University of Oregon
ACP: What were the goals going into last year and how did you ensure those goals were met?
Gordon Friedman, Editor-in-Chief: The toughest moment last year was finishing my article for the last issue because it was an investigative story on Atlanta human trafficking which was very complicated and required contacting sources that were difficult to reach, such as legislators.
The result was rewarding, however, as most students regained their interest into the issue and talked actively about it.
ACP: Tell us about a moment you will remember the most about this staff.
GF: It’s hard to sum up, but I would say there were many “press publish” moments that astounded and amazed me. Our staff could take an important topic from idea to draft to print and magically, things would happen. People would listen. People noticed their work. People became better at their job and enjoyed doing good work. With direction and goals in mind, their talents were limitless.
ACP: What does the Pacemaker mean to you?
GF: The Pacemaker means quality. In today’s world of speed and efficiency, it is a relief to know that the pleasure and utility derived from a well-executed publication is something of value.
ACP: What was the toughest moment you faced last year? The most exciting/rewarding?
GF: Our publication faced many moments of crisis and with determination surmounted them all. The building that housed our office was demolished and we had to move. We had trouble holding on to our leadership staff because pay could not exceed $200 a month regardless of hours worked. Advertising was a struggle and from the previous year we were $8,000 short on the budget. Our website was hacked. We redesigned our magazine and website. Editors worked countless hours scouring line-by-line for every error. Writers immersed themselves with sources into situations that would test their will and character. We dealt with ethics and accountability.
Although tasks were often simple, they were never easy.
The most rewarding thing was the personal relationships I made with staffers who saw value in their work. When our magazine would arrive and we rip open the boxes to pull the new issue out, it felt like magic had happened.
Our staff were dedicated, smart and humble. They grew with every draft submitted.
Full issue: