Many AP initiatives under Curley invited direct collaboration with members to ensure that they were better served by the wire. In July 2005, for example, the cooperative introduced the Online Video Network, an ad-supported video service that would bring together AP and member video content on newspaper, radio, and TV websites. In 2007, it introduced the first of four regional editing desks, intended to streamline workflow so copy would reach members faster. AP also introduced a new story filing protocol, called 1-2-3, that aimed to make storytelling more versatile by delivering content in a variety of forms across an array of formats , including mobile alerts and social networks.

Building on those innovations, Curley in April 2008 unveiled AP Mobile News Network, a multimedia application for wireless devices that would provide a standardized interface for smartphone users to access national AP as well as local, branded member content. Beyond content, AP touted that Mobile News would offer a new outlet for members to sell local advertising to the mobile audience.

Other new programs, however, seemed to Observer editors intended principally to protect the market position of the corporate cooperative. In 2006, for example, AP struck an agreement with Google, the leading global search engine and information aggregator, to carry AP stories and photos on its Google News service. This was exclusively an AP contract. Even though a small percentage of re-purposed member content would be packaged to Google for distribution under APs banner, AP members would not benefit financially.

Furthermore, to cut costs the AP continually consolidated its state bureau structure, reassigning chiefs to cover much larger territories. When Curly arrived in 2003, there were 43 chiefs. [1] By 2009, that number had been more than halved, to 21. [2] Formerly, North Carolina had a dedicated bureau chief. Now that person covered four states (Alabama, Georgia, North Carolina, and South Carolina). [3] For Thames, this was another sign that the APs relationship with its members had changed. Thames, who had become Observer editor in 2004, says:

Where we used to have a North Carolina bureau chief, the bureau chief is now based in Atlanta. Shes been in her job at least four months, if not longer, and weve yet to have a phone call. Ive heard nothing from an AP person for six months or more. We used to get regular visits from the bureau chief, scheduled on the calendar. There was a time when we really were partners, and we worked closely together. Theres just a different expectation about what our relationship should be.

The Observer leadership wondered if the AP was trying to move beyond the exclusive business-to-business arrangement that its members had bought into and, instead, become a business-to-consumer news vendor. If true, this could position it as a direct competitor to local news outlets in their own markets. Editor Thames and Managing Editor Cheryl Carpenter began to suspect as much. It didnt seem that AP viewed us in the same way that they had before, Thames remarks.

I felt like they were seeing us less as a partner I know they have people in Charlotte covering various fields, but their presence here feels surprisingly competitive. This coincided with when they began to talk less about what we would need and more about the enterprise that they wanted to do. I guess that was part of the APs new approach to coverage Some of these things that AP is building dont feel like theyre actually helping me as much as they may be providing AP with a new revenue stream.

Listen to Thames talk about the AP's changing view of newspapers.

They often remind me that most of their revenue doesnt come from newspapers anymore, adds Managing Editor Carpenter. [4]

Im always reminded of where we are in their pecking order. And I often think, Well thats interesting, since most of your product comes from newspapers I think they should be more into sharing. It feels like a business transaction, [yet] our history together is that they were born of us. [5]