I, like most modern news consumers, have not had much time to actually sit down with the paper product, even through we only get it Thursday through Sunday.

But today, over the breakfast table, we get our fingers dirty with ink print (which I love) and dug in.

I could not ignore the great, diverse photos that filled the paper – the majority of the great shots from staff. So much so, I had to write this post.

In this one, random edition [Saturday, March 5, 2011], I found great photos throughout the sections of the paper. Check them out below… all of them but one are available online.

Back in Libya after decades in exile, a dissident takes on Kadafi
Since his return in late December, a longtime opposition group leader has become more vocal in his denunciation of Moammar Kadafi. But some experts say such groups have been gone too long to be of much help to the rebels in the streets.

Anwar Magariaf fought from abroad against Moammar Kadafi’s rule for more than 30 years. (Rick Loomis, Los Angeles Times / March 4, 2011)

Founder of Crescendo charter schools fired
John Allen is accused of promoting cheating on standardized tests; L.A. Unified closed all six schools in the group.

Just after the charter group’s governing board decided unanimously to fire him as executive director, John Allen, founder of Crescendo schools, leans against a wall. Shortly thereafter, he left the meeting. (Brian van der Brug / Los Angeles Times / March 4, 2011)

As L.A. tourism rebounds, tour buses bring noise and gridlock
Residents of Beverly Hills and the Hollywood Hills complain that an increase in tour buses — crowded with photo-snapping visitors — is clogging narrow residential streets.

Reflected in a bus mirror, visitors Sharon Butchart of Uxbridge, Canada, left, and Miriam Leiser of Ramsey, N.J., use headphones to listen to their tour guide. (Liz O. Baylen, Los Angeles Times / February 23, 2011)

Aaron Liberman hopes to lead Valley Torah to a first for Jewish schools
Aaron Liberman and his brother Nathaniel earn kudos for their work ethic as Valley Torah prepares for 6AA Southern Section basketball championship game against Bishop Diego on Saturday.

Brothers Aaron and Nathaniel Liberman after a recent Valley Torah practice in Burbank. (Gary Friedman / Los Angeles Times / March 2, 2011)

Only part of portrait photo, taken by Don Bartletti / Los Angeles Times, of ornithologist Peter Harrison is seen in the archive and sadly not available online version: Scientists announce discovery of new species of seabird, the first in 89 years

To be fair, there were some great stories too, especially the ones paired with the photos. From the latest on Libya to California having the highest gas prices in the country to LAPD’s dilemma with Charlie Sheen, a good mix of stories that caught my (limited) attention. My favorite, though, was this piece my wife spotted inside business: Spiders in Mazda cars still a mystery (print headline)

I have to say, this experience reminds me of an incredibly powerful piece by Robert Niles in OJR a few months back: Letting go of the rope: Why I’m no longer a newspaper subscriber.

In it he used the strong imagery of letting go of the rope while someone, who asked for help but failed to do anything to improve their situation, was still holding on. The person on the rope was the newspaper/news industry.

Personally, I think Niles forgot something.

Yes, the news industry needs to do more to get itself out of the situation. But, the only person he saw on the rope, in my opinion, was the leadership.

What I think Niles missed are the hundreds of people trapped under that leadership … the ones that are passionate and believe in the value of their craft… the ones that — even after layoffs, furloughs and bad pay – come to work every day, working long hours to tell the stories of the community in text, photos, videos or whatever form the best they can.

Journalists that are as frustrated as Niles, but are trapped under that leadership. Journalists that choose not to let go of the rope. Journalists that are trying to do what they can with what they have … in most cases, “more with less.”

Don’t get me wrong. There’s a lot of crap too (Check out Churnalism.com). There is a long way to go to make this better. I’m also as frustrated as Niles is with the leadership.

But I can’t lump the great, good or even mediocre work journalists do across the country every day and night with the bad leadership and poor business decisions that have undercut them and our industry.

I’m just a weekender, and for this one edition, I’m glad we re-subscribed.

Robert Hernandez is a Web Journalism professor at USC Annenberg and co-creator of #wjchat, a weekly chat for Web Journalists held on Twitter. You can contact him by e-mail (r.hernandez@usc.edu) or through Twitter (@webjournalist). Yes, he’s a tech/journo geek.

USC Annenberg journalism student Dominique Fong was part of a team of AMVmobile fellowship students tasked with devising mobile strategies for the Los Angeles Times. Other students on this team: Vibhor Mathur (USC Viterbi School of Engineering), Jason Choi (Viterbi)

Overview

Our mobile strategy recommendations for the Los Angeles Times are grounded in the “3 Ps” best practices identified by the Project for Excellence in Journalism in a report on the trend of more participatory behaviors in the way that people consume news: participation, portability and personalization. The challenge of increasing revenue within existing corporate restraints led us to consider a fourth “P,” partnership, to more efficiently accomplish innovation across multiple digital platforms while increasing revenue potential.

Participation

Because millions of mobile users already turn to the Times to stay informed and fill idle moments, the organization should seek to maximize user engagement (and, consequently, brand affinity) among existing users while also attracting new ones. Implementing four new features would advance this agenda. Expanded integration of social media by adding a multipurpose widget (like Slate.com’s right column on its website) to a mobile app or WAP would allow users to engage with content over their networks without having to leave the Times site. Another idea is a thumb up/thumb down rating option, like the Daily Beast, which lets users immediately voice their opinion about what articles are most newsworthy with the incentive that more popular content is given higher standing on the home page. Third is a save option, giving readers an incentive to revisit content and advertising in the Times app. Fourth is empowering audiences to upload content directly to the newspaper, similar to CNN’s iReport but more immediate and intuitive (using the existing website photo-sharing mechanism and possibly through a partnership with Foursquare).

Portability

The intrinsic portability of mobile phones is a strong argument to exploit geolocation, a feature within an app to track and mark a user’s location. To prevent privacy infringement, organizations should offer users the option to decline permission for detecting their location. The Times can offer targeted newsfeeds, such as alerts for bomb scares, news according to neighborhood from the mapping project, and selective, exclusive restaurant reviews from the dining and calendar section databases. Geolocation can also improve advertising campaigns by triggering ad displays relevant to a user’s specific location.

Personalization

Segmentation of audiences based on user behavior and preferences will add value to advertising packages by allowing customers to more precisely target specific user groups. Brief opt-in surveys regarding user demographics, consumption behaviors and content preferences would facilitate targeted advertising campaigns while allowing users to partially customize their content experience. In addition to global ads, the Times would also be able to facilitate more precise customer to audience interaction through localized banners or interactive ads (including “click to call,” “where to buy,” and “save for later” options) that change according to the user’s characteristics, habits and location. The advantages of interactive ads, of particular importance to tablets, are exemplified by an ad for cameras in a Sports Illustrated iPad app.

Another easily implementable segmentation option would be to enable mobile device detection on apps and the mobile site. When an app detects that it is displaying Times content on a feature phone, ads for “upgrade to iPhone” or for phone-specific games and ringtones could appear. Click-through rates have been successful for the Helsinki Sanomat, which uses Starcut, the same WAP site developer as the Times.

Partnerships

In order to move quickly, the Times should consider partnering with third party mobile ad networks that offer premium and geolocated ads, or look into licensing technology from those networks. Adlocal provides detailed metrics and real-time revenue counts as well as geolocation compatibility, as do competitors such as Acuity Mobile, AppLoop, AdInfuse and Yowza (an iPhone app that offers geo-aware coupons). Collaborative agreements with existing premium advertisers could guarantee revenue from creation of an iPad app, as Chase collaborated with The New York Times. Instead of following trends, strategic partnerships with key existing customers and leading technology firms could position the Times to advance both innovation and revenue growth, better serving audiences and customers.

Los Angeles Times WAP site with more interactive features:

The gray (screened) type is gone, thank goodness, but it has been replaced by type that, because of the limited way it’s used, produces an even grayer look that extends to the entire layout:

The new typeface is Georgia, a serif version of Verdana, which Microsoft commissioned early on for its online readability. Georgia, which was inspired by Times Roman, is fine, but not when, everywhere, it is uniformly presented in regular font.

“Gutenberg would be proud,” the Times presumptuously brags about its new Web typeface choice. But even Gutenberg used boldface and other typographical devices of contrast in his Bible, the first example of printing with movable type.

To achieve its hyper-cleanness, the redesigned LAT site often eliminates information that would be an important cue to the browsing user. In this strip of three homepage promos (below), the browser is not told that authoritative Hollywood staff writer Claudia Eller was the author of the first promoted piece.

The second promo is for the popular Column One feature, but who’s to know?

High up on the page on Monday, Aug. 17, was this headline:

The linked piece would surely have gotten more hits if browsing users knew it was written by Melissa Healy, the Washington-based Health section writer who specializes in articles on human behavior.

The site’s feature on “our new look” says it “better showcases the world-class journalism our newsroom produces around the clock.”

I wonder if the un-showcased Eller and Healy would agree.

The site has redesigned ads, but it’s not a good idea to format editorial promos in the same size as ads and then juxtapose the two, like here:

Navigation has definitely been improved through dynamic subsection tabbing that changes when the user’s cursor rolls over main headings like LOCAL, NATION, WORLD:

The redesign has earned plaudits from commenting users (“magnificent change! much more readable, and elegant.” “Oooh! Nice, very nice,” “MUCH BETTER”) but there have been dissents too. Stephen wrote on Aug. 12:

“At first glance, i didn’t like it. maybe it will grow on me. maybe what’s ‘under the hood’ is impressive, but the previous design was much more elegant and sophisticated….”

“Our work is not done,” online managing editor Artley and LA Times editor Russ Stanton blog on the site.

Maybe that means they’ll revisit some of work they’ve already done.

A final suggestion: To help users wrap their heads around all the news the LA Times serves up, the site should hire what I would call a “Web maitre d’,” who would, each day, in a one-minute video, summarize what’s featured – from the biggest to the quirkiest stories. Talented would-be presenters – we’re talking LA here – would be lining up at the Times’ Spring Street entrance for auditions. The overview would be delivered with a soupçon of drollery (no Daily Show stuff) – just enough to encourage users to keep coming back for more.

But just how “strong” will Book World be online?

When the Los Angeles Times eliminated its free-standing print Sunday Book Review in 2008 as part of its nonstop cost-cutting, the section was reincarnated online as Books in the Living section of the Times website. In addition to reviews, book-sale reports and a literary calendar, Books features a blog called Jacket Copy. But the blog, with its multiple authors, lacks personality. Overall, the online Books isn’t capitalizing on the strengths of the Web – particularly community building – and it doesn’t seem to have preserved the critical authority that was a hallmark of the print Book Review. Browsing through the skimpy site, you get the feeling it’s produced on a shoestring. There is no Steve Wasserman or Digby Diehl – past editors of the Book Review – setting and executing high standards.

The Washington Post is not going through the same financial duress as the LA Times, which is a helpless appendage of the fast-sinking and bankrupt Tribune Co. But the migration from print to online life, whatever the circumstances, is always tricky.

The print Book World was distinguished by both its gravitas and sprightliness. Holding it in your hands was like eavesdropping at a literary salon through which passed the likes of Morris Dickstein, Dahlia Lithwick, Laura Miller and George Packer, not to mention section regulars like critic Jonathan Yardley and essayist Michael Dirda, both Pulitzer prize winners. The only thing missing was the well-stocked bar.

Happily, Yardley and Dirda will continue to appear in the online Book World. Strangely, though, the lustrous brand name “Book World” seems to have been dropped. The departmental logo is now just “Books.”

It’s too soon to make sweeping judgments about the online Book World (or Books), especially whether it will meet the same fate as the online version of the LA Times’ Book Review. But it is dismaying to see how dull the newly unveiled site is, even in its pupae form. Yardley and Dirda are there, thank goodness, but they’re barely promoted in 8-point type.

The blog Short Stack, created back in 2007, is now daily, but, like the similar LA Times blog, has multiple authors, which impedes it from developing a personality to which readers can relate and react. The blog also seems to be limited to one entry per day. That’s way too leisurely to grab users’ attention and get them to join in what is now basically a one-way conversation. Why not at least add a paragraph or two at the end that wraps up always plentiful literary and publishing news and gossip?

The Post – and the LA Times – could learn some lessons about creating an online book section from the Guardian in the UK. Its site is big and splashy, but has enough gravitas to do a “Top 10″ on books about Rome that includes Robert Graves’ “I Claudius.” The entire section draws loads of comments from users. (You have to wonder if some other newspapers that have eliminated or cut back on book coverage couldn’t learn from the Guardian too.)

For all their literary excellence, the print Book World and the Times’ Book Review weren’t suited for reader participation (beyond rationed letters to the editor). The medium was truly the message – a one-way message.

Kassia Krozser, founder and editor of the lively blog booksquare.com (“dissecting the book industry with love and skepticism”), said in a discussion on PBS’ News Hour last July: “What we’re getting online is, people are excited about books. They want to talk about books. And that’s really incredible….”

And how. Librarything.com, one of the earliest reader sites, claims 500,000 users. It recently sold a 40 percent stake to AbeBooks,com, which specializes in selling used, rare and out-of-print books

Fast-growing Shelfari.com last year completed funding whose investors included Amazon, the champion online bookseller.

Book World shouldn’t mimic sites like Librarything or Shelfari. But it now has a potential audience of 10 million unique visitors – more than 10 times the potential readership it had in the Post’s Sunday print edition.

What an exciting new chapter this could be in Book World’s life – if only the publishing and editorial bosses at the Post inspire it to be written.

It took several months to secure the tech resources and a couple more months to create wireframes and spec out requirements for what would become the Homicide Map, with the help of a couple of talented developers and a project manager on part-time loan from the website’s IT department. We were fortunate, of course: We actually had access to this kind of expertise, and since then we’ve hired a couple of dedicated editorial developers. I’m aware that others might not have it so good.

Last week, Robert Niles argued that news organizations should be in the business of creating “killer apps”. Put another way, there is a need to develop tools that hew to the content rather than the other way around. But creating the functionality Robert describes takes a closer connection between news thinking and tech thinking than is possible within news organizations’ traditional structures and skill sets.

In this post, I’ll try to squeeze some wisdom out of the lessons we learned in the process of assembling the Times’ Data Desk, a cross-functional team of journalists responsible for collecting, analyzing and presenting data online and in print. (Note: I left the Times earlier this month to work on some independent projects. I am writing this piece with the blessing of my former bosses there.)

Here, then, are 10 pieces of advice for those of you building or looking to build a data team in your newsroom:

1. Find the believers: You’ll likely discover enthusiasts and experts in places you didn’t expect. In our case, teaming up with the Times’ computer-assisted reporting staff, led by Doug Smith, was a no-brainer. Doug was publishing data to the web before the website had anybody devoted to interactive projects. But besides Doug’s group, we found eager partners on the paper’s graphics staff, where, for example, GIS expert Tom Lauder had already been playing with Flash and web-based mapping tools for a while. A number of reporters were collecting data for their stories and wondering what else could be done with it. We also found people on the tech side with a good news sense who intuitively understood what we were trying to do.
2. Get buy-in from above: For small projects, you might be able to collaborate informally with your fellow believers, but for big initiatives, you need the commitment of top editors who control the newsroom departments whose resources you’ll draw on. At the Times, a series of meetings among senior editors to chart a strategic vision for the paper gave us an opportunity to float the data desk idea. This led to plans to devote some reporting resources to gathering data and to move members of the data team into a shared space near the editorial library (see #8).
3. Set some priorities: Your group may come from a variety of departments, but if their priorities are in alignment, disparate reporting structures might not be such a big issue. We engaged in “priority alignment” by inviting stakeholders from all the relevant departments (and their bosses) to a series of meetings with the goal of drafting a data strategy memo and setting some project priorities. (We arrived at these projects democratically by taping a big list on the wall and letting people vote by checkmark; ideas with the most checks made the cut.) Priorities will change, of course, but having some concrete goals to guide you will help.
4. Go off the reservation: No matter how good your IT department is, their priorities are unlikely to be in sync with yours. They’re thinking big-picture product roadmaps with lots of moving pieces. Good luck fitting your database of dog names (oh yes, we did one of those) into their pipeline. Early on, database producer Ben Welsh set up a Django box at projects.latimes.com, where many of the Times’ interactive projects live. There are other great solutions besides Django, including Ruby on Rails (the framework that powers the Times’ articles and topics pages and many of the great data projects produced by The New York Times) and PHP (an inline scripting language so simple even I managed to learn it). Some people (including the L.A. Times, occasionally) are using Caspio to create and host data apps, sans programming. I am not a fan, for reasons Derek Willis sums up much better than I could, but if you have no other options, it’s better than sitting on your hands.
5. Templatize: Don’t build it unless you can reuse it. The goal of all this is to be able to roll out projects rapidly (see #6), so you need templates, code snippets, Flash components, widgets, etc., that you can get at, customize and turn around quickly. Interactive graphics producer Sean Connelley was able to use the same county-level California map umpteen times as the basis for various election visualizations in Flash.
6. Do breaking news: Your priority list may be full of long-term projects like school profiles and test scores, but often it’s the quick-turnaround stuff that has the biggest immediate effect. This is where a close relationship with your newsgathering staff is crucial. At the Times, assistant metro editor Megan Garvey has been overseeing the metro staff’s contributions to data projects for a few months now. When a Metrolink commuter train collided with a freight train on Sept. 12, Megan began mobilizing reporters to collect key information on the victims while Ben adapted an earlier Django project (templatizing in action!) to create a database of fatalities, complete with reader comments. Metro staffers updated the database via Django’s easy-to-use admin interface. (We’ve also used Google Spreadsheets for drama-free collaborative data entry.) … Update 11/29/2008: I was remiss in not pointing out Ben’s earlier post on this topic.
7. Develop new skills: Disclaimer: I know neither Django nor Flash, so I’m kind of a hypocrite here. I’m a lucky hypocrite, though, because I got to work with guys who dream in ActionScript and Python. If you don’t have access to a Sean or a Ben — and I realize few newsrooms have the budget to hire tech gurus right now — then train and nurture your enthusiasts. IRE runs occasional Django boot camps, and there are a number of good online tutorials, including Jeff Croft’s explanation of Django for non-programmers. Here’s a nice primer on data visualization with Flash.
8. Cohabitate (but marriage is optional): This may be less of an issue in smaller newsrooms, but in large organizations, collaboration can suffer when teams are split among several floors (or cities). The constituent parts of the Times’ Data Desk — print and web graphics, the computer-assisted reporting team and the interactive projects team — have only been in the same place for a couple months, but the benefits to innovation and efficiency are already clear. For one thing, being in brainstorming distance of all the people you might want to bounce ideas off of is ideal, especially in breaking news situations. Also, once we had everybody in the same place, our onetime goal of unifying the reporting structure became less important. The interactive folks still report to latimes.com managing editor Daniel Gaines, and the computer-assisted reporting people continue to report to metro editor David Lauter. The graphics folks still report to their respective bosses. Yes, there are the occasional communication breakdowns and mixed messages. But there is broad agreement on the major priorities and regular conversation on needs and goals.
9. Integrate: Don’t let your projects dangle out there with a big ugly search box as their only point of entry. Weave them into the fabric of your site. We were inspired by the efforts of a number of newspapers — in particular the Indianapolis Star and its Gannett siblings — to make data projects a central goal of their newsgathering operations. But we wanted to do more than publish data for data’s sake. We wanted it to have context and depth, and we didn’t want to relegate data projects to a “Data Central“-type page, something Matt Waite (of Politifact fame) memorably dubbed the “data ghetto.” (I would link to Waite’s thoughtful post, but his site unfortunately reports that it “took a dirt nap recently.” Update: It’s back, and here’s the post.) I should note that the Times recently did fashion a data projects index of its own, but only as a secondary way in. The most important routes into data projects are still through related Times content and search engines.
10. Give back: Understand that database and visualization projects demand substantial resources at a time when they’re in very short supply. Not everyone in your newsroom will see the benefit. Make clear the value your work brings to the organization by looking for ways to pipe the best parts (interesting slices of data, say, or novel visualizations) into your print or broadcast product. For example, some of the election visualizations the data team produced were adapted for print use, and another was used on the air by a partner TV station.

When I shared this post with Meredith Artley, latimes.com’s executive editor and my former boss, she pointed to the formation about a year ago of the interactive projects team within the web staff (Ben, Sean and me; Meredith dubbed us the “cool kids,” a name that stuck):

“For me, the big step was creating the cool kids team — actually forming a unit with a mandate to experiment and collaborate with everyone in the building with the sole intention of creating innovative, interactive projects.”

And maybe that should have been my first piece of advice: Before you can build a data team, you need one or more techie-journalists dedicated full-time to executing online the great ideas they’ll dream up.

What else did I miss? If you’ve been through this process (or are going through it, or are about to), I hope you’ll take a minute to share your insights.

Sample electoral vote scenario: (not my prediction; just an uneducated guess for demonstration purposes only)

This is the creation of Sean Connelley, our Flash guru, based on our 2004 electoral vote tracker. The cool addition this time around is the sharing functionality.

We’re hoping to improve on this as the campaign heats up, perhaps adding demographic info and data on past elections by state. Would love to hear suggestions.

Across the nation, more than 4,600 have died while in service to the country. Of the California dead, the median age was 23. Their deaths left 205 widows and three widowers, and 300 children who will grow up without their fathers, two without their mothers. Thirty-eight of the 492 were engaged.

About 67% were in the Army, Army National Guard or Army Reserve; 27% in the Marine Corps or Marine Corps Reserve. The Air Force accounted for 2%, the Navy and Navy Reserve for 4%. Two percent of those killed were women.

At least 59 were immigrants.

Many newspaper websites offer contests in the week leading up to the tournament, inviting readers to fill out the 65-team tournament bracket with their picks for winners in each of the games. It’s the (legal) online version of the ever-opular office betting pools, with the not-so-legally-insignificant difference that the prizes are coming from sponsors and not money put up by the participants.

That’s fine. It drives some traffic, and people like making picks without having to put any of their own skin in the game. But everyone’s doing that. What else is out there?

I found a few interesting examples.

First, the Los Angeles Times offered an option on its Flash tournament brackets that I’d not seen before:

It’s a geographic map that shows where each of the 65 teams are traveling from and to for the first-round matchups. The NCAA sends teams flying all over the country in an effort to balance the competitive level in each of its tournament regions. I found it fascinating to see, in one glance, just how far some teams have to go. Plus, this graphic provides a handy way to answer the inevitable first-round question: “I’ve never heard of that school; where is it from again?”

Click on the “Bracket” option at the top of the graphic, and you return to the traditional bracket chart, which readers can fill out by clicking team names.

The Washington Post and USA Today produced their own NCAA tournament webpages, but what caught my eye is how they also spun the idea of filling out a tournament bracket and applied that to different forms of entertainment.

The Post got a head start by starting earlier this month a single-elimination tournament pitting characters from the TV show “Lost” against one another. Readers voted for the characters they thought would survive in each head-to-head match-up.

USA Today seeded 64 entertainment celebrities and celebrity couples and created a reader-vote tournament to find the “winner”:

The WaPo and USAT tournaments exemplify the power of reader interactivity. Sure, they are fluff. But they, like the interactive NCAA tournament brackets, are fluff that get people reading, clicking and spending time on their newspapers’ websites.

Industry veteran Vin Crosbie last week pointed out on Poynter’s online-news e-mail list that U.S. newspapers have a huge problem in eliciting repeat visits from their online readers:

“If you download the NAA’s spreadsheet of the N//N data and calculate medians, you’ll see that the median user of those top 100 U.S. newspaper sites visited only 2.58 times per month and saw only 15.03 Web pages on a newspaper site per month. That’s not much: a visit only once every 11.6 days and 15 Web pages all month.”

My wife is fond of citing her Suzuki violin training that “it takes 21 days to form a habit.” (“And 12 steps to break it,” I shot back the first time she told me this.) Whether habits form in 21 days or not, website publishers help their readership numbers by creating features that inspire readers to come back to a site, and reward them for doing so, day after day.

A reader-vote tournament, such as the Post’s and USA Today’s, does this. Unlike traditional online polls, these build upon each other, sending the winners in one day’s poll on to the next’s, inspiring readers to return. Unlike the NCAA tournament, which you can follow on TVs, websites, cell phones and newspapers, these tournaments are available only on their creators’ websites. So you gotta come back there to vote, and to see who won in each round.

Take it a step further: Include each day’s match-ups and results in one of your daily update e-mails, and invite those readers following the tournament to subscribe to it. I’ll bet you many of them continue to get and read that daily e-mail, finding other news and features on your site, even after the tournament’s done.

If you want people reading the great reporting on your news website, first, you’ve got to get them in the habit of coming to the site. Don’t overlook the value of interactive reader-driven online events, such as these, in helping you to do that.

I’d like to draw your attention to a new feature that launched on latimes.com this week: The Homicide Map is a visual interface to the Homicide Report, Times reporter Jill Leovy’s effort to chronicle every homicide in Los Angeles County.

As of July 30, The Times has counted 496 homicides in L.A. County. While the Homicide Report focuses on the individual victims, this tool helps users analyze the broader geographic and demographic trends within that staggering figure.

The Homicide Map enables users to: