writing and how they should use metaphors for power and persuasion, when one of the women asked for an example. My mind went as blank as a subpoened bank accountant. (Now, had they wanted a simile, I would have been ready.)
I was volunteering for a program run by Mercy Corps Northwest under the affable direction of John Haines, Mercy Corps Northwest executive director, and Doug Cooper, assistant director. It’s a smart project, one of several around the country that use entrepreneurship as a way to give prisoners a new start.
A hot Wednesday wind blew me into the cool air of Nedspace, a co-working hub for startups on Southwest Third Avenue in downtown Portland. I was on my way to meet Carolynn Duncan, founder of Portland Ten.
I first met Duncan a few months ago when she co-organized with another serial entrepreneur, Pete Grillo, a surprise kazoo sendoff serenade for a mutual friend at Paddy’s. We were criminally awful and it greatly embarrassed our buddy Abraham. Duncan’s enthusiasm and her joy at watching him squirm were immense. I liked that. So we got to know each other a bit over follow-up coffee just as she was launching Portland Ten, which helps early-stage tech startups. I promised to keep tabs. Women are rare in this arena, especially young women. Kazoo expertise is even scarcer.
Which brings me back to NedSpace. Duncan’s second group of entrepreneurs recently started the 12-week boot camp that “combines venture capital investment standards, Getting Things Done methodology, and extreme bootstrapping philosophy.” There also are “workouts” to help founders develop “muscle” and checkups. (I get sweaty just reading this.) Founders have to put in six to eight hours a week and commit to generating $1 million in revenue by 2010. The goal of Portland Ten is to create 10 of these start-ups in the next 18 months.