52 The newspaper publishing segment also includes USA WEEKEND, which is distributed as a weekend newspaper  magazine in 591 newspapers throughout the country, with a  total circulation of 23.6 million as of January 2002. The general  interest magazine has a readership of 48 million, the second largest circulation publication in the nation. Also included is Nursing Spectrum, publisher of biweekly and monthly periodicals that advertise nursing employment. Nursing Spectrum’s circulation reaches nearly one million registered nurses each month, or almost half of the registered nurses in the United States. By the end of 2001, Nursing Spectrum’s award- winning Web site had about 700,000 unique visitors each month. At the end of 2001, 68 of the company’s daily newspapers, including USA TODAY, were published in the morning and 27 were published in the evening. For local U.S. newspapers, excluding USA TODAY, morning circulation accounts for approximately 86% of total daily volume, while evening circulation accounts for 14%. Individually, Gannett newspapers are the leading news and information source with strong brand recognition in their  markets. Their durability lies in the quality of their management, their flexibility, their focus on such customer-directed programs as Complete Community Coverage in News, cross-branding of the daily newspaper, online, and weekly products, ADQ (described further below), and their capacity to invest in new technology. Collectively, they form a powerful network to  distribute news and advertising information across the nation. In 2001, news departments across Gannett continued to emphasize coverage of local news as the key to successful news reporting. Under the Complete Community Coverage model developed in 2000, the vast majority of newsrooms expanded the amount of local news on their Web sites. The objective is to enhance our position as the primary source of local news and information, reaching more people interested in local news in more ways. To advance that objective in 2001, online training sessions were held for newsroom editors and reporters and many online editors. An internal corporate News Web site was expanded to provide further guidance for newsrooms on a variety of topics, ranging from readership information to online delivery of news. To help expand the readership base, especially among younger readers, an “X Manual” was created. It offers ideas and approaches for reaching readers ages 25 to 34. It was published in book form and also was placed on the News Department’s Web site. All of the company’s daily newspapers receive Gannett News Service. In addition, all subscribe to The Associated Press, and some receive various supplemental news and syndicated features services. In 2001, Gannett News Service staffers joined with USA TODAY reporters and editors to provide Gannett newspa- pers with special, localized coverage of the 2000 U.S. Census.  In the hours after the Sept. 11 attacks on America, GNS moved more than 100 stories, photographs and graphics to local newspapers, and it continued special coverage as war events unfolded. A special information exchange, called War Watch 2001, was established through which hundreds of coverage ideas were shared on the department’s Web site. In 2001, the company continued to emphasize increasing its revenue from medium and smaller advertisers in each market it serves. These efforts will continue throughout 2002. Initiatives have focused on sales and rate management and the construction of pre-packaged programs scalable to the company’s largest and smallest markets. Sales management initiatives increased the number and quality of sales calls, improved sales compensation and enhanced consistent sales training. Rate management pro- grams focused on selling multiple advertising insertions and reviewing rates and rate structures to ensure that they match the opportunities in the market. The company operates an extranet site to provide its advertising management with up-to-date  information and sales programs 24 hours a day, seven days a week. The company regularly calculates market potential and adjusts its local strategic plans accordingly. Significant efforts will continue to be taken in 2002 to make the company’s personnel increasingly competitive in their leadership, strategic thinking and marketing skills.  The newspaper division’s advertising quality initiative, known as ADQ, produced its seventh straight year of improved ad and bill quality. ADQ has reduced credit cost significantly since its 1995 launch. Three principles guide online strategy at Gannett’s local newspapers. First, spending for the online business must be  justified by additional revenues, additional customers and addi- tional profits. Second, emphasis needs to be on serving our local markets. A key reason customers turn to a Gannett newspaper’s online site is to find local news and information. The credibility of the local newspaper, the known and trusted information source, extends to the company’s Web sites and thus differenti- ates Gannett from other Internet sites. This is a major factor that allows Gannett newspapers to compete successfully as Internet information providers. Third, the natural synergies between the local newspaper and local Web site should be utilized. The local content already available, the customer relationships, the news and advertising sales forces, and the promotional vehicle are all advantages for the newspaper. The company’s strategy is to use these advantages to create the strong and timely content, sell packaged advertising products that serve the advertisers, hold down costs, and leverage the known and trusted brand of the newspaper.