ХТО РОБИТИМЕ НОВИНИ ЗАВТРА?
Як українські локальні редакції шукають стійкість у рік вимушеної дорослості

Вступ

Ключові висновки дослідження

Виклики і ризики для роботи редакцій

2025 рік на тлі 2024: важче, ніж очікувалося

Ризики для роботи редакцій

Ефект припинення фінансування USAID

Вимкнення світла, обстріли та безпекові ризики

Тиск на редакції: від судових позовів до фішингу

Фінансування

Загальний стан бюджетів редакцій

Відсотковий розподіл основних витрат редакцій

Відсотковий розподіл надходжень редакцій

Різниця між медіа, які створені до та після повномасштабного вторгнення

Грантова підтримка

Моделі монетизації аудиторії та платний доступ

Реклама та комерційні доходи

Джерела фінансування на наступний рік

Управління командою

Структура команд: малі редакції, велике навантаження

Фрилансери

Чому люди йдуть: мобілізація, вигорання, оплата праці

Брак спеціалістів і HR-практики

Психоемоційний стан команд

Стратегічне планування і горизонт роботи

Контент

Мова

Нововведення та плани щодо контенту

Текстові формати

Розслідування

Відеоформати

Контент для соціальних мереж

Інші види контенту

Якість контенту

Штучний інтелект в редакціях

Редакційна політика

Аудиторія та дистрибуція

Плани й перешкоди щодо розширення аудиторії

Платформи дистрибуції

Аналіз показників

Дослідження аудиторії

Потреби аудиторії

Технічний складник дистрибуції

Плани розвитку в системі дистрибуції та навчання

Погляд у майбутнє

Рекомендовані практики

Фінанси

Менеджмент

Дистрибуція

Контент

Методологія

Використані джерела

Команда

Всі дослідження

WHO WILL BE REPORTING THE NEWS TOMORROW?
How Ukrainian Local Newsrooms Are Seeking Stability in a Year of Forced Self-Reliance

Introduction

Key findings of the study

Challenges and Risks for Newsrooms

2025 compared to 2024: harder than expected

Risks Affecting Newsroom Operations

The Impact of the Suspension of USAID Funding

Power outages, shelling, and security risks

Pressure on newsrooms: from lawsuits to phishing

Funding

Overall State of Editorial Budgets

Composition of Newsroom Expenditures

Composition of Newsrooms Revenues

Comparing Media Organizations Established Before and After the Full-Scale Invasion

Grant Funding

Audience Revenue Models and Paid Access

Advertising and Commercial Revenue

Funding Sources for the Coming Year

Team Management

Team Structure: Small Newsrooms, Heavy Workload

Freelancers

Why People Leave: Mobilization, Burnout, and Compensation

Shortage of Specialists and HR Practices

The Psychological and Emotional State of Newsroom Teams

Strategic Planning and Long-Term Outlook

Content

Language

Innovations and Content Plans

Text-based Formats

Investigations

Video Formats

Content for Social Media

WHO WILL BE REPORTING THE NEWS TOMORROW?

How Ukrainian Local Newsrooms Are Seeking Stability in a Year of Forced Self-Reliance

All researches

WHO WILL BE REPORTING THE NEWS TOMORROW?
How Ukrainian Local Newsrooms Are Seeking Stability in a Year of Forced Self-Reliance

Introduction

Key findings of the study

Challenges and Risks for Newsrooms

2025 compared to 2024: harder than expected

Risks Affecting Newsroom Operations

The Impact of the Suspension of USAID Funding

Power outages, shelling, and security risks

Pressure on newsrooms: from lawsuits to phishing

Funding

Overall State of Editorial Budgets

Composition of Newsroom Expenditures

Composition of Newsrooms Revenues

Comparing Media Organizations Established Before and After the Full-Scale Invasion

Grant Funding

Audience Revenue Models and Paid Access

Advertising and Commercial Revenue

Funding Sources for the Coming Year

Team Management

Team Structure: Small Newsrooms, Heavy Workload

Freelancers

Why People Leave: Mobilization, Burnout, and Compensation

Shortage of Specialists and HR Practices

The Psychological and Emotional State of Newsroom Teams

Strategic Planning and Long-Term Outlook

Content

Language

Innovations and Content Plans

Text-based Formats

Investigations

Video Formats

Content for Social Media

Introduction

For Ukrainian regional media, 2025 marked a year of losing any remaining illusions about stability and predictability. While in 2024 some newsrooms spoke of gradually adapting to a protracted war, in 2025 the media sector faced a new wave of turbulence: the suspension of U.S. foreign assistance programs, escalating security risks, a deepening staffing crisis, and mounting psychological fatigue among media teams. At the same time, the challenges that have accompanied regional media since the start of Russia’s full-scale invasion remained unresolved: chronic funding shortages, staff deficits, dependence on grant funding, and the difficulty of long-term planning.

This context must be viewed alongside Ukraine’s broader macroeconomic situation in 2025. GDP growth slowed significantly to approximately 1.6% (compared with 5.5% in 2023 and 2.9% in 2024), while around 30% of GDP continued to be allocated to defense spending and inflation remained elevated [5]. The budget, trade, and current account deficits each exceeded 20% of GDP. GDP per capita stood at approximately USD 6,382—equivalent to 13.6% of the EU average and 22% of Poland’s level. Household savings fell to 4.4% of GDP (down from the pre-war level of 12.5%) [5], limiting the potential for reader-supported revenue models. At the same time, the advertising and communications market grew by 13% to UAH 33.4 billion (according to estimates by the All-Ukrainian Advertising Coalition) [2], although this growth was concentrated in national media outlets and digital channels. According to research by Advanter Group, the most significant challenges facing Ukrainian businesses in 2025 included unpredictable government actions (55%), a shortage of solvent customers (53%), a lack of qualified personnel (52%), and insufficient capital (40%) [5]. These same factors directly constrain businesses’ ability to invest in local advertising.

Against this backdrop, local newsrooms continued to operate while simultaneously responding to the daily realities of war and seeking to build more resilient operating models. For many, the priority was no longer growth in the conventional sense, but rather the ability to retain staff, maintain continuity of operations, and ensure basic financial stability.

This report is based on 61 survey responses submitted by independent local media outlets from across Ukraine, as well as 10 in-depth interviews with media managers. In addition, we incorporated insights from six experts specializing in media financing, management, distribution, audience engagement, and human resources.

The report examines how the challenges and risks facing local media evolved in 2025, how newsrooms navigated the crisis triggered by the suspension of United States foreign assistance programs, what their financial models look like, and the extent to which donor dependency remains entrenched. It also explores team management, content production, audience engagement, and distribution strategies. The report concludes with recommendations for media organizations, donors, and other stakeholders supporting the sector.

Key findings of the study

For most regional newsrooms, 2025 was more challenging than 2024. Only 13% of surveyed newsrooms rated it as easier or more successful than the year before.For context, in the previous wave of the study, 40% of newsrooms described 2024 as slightly easier than 2023. By contrast, the current wave points to a deterioration: 38% said 2025 was more difficult than 2024, 25% described it as just as difficult, and another 25% said it was much more difficult and stressful.

A combination of three systemic factors — the suspension of funding from United States foreign assistance programs, growing pressure from mobilization, and accumulated fatigue—made 2025 a year in which even previously stable media organizations were forced to reassess their operating models.

As in previous years, financial sustainability remained the defining challenge for regional media in 2025. Nearly three-quarters of newsrooms (72%) identified a lack of funding as one of their three most pressing problems, up from 58% in 2024. The crisis triggered by the suspension of U.S. foreign assistance programs at the beginning of 2025 affected the vast majority of surveyed media outlets: 66% assessed its impact as significant or critical, or reported that it had led to the suspension of projects. In response, many organizations intensified efforts to diversify their revenue streams. Among the most notable sources of new income in 2025 were membership and community programs (38% of newsrooms), advertising sales (26%), and platform monetization and native advertising (18%).

Staff shortages remain the sector’s second major challenge. Overall, 44% of newsrooms identified a lack of personnel as one of their most pressing problems. For the first time since this research began, mobilization emerged as the leading reason for staff departures, cited by 15 of the 61 surveyed newsrooms. It surpassed stress and burnout (13 newsrooms) and employees leaving for other jobs (12 newsrooms). At the same time, persistent shortages of sales managers (57% of newsrooms), journalists (44%), and SEO and SMM specialists (39% and 38%, respectively) continue to drive demand for commercial and technical professionals—roles that are critical for diversifying revenue streams and strengthening audience distribution.

The regional advertising market in 2025 shows a “weak recovery from a low base”: 51% of newsrooms reported that advertising revenue had increased compared to 2024. However, the assessment of the market remains largely pessimistic: 67% of newsrooms rate the regional advertising market as “very weak” or “virtually non-existent.” This confirms that advertising growth is often the result of more active efforts by specific newsrooms, rather than a systemic recovery of regional economies. Paid content and reader revenue are developing slowly: 51% of newsrooms use donations, and 43% use membership (a model of regular audience support for media), but the volume of these revenues remains insignificant in the budget structure.

The regional advertising market in 2025 showed signs of a “weak recovery from a low base”: 51% of newsrooms reported an increase in advertising revenue compared with 2024. However, perceptions of the market remain largely pessimistic, with 67% of newsrooms describing the regional advertising market as either “very weak” or “virtually non-existent.” This suggests that revenue growth is often driven by the efforts of individual media outlets rather than by a broader recovery of regional economies. Audience-supported revenue streams (including paid access to content, membership programs, donations, and other forms of direct reader support) continue to develop slowly. While 51% of newsrooms receive donations and 43% operate membership programs (a model of recurring audience support), these sources still account for only a small share of overall revenue.

In terms of content production, 2025 has definitively established the priority of short video formats. Among surveyed newsrooms, 89% produce Shorts and Reels, 56% create captioned videos, and 57% publish video interviews. Among text-based formats, longreads and feature articles (97%), news (95%), interviews (89%), and reporting (75%) remain the core of editorial output. Investigative reporting was produced by 48% of newsrooms (29 of the 61 survey respondents), and investigative journalism—alongside short-form video and analytical content—is among the areas most frequently identified for future development. Language practices have largely stabilized. All 61 surveyed newsrooms publish content in Ukrainian, while only 13% maintain Russian-language versions, primarily for audiences in temporarily occupied territories (TOTs) and abroad.

Target audiences remain relatively stable. Young people are the most sought-after audience segment, cited by 69% of newsrooms. They are followed by internally displaced persons (IDPs) (43%), entrepreneurs (36%), Ukrainians living abroad and people living under occupation (26% each), and military personnel and veterans (25%). Alongside websites, social media platforms have become primary channels for audience engagement and distribution. Among surveyed newsrooms, 93% use Facebook, 87% use Instagram, 72% use Telegram, 62% use YouTube, and 49% use TikTok. Threads is used by 21% of newsrooms, yet only one newsroom (2%) considers it a priority platform for content repackaging. Audience research remains uneven. While 43% of newsrooms actively analyze their audiences, roughly one-third of media outlets report lacking the resources to do so. Likewise, only 43% conducted a technical audit of their website in 2025. This highlights the ongoing demand for technical and audience-development support.

Psychological pressure on teams has emerged as one of the sector’s most significant challenges. Overall, 41% of newsrooms cited it as one of their three most pressing concerns. Only 16% of newsrooms rated their team’s psychological and emotional well-being as “high” or “mostly positive,” while 31% rated it as “low” or “very low.” The demand for team support measures—including retreats, access to mental health professionals, health insurance, paid leave, and other well-being initiatives—was evident in responses from newsrooms across all macro-regions.

In summary, 2025 can be described as a year of “forced maturity” for the sector. Newsrooms have lost the illusion that external grant funding is stable. They are increasingly exploring alternative revenue models, investing in community-building and distribution, and seeking to develop more resilient teams. At the same time, structural challenges—including staff shortages, limited financial reserves, and insufficient access to mental health support—remain unresolved and will continue to shape the operating environment for media organizations in 2026.

Challenges and Risks for Newsrooms

War remains the defining context in which regional newsrooms carry out their daily work. Russia’s full-scale invasion of Ukraine began in 2022, and the country has now spent four years living through the acute phase of the war, with profound consequences for society, the economy, and the media landscape. In 2025, this context was further compounded by a new factor: financial turbulence triggered by the U.S. administration’s decision to suspend U.S. foreign assistance programs [8].

Combined with intensifying hostilities, growing pressure on journalists, and the ongoing energy crisis, these developments made 2025 one of the most difficult years in the history of MDF’s research on regional media. Unlike in 2024, newsrooms no longer describe challenges as isolated or episodic. Instead, they face a persistent accumulation of overlapping crises, where each threat amplifies the impact of the others.

2025 compared to 2024: harder than expected

In 2024, approximately 40% of surveyed newsrooms described the year as “slightly easier” than 2023, while another 25% said it was “just as difficult.” In 2025, this trend reversed dramatically: only 13% of newsrooms described the year as easier, more successful, or less stressful than the previous one. In contrast, 38% said that 2025 brought more difficulties, while 25% described it as “just as difficult” and another 25% as “much more difficult and stressful.”

Those who described 2025 as more difficult primarily pointed to financial instability. However, perceptions were also shaped by the country’s energy situation, staff shortages, psychological pressures, and the growing administrative burden associated with a fragmented grant landscape, where media organizations often manage multiple small grants simultaneously instead of a few larger ones.

Newsrooms that described the year as easier most often attributed this to overcoming financial difficulties. Many noted that the emergence of new donor-funded opportunities and support from larger national media organizations reassured them that independent local media would not be left without assistance. Respondents who successfully launched audience communities or significantly increased advertising revenue were also more likely to view the year more positively.

The structure of challenges has also changed. In 2024, the three most significant challenges were staff shortages (62%), funding shortages (58%), and psychological pressure (43%). In 2025, funding shortages moved to the top of the list: 72% of newsrooms (44 out of 61) identified them as one of their three most pressing concerns. Staff shortages ranked second (44%), followed by power outages (43%) and psychological pressure (41%). Frequent shelling was cited as a major operational challenge by 34% of surveyed newsrooms, while 20% highlighted the difficulties of working in occupied territories and border regions.

Funding shortages – 72%
Staff shortages – 44%
Power outages – 43%
Psychological pressure – 41%
Frequent shelling – 34%

A defining feature of 2025 is that the nature and intensity of these challenges varied significantly across macro-regions.

Regional differences are particularly pronounced. In eastern Ukraine, 14 of the 15 surveyed newsrooms (93%) identified funding shortages as one of their main challenges, while power outages and frequent shelling were each cited by 47%. In the North, 5 of 8 newsrooms (63%) highlighted staff shortages, funding shortages, and frequent shelling as key concerns.

The picture is different in the West and the Center, where psychological pressure often ranks as the most significant challenge. It was cited by 5 of 10 newsrooms in the West and 13 of 18 in the Center (72%). In these regions, power outages and shelling were mentioned less frequently. The South represents something of a middle ground between the East and the Center: 70% of newsrooms identified funding shortages as a major challenge, while 50% cited staff shortages and power outages, and 40% pointed to shelling.

“For newsrooms near the front lines, the goal remains the same—to survive.”

Newsroom from the South

“In 2025—survive; in 2026—grow.”

Newsroom from the North

It is also worth noting how newsrooms’ strategic priorities have evolved. While in 2024 strategic goals were more often framed in terms of growth, expansion, and experimentation, responses in 2025 increasingly reflect a focus on long-term sustainability. Newsrooms spoke of ambitions such as “becoming more visible in the city and building local traditions,” “transforming the newsroom into a sustainable social enterprise,” “covering 75% of the budget through commercial revenue,” and “expanding our online presence while maintaining a print edition.” Stability, resilience, and self-sufficiency are becoming the defining priorities of strategic planning across the sector.

Risks Affecting Newsroom Operations

In this study, we distinguish between the concepts of a challenge and a risk.A challenge is an immediate obstacle that requires a response, whereas a risk is a potential future threat that may materialize but may also remain hypothetical. For independent local newsrooms, however, these categories largely overlap. This reflects the reality that they operate in an environment where potential threats frequently become real and immediate challenges.

During the in-depth interviews, media managers identified the following key risks, many of which mirror the challenges discussed above (listed in order of frequency):

financial instability and dependence on donor funding;
physical security risks and shelling;
attacks on energy infrastructure and resulting blackouts;
staff shortages, particularly due to mobilization;
psychological exhaustion and burnout;
the risk of full occupation of their territories.

“The scariest thing, of course, is occupation. We don’t talk about it openly, but this threat remains.”

Editorial team from the North

Risks that currently remain potential and have not yet become real challenges:

A shift in Western policy: some respondents expressed concern that the European Union and the United States could change their approach to supporting Ukraine. These concerns are linked to the growing influence of right-wing political forces in a number of countries.

“A shift in the interests of our key partners, the EU and the United States, could be a major obstacle. The United States could completely withdraw from Ukraine, and we’ve seen as early as 2025 that even the NED ceased operations for a time, even though it had no direct ties to the government or the White House. We’re seeing trends in Europe where more and more right-wing governments are coming to power—this could lead to a loss of systemic funding.”

Editorial Team from the South

Declining traffic due to the rise of artificial intelligence: whereas explainers and expert-authored content once drove a portion of newsroom traffic, AI increasingly fulfills these information needs directly, reducing traffic to news websites.

Legal and political pressure: some newsrooms have faced lawsuits from officials and anticipate that the situation will become more complicated.

Newsrooms actively worked to mitigate these risks in 2025. Many purchased EcoFlow power stations, generators, and Starlink terminals using donor funding or their own resources. Some organizations even equipped journalists’ homes to ensure uninterrupted remote work. Media outlets operating in border and frontline areas developed phased evacuation plans, including the rental of shared hub houses in safer regions. Hosting infrastructure and servers were relocated abroad (for example, to Germany) to ensure that websites could continue operating regardless of conditions at newsroom offices. Organizations also introduced psychological support sessions, additional leave policies, and informal team-building activities to help alleviate stress and prevent burnout.

Media managers increasingly documented policies, procedures, and onboarding processes to reduce dependence on specific individuals and improve organizational resilience. Newsrooms also invested in developing sales teams, launching merchandise initiatives, and building audience communities in an effort to reduce their critical dependence on grant funding.

The Impact of the Suspension of USAID Funding

U.S. President Donald Trump’s decision to suspend USAID programs, made in early 2025, was one of the defining shocks for the regional media sector in Ukraine. The suspension of these programs had significant implications for U.S. support to Ukraine, as the country became the largest recipient of USAID funding following the outbreak of Russia’s full-scale invasion in February 2022 [14]. As previous editions of this study have shown, USAID-funded programs—particularly those delivered through subgrants—accounted for a substantial share of donor funding for many regional newsrooms. In 2025, this source of support was effectively cut off, and the effects were felt by nearly all respondents.

Among the 61 surveyed newsrooms, 19 (31%) assessed the impact of the suspension of USAID-funded programs as significant, reporting that it jeopardized their operations or projects. Another 17 newsrooms (28%) described the impact as moderate, requiring them to scale back or postpone certain activities. Five newsrooms (8%) reported a critical impact that forced them to suspend projects altogether. Four newsrooms (7%) said the suspension had only a minimal effect, while another seven (11%) had received little USAID funding and therefore experienced no meaningful impact on their operations. Nine newsrooms (15%) reported that they had not received any USAID funding at all.

A regional breakdown shows that the crisis did not affect all areas equally. In the Center, more than half of the surveyed newsrooms (8 out of 18) assessed the impact as significant, while another two described it as critical. This group experienced the most severe effects among the newsrooms included in the survey. In the East, four newsrooms assessed the impact as significant and one as critical. At the same time, the region also included a higher number of newsrooms with limited dependence on USAID funding: three reported receiving no USAID support, and another three stated that the suspension had no impact on their operations. In the South, four out of ten newsrooms described the impact as significant and one as critical. In the West, the impact was generally less severe, with four out of ten newsrooms characterizing it as moderate. No newsrooms in the North reported a critical impact.

The most common consequences for newsrooms were reduced planning horizons and the need to quickly find alternative solutions. One-third of newsrooms reported having to cut personnel costs, while roughly one-quarter reduced spending on technical support and content projects. Eight newsrooms reported temporary suspensions of their operations, most of which lasted from one week to one or two months.

“After March 2025, when we didn’t receive part of our grant funds, our main goal became keeping the team together and continuing to publish content. Everything else is on hold until we have the resources.”

Editorial team from the North

Media organizations responded to the crisis in different ways. Some respondents described it as an “eye-opening moment”—a catalyst for reassessing their financial models, diversifying revenue streams, and investing in community-building and advertising. Others spoke openly about being forced to scale back activities and reduce staff. The burden on media managers increased significantly, as they were required to urgently secure alternative sources of funding.

“The first half of the year was all about intense crisis management, because we knew we had to find a way to cover all these costs.”

Editorial team from the Center

When asked what donor funding is most needed for, the vast majority of newsrooms pointed not to new projects, but to core operating costs. These include salaries, freelance fees, technical support, psychological support for staff, and other essential operational expenses.

Power outages, shelling, and security risks

The winter of 2024–2025 and the autumn of 2025 were marked by recurring power outages across Ukraine [9]. The energy crisis, driven by systematic Russian attacks on critical infrastructure, significantly disrupted the work of local media outlets by causing power interruptions, increasing operating costs, and undermining the stability of digital infrastructure.

Overall, 43% of newsrooms (26 out of 61) identified power outages as one of their three most pressing challenges—almost unchanged from the previous year (40%). The constant need for backup power sources, charging portable power stations, and securing reliable internet connectivity has become a routine part of newsroom operations, budgets, and logistical planning.

Data from in-depth interviews show that energy issues primarily affected traffic, as the audience often lacked internet access. It also impacted the teams’ psychological well-being due to difficult living conditions and low temperatures at home and in the offices.

“Power outages, no heating, no water, and everything else—it was very serious. And considering that we work remotely... this cold and all of that really drained a lot of energy from them (the team—ed.).”

Editorial team from the East

“Blackouts affected, for example, traffic, but they had almost no impact on our direct work, since we were very well prepared.”

Newsroom from the South

Frequent shelling was cited as a challenge to daily operations by 34% of surveyed newsrooms (21 out of 61). During the in-depth interviews conducted for this study, respondents described cases in which media workers suffered direct physical harm.

“On Journalists’ Day, I almost died; a rocket landed right next to my house. Two weeks later, a rocket hit our editor’s yard, and she was injured.”

Newsroom from the South

“They started actively shelling us sometime in the summer, around July. Drones flew in swarms practically every day. No one shot them down. And this began to have a major impact on the team’s work.”

Newsroom from the North

In response to open-ended questions about additional newsroom needs, respondents frequently mentioned backup power solutions, additional laptops and mobile phones, anti-drone equipment, and training in driving under hazardous conditions. A number of newsrooms also expressed interest in support for an “editorial house” outside the combat zone—a dedicated space where staff could temporarily relocate to rest, recover, or work remotely.

Another set of security-related challenges concerns reporting on temporarily occupied territories. Twenty percent of surveyed newsrooms (12 out of 61) identified “the complexity of working in occupied territories and border regions” as one of their three most pressing concerns. This included 5 out of 15 newsrooms in the East, 2 out of 8 in the North, and 1 out of 10 in the South. Newsrooms covering these topics reported experiencing cyberattacks and attempts by individuals using false identities to establish contact with journalists more frequently than other media outlets.

Pressure on newsrooms: from lawsuits to phishing

In 2025, 20 of the 61 surveyed newsrooms (33%) reported experiencing some form of pressure, while 41 newsrooms (67%) said they had not encountered any such incidents. At first glance, the share of affected newsrooms may not appear particularly high. However, data from the in-depth interviews and analysis of open-ended responses reveal a broad range of pressure tactics, including:

lawsuits and administrative pressure from government institutions and public utilities. Common examples include retaliation from individuals featured in media reports (particularly public officials and members of parliament), as well as attempts by law enforcement leaders and regional authorities to restrict access to public information following high-profile investigations or critical reporting;
direct threats;
physical attacks;
digital attacks, including DDoS attacks, phishing attempts, and the hacking of journalists’ personal accounts;
threats from Russian actors directed at journalists covering temporarily occupied territories.

Another form of pressure on journalists that was not reflected in this year’s data, but remains important to monitor, is pressure through mobilization. Several such cases were documented last year at both the national and local levels. Although no instances of this type of pressure were reported in this year’s sample, the mechanism itself remains a potential threat to independent journalism.

Interview data also suggest that as media outlets become more influential within their regions, pressure from authorities and local elites tends to intensify.

“The bigger we get, the greater the pressure from local authorities and criminal figures on us becomes. In other words, we already have a tense atmosphere; there have been cases of physical assaults and attacks on activists.”

Newsroom from the East

“We are often threatened: ‘We’ll take you to court.’ And last year, they actually did take us to court. Moreover, the firm was linked to our chief tax official.”

Newsroom from the South

Newsrooms working in frontline and de-occupied communities face specific security challenges—for example, false accusations of collaborating with the enemy and interference by outsiders in the work of journalism teams.

“There were attempts to exert pressure following a publication about the assets of employees at the Territorial Recruitment and Social Support Center, disregard from information managers after critical reports, and numerous phishing attack attempts.”

Newsroom in the Center

The nature of these practices suggests that, in wartime, pressure increasingly comes not only from private individuals but also from institutions that would not ordinarily be expected to interfere with journalistic work, including local government bodies, law enforcement agencies, and state administrations.

Funding

Funding is a central focus of this year’s study. In 2025, regional newsrooms were forced to navigate three interconnected financial challenges simultaneously: responding to the suspension of a significant share of U.S. foreign assistance programs, identifying alternative revenue sources (such as advertising, membership programs, paid content, and merchandise), and strengthening basic financial management practices—including building financial reserves and maintaining profit-and-loss (P&L) statements—in order to avoid falling deeper into crisis.

This section examines the overall state of newsroom budgets, the structure of revenues and expenditures, differences between media organizations established before and after the full-scale invasion, trends in grant funding and audience-supported revenue, plans for 2026, and the key financial management challenges for which newsrooms continue to seek support.

Overall State of Editorial Budgets

In 2025, the combined annual operating budget of the 60 surveyed newsrooms for which budget data were available amounted to approximately UAH 320 million. The median annual budget was UAH 3.7 million, while the average stood at UAH 5.3 million. Budget sizes varied considerably across the sample, ranging from a virtually non-existent budget—reported by a media outlet founded during the full-scale invasion and operating on a volunteer basis—to UAH 30 million for a media organization established between 2014 and 2019.

The increase in the average budget from UAH 3.2 million in 2024 to UAH 5.3 million in 2025 may appear paradoxical given the broader financial turbulence affecting the sector, but several factors help explain this trend.

First, part of the increase is purely nominal. Over the course of the year, the hryvnia depreciated against the U.S. dollar by approximately 5–7%, while domestic inflation reached around 8% [4]. Together, these factors account for up to 15% of the observed budget growth without any corresponding increase in real purchasing power.

Second, some newsrooms received one-off emergency support in 2025 in the form of “bridge grants” from European donors, which helped offset part of the funding gap created by the suspension of U.S. foreign assistance programs. For organizations that successfully secured this support, budgets increased temporarily.

Third, the 2025 sample included several larger media organizations with annual budgets exceeding UAH 10 million that were not represented in the previous edition of the study [13].

The budget that newsrooms themselves consider necessary for stable year-round operations has a median value of UAH 4.0 million—16% higher than the median of their current budgets (UAH 3.74 million). However, needs vary considerably across the sector. While 43% of newsrooms indicated that an increase of up to 20% would be sufficient, 22% said they would require a budget 1.5–2 times larger than their current one, and 8% estimated that they would need a budget at least two to three times larger.

The Inform.zp.ua editorial team from Zaporizhzhia during their annual work planning in December 2025. Electricity and the Internet are powered by an inverter and a battery provided by international partners. During the winter, the newsroom operated on a generator and inverter 60–70% of the time due to Russian shelling of energy infrastructure in Zaporizhzhia.

Photo: INFORM.ZP.UA

Significant regional variation is also evident in newsroom budgets. The highest median budgets were reported by newsrooms in the Center (approximately UAH 4.0 million, with an average of UAH 8.1 million, reflecting the presence of several large media organizations in Kyiv and major regional cities), followed by the South (UAH 4.1 million) and the West (UAH 3.4 million). The median budget for newsrooms in the East was UAH 3.5 million (average: UAH 4.5 million), while in the North it stood at UAH 2.5 million (average: UAH 4.8 million).

Reserve funds are an important indicator of organizational resilience. Across the sample, the median reserve fund in 2025 amounted to UAH 120,000, rising to UAH 200,000 among newsrooms that reported having reserves. More than a quarter of surveyed newsrooms (28%, or 17 out of 61) reported having no reserve fund at all, compared with 33% in 2024. The strongest reserve positions were observed in the West and the Center, where the median reserve among newsrooms with reserves ranged from UAH 295,000 to UAH 300,000. Similar levels were reported in the East (UAH 300,000), while the South and the North recorded the lowest reserve levels.

Nearly one-third of surveyed newsrooms (31%, or 19 out of 61) reported having sufficient financial resources to sustain operations for only one month. Almost half (49%) indicated that their reserves would last for up to three months, while just 7% had sufficient resources to operate for six months. None of the surveyed newsrooms reported having enough resources to sustain operations for a year or longer in 2025. By comparison, this figure stood at 4% in 2024 and 14% in 2023.

“We have no resources; we’re already operating on credit.”

Newsroom from the Center

Composition of Newsroom Expenditures

Salaries and freelance fees remain the largest expenditure category for regional newsrooms. On average, they account for 70% of total spending (median: 70%), with some newsrooms allocating as much as 90–100% of their budgets to personnel costs. In 2024, the figure stood at 73%, indicating that this share has remained consistently high. This reinforces a finding that has emerged across previous editions of the study: regional newsrooms devote the majority of their resources to staffing, leaving relatively limited capacity for investments in infrastructure, marketing, and technical development.

Office rent and maintenance accounted for an average of 5–8% of newsroom expenditures in 2025. Technical infrastructure costs—including internet services, software and technical tools, and equipment—accounted for 7–10%, while marketing and promotion represented 3–5%, business travel 2–4%, and other expenses approximately 5–8%.

More than one-quarter of surveyed newsrooms reported having no dedicated office rent expenses at all, reflecting their reliance on remote work. This confirms the continued shift toward hybrid and remote operating models that many media organizations began adopting in 2022–2023.

Salaries and freelance fees – ~70%
Technical infrastructure – ~8%
Office rent and maintenance – ~6%
Marketing and promotion – ~4%

In open-ended responses about priorities for 2026, marketing and targeted advertising emerged as one of the most frequently cited areas for investment. Newsrooms recognize that without additional resources dedicated to distribution, they will struggle to scale their products and reach new audiences. Low levels of marketing spending therefore represent a structural constraint, limiting the growth of audience-supported revenue models, membership programs, and advertising income.

Composition of Newsrooms Revenues

The revenue structure of regional newsrooms in 2025 remained heavily dependent on donor and grant funding. The median share of donor funding in newsroom revenues was 75%, while the average stood at 61%. Nearly half of surveyed newsrooms (43%, or 26 out of 61) derived 80% or more of their revenue from donor sources, while another 25% fell within the 60–79% range. In total, two-thirds of the sample (67%, or 41 out of 61 newsrooms) exhibited a high level of donor dependence, with more than 60% of their revenue coming from donor funding.

By 2025, many newsrooms had made a concerted effort to diversify their revenue streams, and some achieved notable results.

Advertising remained the second most important source of revenue after donor funding. Among newsrooms that generated advertising income, the median share of advertising revenue ranged between 10% and 15% of total revenues. For the most commercially successful media organizations, this figure reached 30–40%. Native advertising and sponsored special projects accounted for an additional 5–10% of revenue. Contracts with municipal enterprises and public authorities were a less common source of income (3–7%) and were often described by respondents as raising editorial independence concerns.

Audience-supported revenue—including subscriptions, membership programs, and donations—remains a relatively small component of newsroom income. In most newsrooms, these sources account for up to 5% of total revenue, while in a small number of particularly successful cases they contribute between 5% and 10%. Only a handful of newsrooms reported generating 10–15% of their revenue from audience support. Although this is an area that many newsrooms are actively seeking to develop, the actual financial returns remain modest.

Other revenue sources—including platform monetization (Meta and YouTube), sales of proprietary products (such as merchandise, magazines, and books), public events, content licensing, and custom content production—collectively accounted for approximately 5–10% of revenue in 2025. The trend is nevertheless positive: these sources represented an even smaller share of revenue in 2024.

Comparing Media Organizations Established Before and After the Full-Scale Invasion

The budgets of “new” media organizations—those established on or after February 24, 2022—are broadly comparable to those of older outlets. The median annual budget among newer organizations was UAH 3.7 million, compared with UAH 3.5 million for those founded before the full-scale invasion. Average budgets stood at UAH 4.75 million and UAH 5.4 million, respectively.

While median budget levels are broadly similar, there are notable differences in the structure and stability of these budgets. Financial reserves are generally lower among newer media organizations. The median reserve fund amounted to UAH 87,500, compared with UAH 150,000 among outlets established before the full-scale invasion. As expected, newer organizations also tend to be more dependent on donor funding. While the average share of donor funding was identical for both groups (61%), the median figures differed: 80% for newer organizations, compared with 70% for older ones.

The 2025 sample included 51 media organizations established before February 24, 2022, and 10 founded after the start of the full-scale invasion. The average share of donor and grant funding in total revenue was identical across both groups, at 61%. Beyond that, however, their revenue profiles diverge significantly.

Among “older” media organizations, advertising represented the second-largest source of income, accounting for 17.8% of revenue on average. For “younger” organizations, advertising contributed only 7.5%, while support from owners played a much larger role (10.5% versus 1.9%), as did contributions from businesses and philanthropic sources (9% versus 3.2%). Revenue from contracts with local governments or public procurement tenders was entirely absent among” younger” media organizations, compared with 2.9% among “older” outlets.

Grant Funding

In 2025, the newsrooms included in the sample submitted a total of 544 grant applications (median: 12 applications per newsroom, with some submitting as many as 40) and received 207 grants (median: 3.5 grants; average: 4.3). This translates into a typical application-to-grant conversion rate of approximately 25–30%, broadly consistent with previous years. At the same time, the most active media organizations submitted significantly more applications than the median and accounted for many of the sector’s most successful fundraising outcomes.

Grant applications submitted – 544
Grants received – 207
Median number of applications per newsroom – 12
Application-to-grant conversion rate – ~30%

Grant funding trends over the final six months of 2025 were mixed. Thirty-four percent of newsrooms (21 out of 61) reported an increase in grant income, 33% (20 newsrooms) reported no change, and 25% (15 newsrooms) reported a decline. The picture was more negative in 2024, when only 21% of newsrooms reported an increase in grant funding, compared with 32% in 2023.

Taken together, these findings suggest that 2025 brought a partial recovery in grant funding for some media organizations, driven primarily by European donors and specialized support programs. Competition for grant funding, however, remains intense.

“It’s terrifying. A ring, a duel—a place of fierce competition. Again, donors are also very selective when it comes to media; there are a thousand criteria.”

Newsroom from the North

“These things have appeared that are called ‘closed calls,’ meaning donors invite only selected newsrooms that meet the criteria—and work with them.”

Editorial team from the North

The most common form of grant support in 2025 was project-based funding, received by 89% of surveyed newsrooms (54 out of 61). Institutional funding was the second most common type, supporting 46% of newsrooms (28 out of 61). Some organizations also reported receiving microgrants for backup power equipment, legal assistance, content production fellowships, and other small-scale grant support.

Among the donors most frequently mentioned by respondents were Internews, the German Marshall Fund, the European Endowment for Democracy, the Ukrainian Media Guild, IWPR, and European Union funding programs. An additional source of support came from the Media Development Foundation, which provides both institutional funding and microgrants for local media organizations.

Newsrooms themselves view their reliance on donor funding as substantial. Overall, 54% described it as high, 30% as absolute, 11% as moderate, 3% as low, and 2% as minimal or non-existent. While these figures closely resemble those reported in 2024, the situation has changed in qualitative terms. For the first time since the study began, a significant share of newsrooms identified reducing their dependence on donor funding as one of their key strategic priorities.

Despite the sector’s continued reliance on donor support, there are signs that its share of overall funding is gradually declining. In 2024, 61% of newsrooms covered between 80% and 99% of their expenses through grants. By 2025, that figure had fallen to 42%.

The media donor landscape in 2025 was characterized by unequal access to resources and a predominance of short-term, small-scale grants over longer-term funding opportunities.

As in previous years, donor funding remained more accessible to media organizations operating in frontline regions, where dedicated emergency support programs are available. This trend was already evident in 2024 [10] and emerged again in this year’s in-depth interviews. At the same time, media organizations based in rear regions are often viewed as lower priorities for financial support. Importantly, these areas also include regions that continue to experience frequent shelling—particularly in northern Ukraine—which makes achieving financial self-sufficiency especially difficult. Despite these challenges, media organizations in such regions generally have fewer opportunities to secure grant funding.

A new trend in 2025 was the growing use of so-called “invitation-only calls.” As respondents noted during the in-depth interviews, some donors increasingly rely on invitation-only funding opportunities for a limited group of media organizations rather than open competitions. Typically, these opportunities are offered to organizations that have previously collaborated with the donor or meet specific eligibility criteria. This practice further intensifies competition for access to funding.

Media managers also reported a decline in both the size and duration of grant funding. According to the in-depth interviews, the average project budget ranges from €15,000 to €20,000, while project durations typically last between two and six months. To cover an annual operating budget, media managers often have to administer between seven and ten small projects simultaneously. Some respondents interpreted this trend as a sign of limited trust in the Ukrainian media sector.

“In my opinion, this is simply a sign of a lack of trust in Ukraine, in Ukrainian media. Because if there were trust, they would probably provide more money for the long term with less reporting.”

Newsroom from the South

In 52% of surveyed media organizations (32 out of 61), grant applications are primarily prepared by the director, CEO, or editor-in-chief—that is, the organization’s leader. In 20% of cases (12 out of 61), this responsibility is assigned to a dedicated staff member, such as a fundraiser, grant writer, or partnerships manager. In 5% of organizations, applications are prepared by staff whose primary role lies elsewhere, including journalists and editors.

In approximately 22% of media organizations, grant applications are developed collaboratively. A typical combination includes the head of the organization, a financial manager, and a grant manager, although some respondents reported involving nearly the entire team in the process.

This distribution has changed little compared with previous years. In practice, most media organizations still lack a dedicated grant management role, which remains a structural constraint. The 2025 data also suggest that organizations with a designated grant specialist tend to submit more applications and secure more grants on average.

Journalists Serhiy Nikitenko (MOST) and Petro Kobernyk (IRS-Pivden) are filming a story about a farmer who continued working near the front line. Three weeks later, he was killed in his field.

Photo: Olena Hnitetska

Audience Revenue Models and Paid Access

In 2025, audience-supported revenue evolved from a desirable but relatively uncommon source of income into a core component of many newsrooms’ sustainability strategies. Overall, 51% of newsrooms (31 out of 61) relied on voluntary financial contributions (donations), 43% (26 out of 61) operated membership programs or community initiatives, 25% (15 out of 61) generated revenue through merchandise sales, and 7% (4 newsrooms) used crowdfunding to support individual projects. At the same time, 25% of newsrooms (15 out of 61) reported that they did not engage in audience-supported revenue initiatives at all in 2025.

The primary advantage of the membership model is predictability. Unlike one-time donations, recurring contributions allow media managers to plan budgets several months in advance. Beyond the financial benefits, membership programs help build a community around the media brand, fostering a sense of connection and shared ownership among supporters.

“For us, a small but predictable amount is truly better than an unexpected large donation, because it allows us to plan our actions in advance.”

Editorial team from the East

The landscape has changed significantly. In 2024, audience communities and membership programs were still relatively rare among regional newsrooms. By 2025, however, they had become a widespread strategic focus. Overall, 34% of newsrooms (21 out of 61) launched an audience community in 2025, while another 23% (14) were in the process of doing so. A further 16% (10) had established communities prior to 2025, and 23% (14) reported that they did not yet have a community but planned to create one.

For the purposes of this study, a community is defined as an organized group of audience members with whom a newsroom engages on a regular basis. This may include a membership program, a supporters’ community, closed groups or chats, a club, or recurring events for members.

Community launched in 2025 – 34%
Currently being launched – 23%
Established before 2025 – 16%
No community yet, but planning to create one – 23%

Among the platforms used to manage audience-supported revenue, the most common are Patreon, Buy Me a Coffee, Monobank, Privat24, and specialized website plugins. Some newsrooms have also developed their own subscription management systems through integrations with CRMs, Google Sheets, or Telegram bots. However, this approach is far from simple: managing membership programs is frequently described as a disproportionately time-consuming process.

Newsrooms’ self-assessment of their audience-supported revenue efforts remains modest. Overall, 33% of newsrooms described this area as “not developed at all,” while 52% considered it “insufficiently developed.” Only 13% rated their efforts as “satisfactorily developed,” and just 2% (one newsroom) described them as “well developed.” In other words, 85% of surveyed newsrooms view their audience-supported revenue activities as underdeveloped.

The main challenges include a limited base of paying supporters, low willingness among regional audiences to make recurring contributions, and the need for more systematic marketing and communication of the value that independent media provide.

Newsrooms have generally succeeded in attracting their most loyal supporters—the first 20 to 50 members or contributors—but many quickly reach a plateau, after which community growth slows significantly. At present, audience-generated revenue typically covers only specific expenses, such as software and service subscriptions or the salaries of one or two journalists. Its contribution to overall newsroom budgets remains modest, usually accounting for no more than 5% of total revenue and only rarely reaching 10%.

No audience contributions – 57% of newsrooms (35 out of 61)
Audience contributions account for 2–5% of the budget – 33% (20 out of 61)
Audience contributions account for 5–10% of the budget – 5% (3 newsrooms)
Audience contributions account for 10–30% of the budget – 5% (3 newsrooms)

“I’m worried about the community because we easily got our first, say, 50 subscribers, but it’s been really hard to grow from there. So we want to take some time now to learn and rethink our concept.”

Editorial Team from the East

What Distinguishes Successful Community-Building Initiatives?

As of 2025, newsrooms that have achieved strong results in community-building—such as attracting 100–200 active members—tend to share several common characteristics. Most notably, they approach community development as a strategic business function and invest dedicated resources in its growth.

Having a dedicated person in charge — audience revenue is not managed directly by the CEO, but by a community manager or another staff member with clear responsibility for membership growth and engagement.
In-depth audience research — before launching a community, these organizations conducted research into the needs and motivations of their audiences. This typically included both broad surveys and in-depth interviews to better understand why people choose to support independent media.
Investment in infrastructure — successful organizations rely on automated systems, databases, and CRM tools that enable them to track transactions, manage supporter information, and maintain ongoing relationships with members.
Leveraging unique expertise— some media organizations draw on experience from other fields—such as organizing festivals, events, or community initiatives—to create additional value for members.
A high-quality marketing strategy — communities are treated as distinct products that require their own strategy, promotional budget, regular marketing campaigns, and ongoing measurement of performance and return on investment.
Professional mentoring support — several successful newsrooms received guidance from mentors, including experts from the Media Development Foundation, helping them establish a strong foundation for long-term community development.

Media managers do not share a common view on which audience revenue tools are the most effective. Each approach comes with its own advantages and limitations, and its success depends largely on a newsroom’s level of experience and the strength of its internal processes.

Audience revenue tools used by local media:

Offline events — concerts, meet-and-greets with newsroom staff, and members-only discussions. Media managers view these activities as an effective way to strengthen relationships with their audiences. At the same time, they note that event management is resource-intensive and may not be sustainable for organizations without relevant experience.
Closed communities and chats — direct communication with journalists through platforms such as Telegram, where members can influence editorial priorities or receive news before it is published more broadly. While this format helps foster a sense of closeness and engagement, it also creates additional demands on newsroom staff. Several respondents noted that participation levels in such groups often remain relatively low.
The freemium model — providing core content free of charge while offering premium content, particularly in-depth analysis or archival materials, through subscriptions or membership programs. Respondents highlighted both the innovative nature of this approach and the relatively low level of competition in this space. However, uncertainty remains regarding audiences’ willingness to pay for premium content.
Merchandise — offered either as a standalone product or as a benefit linked to subscriptions or membership programs.

Respondents also identified several approaches that have proven ineffective for their organizations. These include paid promotion without a clearly defined audience strategy, attempts to replicate national media models without adapting them to local realities, and generic appeals for support (such as adding a donation button without a clear understanding of audience needs or a compelling value proposition).

Key Challenges in Developing Audience Revenue:

Lack of a clear value proposition — many newsrooms struggle to define their unique value and communicate why audiences should financially support them.
Limited brand recognition and perceived value — while many organizations have invested heavily in content production, they have often devoted less attention to building a recognizable brand that audiences are willing to support financially.
Weak audience and message segmentation — membership offers and fundraising appeals are often insufficiently tailored to specific audience segments, resulting in low conversion rates for subscriptions, memberships, and donations.
Lack of strategic focus and consistency — community-building is frequently treated as a secondary task rather than a core organizational priority. While some newsrooms conduct audience research, they often lack the resources needed to implement sustained follow-up actions.
Technical barriers — transitions to new payment systems (such as LiqPay) and technical failures can disrupt recurring payments and lead to the loss of supporters.
Shortage of qualified specialists — there are very few professionals with expertise in audience community development, and those with relevant experience often command salaries that exceed what newsrooms can afford through membership revenue alone.
Low staff motivation and turnover — because audience revenue initiatives typically generate results gradually, staff responsible for these efforts may lose motivation over time. Some newsrooms cited this as a reason for not launching community programs at all.
The ethical dilemma of audience revenue — some newsrooms remain hesitant to actively seek financial support from audiences while donations to the military remain a national priority. This influences both the scale and pace of community-building efforts.
Reputational risks and barriers to public support — in smaller communities, public figures may be reluctant to openly support independent watchdog media that scrutinize local authorities, fearing negative consequences for their relationships with influential local actors.

“Everyone is somehow connected to one another. It turned out we miscalculated here. We were confident that our target audience was precisely politicians, lawmakers, and public figures. But they are very cautious about this and think: ‘Do I need this or not?’”

Editorial team from the East

“We got off to a great start; we already had 200 subscribers in the first month. But, as it turned out, reader communities are highly dependent on the proper functioning of the technical tools that handle subscriptions. If they don’t work correctly (and we’ve had that experience), people start unsubscribing or simply dropping off—and they might not even realize it.”

Editorial team from the North

“We haven’t established our brand’s value—the value of our brand and the fact that people are willing to pay for it. That is, we have a large number of unique visitors every day, very positive reactions, and reach on social media, but these aren’t the people who are willing to give us money, so to speak.”

An editorial team from the Center

“We obviously focused on content and quality; we didn’t focus on building the brand and making it more appealing.”

Editorial team from the Center

Advertising and Commercial Revenue

Commercial monetization opportunities for regional media remained limited in 2025. The regional advertising market continued to be weak: 36% of surveyed newsrooms (22 out of 61) described it as “very weak,” 31% (19) as “virtually non-existent,” 25% (15) as “limited but functional,” and only 5% (3 newsrooms) as “fully developed.” In other words, two-thirds of newsrooms (67%) operate in environments where advertising opportunities are either extremely limited or effectively absent. The situation was broadly similar in 2024, although a slightly larger share of respondents at that time characterized their local advertising market as “limited but functional.”

According to respondents, businesses in frontline regions are themselves in need of support. Constant shelling and FPV drone attacks have forced many large companies either to relocate or to redirect resources toward more urgent operational needs rather than advertising and promotion. In some areas, entire sectors of the local economy have been severely disrupted. For example, in southern Ukraine, the closure of ports has effectively paralyzed parts of the logistics sector. At the same time, relocated businesses often see little reason to pay for media coverage, as local media outlets frequently report on them free of charge.

Here, businesses need to help themselves… we have many large businesses… they relocated because their production facilities were destroyed or damaged.”

Newsroom from the North

“Relocated businesses very often don’t see the need to pay, because people are already writing about them.”

Newsroom from the East

Despite the weakness of the regional advertising market, revenue trends in 2025 were generally positive. More than half of surveyed newsrooms (51%, or 31 out of 61) reported an increase in advertising revenue compared with 2024. By contrast, 18% (11 newsrooms) reported a decline, 15% (9) saw no change, and 16% (10) reported having no advertising revenue at all.

This is a notable finding. It suggests that many newsrooms are actively developing commercial revenue streams despite challenging market conditions, and that advertising can serve as a meaningful complement to donor funding.

Data from the in-depth interviews suggest that some media organizations were able to cover as much as 60–70% of their operating costs through advertising revenue during peak months. Several outlets—particularly in the West, Center, and South—consistently generate enough advertising income to cover 30–50% of their annual budgets. However, for most organizations in the sample, advertising still accounts for only 3–13% of total revenue, an amount that often does little more than cover the salary of a single advertising manager.

“We’ve seen our first truly successful cases where we were able to cover 10%, then 15%, and finally 25% of our operating costs solely from advertising revenue.”

Editorial team from the Center

“Advertising went quite well in 2025. We sometimes covered as much as 40% of our monthly revenue with it. Sometimes, of course, it was a smaller amount, like 17 or 20 percent. I’m setting 30% as my target.”

Editorial team from the South

“This is definitely a weak source of revenue. That is, only 5% of the total budget. It barely covers the salary of the advertising manager, and there’s just a little bit left over. So, as of now, this can’t be called an alternative or even a mainstay.”

Editorial team from the East

What sets cases with growing advertising revenue apart:

Newsrooms that are successful in advertising are distinguished, first and foremost, by a business-oriented approach and positioning, where the commercial department must work just as intensively as the editorial department:

Having a dedicated staff—successful newsrooms have separate sales managers rather than relying on the organization’s leadership to handle these functions.
Encouraging competition among advertising managers—for example, by implementing dashboards and shared tracking tables.
Streamlining operational processes within the team.
Specialized media kits — creating professional commercial proposals with specific service packages and clearly defined stages of collaboration.
Focus on results for advertisers—shifting from an “advertising in media to support the media itself” approach to the specific value that collaboration can bring to the client.
Transparency and accountability — the implementation of mandatory reports on reach and ranking in Google following the release of advertising content. This allows you to measure the effectiveness of a marketing campaign (ROMI — Return on Marketing Investment).
Customer retention — discounts or additional services if the metrics from the previous ad campaign did not meet the planned goals.

Throughout 2025, independent local media used the following tools for monetization:

Programmatic (automated ad buying);
SEO advertising;
Collaboration with major advertising agencies (Netpic, Bidmatic);
Specialized media kits;
Video monetization;
Providing other services and launching offline businesses: opening our own coffee shops, offering consulting services, renting out studios for filming, etc.

Main challenges in generating advertising revenue:

A staffing crisis—a shortage of qualified sales managers who know how to sell media specifically. Staff often move to national companies or the IT sector due to higher salaries.
Competition with influencers and bloggers—local entrepreneurs often fail to recognize the value of institutional media, preferring the quick reach offered by social media.
Unequal access to large business communities that prefer to work only with “their own.”

Among the main constraints on advertising revenue in 2025, newsrooms identified:

Limited sales capacity — 26% of newsrooms (16 out of 61);
Weak local economies and challenging market conditions — 26% (16 out of 61);
Business closures and relocations — 15% (9 out of 61);
Security risks — 10% (6 out of 61);
A deliberate decision not to pursue advertising due to editorial considerations — 10% (6 out of 61).

It is worth noting that sales managers are the most in-demand specialists across the sector: 57% of surveyed newsrooms (35 out of 61) reported a need for this role.

These findings suggest that the challenge is not solely a shortage of advertisers or the weakness of local markets. Equally important is the limited capacity of many newsrooms to systematically develop and manage advertising as a revenue stream. Evidence from the in-depth interviews further confirms that the shortage of qualified sales professionals is one of the key factors constraining the growth of advertising-based business models.

“Right now, the biggest pain point is sales. Because another factor here is that salespeople earn less in the regions. Consequently, if someone is skilled, they can work for national media. And in general, there are very few media salespeople in all of Ukraine. That is, it’s a highly specialized skill that is not really taught anywhere.”

Editorial team from the South

Strategic priorities and limited organizational resources often shape newsrooms’ willingness to expand their advertising activities. Some media managers view advertising as an inherently complex revenue model. Their concerns extend beyond the risks associated with working with questionable partners and include internal trade-offs within newsrooms. Producing advertising and sponsored content requires time and staff resources that could otherwise be devoted to public-interest journalism and editorial work. As a result, the development of advertising departments is often deprioritized in favor of content production and audience-focused activities.

“I don’t like the situation where a journalist has to choose: write about corruption at city hall or about a new pizzeria opening in town.”

Editorial team from the South

In terms of financial management, newsrooms are gradually adopting more systematic approaches to planning and financial oversight. Overall, 70% of surveyed newsrooms (43 out of 61) prepare profit-and-loss (P&L) statements. Among them, 30% (13 out of 43) do so on a monthly basis, 23% prepare them annually, 21% quarterly, 19% every six months, and 16% on an as-needed basis.

At the same time, demand for financial management support remains high. More than half of surveyed newsrooms (54%, or 33 out of 61) reported a need for additional assistance, particularly in the areas of revenue diversification, financial planning, and the development of advertising-based revenue streams.

In most newsrooms, key advertising functions remain concentrated in the hands of senior management. CEOs and directors often negotiate directly with major clients and oversee budget planning, as they are reluctant to delegate these responsibilities to less experienced staff. At the same time, the recruitment of advertising and sales specialists has become a systemic challenge. Experienced sales professionals tend to prefer positions in national media organizations or the IT sector, where salaries are significantly higher, while local media face a shortage of candidates with an understanding of media sales. As a result, many organizations are increasingly investing in the retraining of existing staff, including assistants, SMM managers, and other team members.

Analysis of managers’ assessments of their advertising teams reveals a significant gap between the ability to execute routine tasks and the adoption of a genuinely commercial mindset. The most common weakness among sales teams is passivity: rather than proactively seeking new clients, managers often limit themselves to responding to incoming inquiries. As a result, advertising revenue in many cases barely covers the salary of the advertising manager.

By contrast, stronger teams are able to clearly demonstrate their value to businesses through measurable results and concrete performance indicators. A lack of experience remains the primary constraint, often forcing senior managers to engage in close supervision and rely on external experts to help organize and strengthen the work of their sales departments.

Funding Sources for the Coming Year

Among the funding sources that newsrooms identify as most important for 2026, grant funding ranks first, cited by 77% of respondents (47 out of 61 newsrooms). This highlights the gap between newsrooms’ long-term strategic ambitions and their current financial realities. Despite ongoing efforts to diversify revenue streams and reduce reliance on donor support, grants remain the sector’s primary source of funding.

Advertising ranks second among the funding sources that newsrooms consider most important for 2026, cited by 69% of respondents (42 out of 61), followed by membership programs in third place (44%, or 27 newsrooms). Other sources include merchandise and proprietary products (26%, 16 newsrooms), platform monetization (15%, 9), corporate philanthropy (15%, 9), commissioned content production (11%, 7), and native advertising and special projects (10%, 6).

The growing importance of commercial revenue streams is particularly noteworthy. Expectations for commercialization have increased significantly, while merchandise sales and platform monetization have emerged as meaningful sources of income. Both were largely absent from newsroom planning in 2024.

Among the new revenue sources that emerged in 2025, membership programs and recurring audience contributions ranked first, cited by 43% of newsrooms (26 out of 61). Custom content production followed in second place (33%, or 20 newsrooms), while advertising sales ranked third (26%, or 16 newsrooms). Other newly emerging revenue sources included platform monetization (21%, 13 newsrooms), donor funding from new support programs (18%, 11), native advertising and special projects (18%, 11), and merchandise sales (16%, 10). At the same time, 20% of newsrooms (12 out of 61) reported that no new revenue sources emerged in 2025 and that their funding structure remained largely unchanged from 2024.

When asked where additional donor support would be most valuable, newsrooms most frequently cited staff salaries and team stability (mentioned in more than half of open-ended responses), followed by technical equipment and backup power solutions (approximately one-third of responses), community and membership development, investigative journalism, and training and mentorship opportunities. A notable shift in 2025 is the growing demand for institutional support rather than project-based funding alone.

“Overall, first and foremost, we need funds for salaries because we need an additional staff member. We would also like to receive funding for the editorial team to learn English and for a comprehensive grant-writing course starting from scratch.”

Editorial team from the Center

“To implement projects that will significantly reduce our newsroom’s dependence on grant funding (projects related to community development and activities, the advertising department, and new areas of focus)...”

Editorial team from the North

Team Management

Team Structure: Small Newsrooms, Heavy Workload

A total of 780 people are employed across the 60 surveyed newsrooms that reported team size data (one newsroom did not provide this information), excluding freelancers. The median team size is 10 employees, while the average is 13. Team sizes are concentrated in the mid-range segment: 18% of newsrooms employ up to five people, 38% have between six and ten employees, 27% have between 11 and 20, and 17% employ 21 or more staff members.

The combination of editor-in-chief and CEO (or director) responsibilities remains common in Ukrainian regional media. More than half of surveyed newsrooms (51%, or 31 out of 61) reported that both functions are performed by the same person. In smaller organizations, this arrangement is often driven by financial necessity and helps reduce administrative costs. At the same time, it can create challenges for strategic planning, organizational development, and team management. Overall, 52% of newsrooms (32 out of 61) reported having a dedicated financial manager or finance director.

Freelancers

Freelancers (external professionals engaged to perform specific tasks—ed.) have become an integral part of the staffing model for regional media. Every newsroom in the 2025 sample reported working with freelancers in some capacity.

By comparison, in 2024, 10% of newsrooms did not engage freelancers at all. The 53 newsrooms that provided data on freelancer numbers (along with eight additional organizations that reported using freelancers but did not specify the exact number) collectively worked with approximately 335 freelance professionals. The median newsroom engaged five freelancers, while the average was 6.3. The range was considerable, varying from a single freelancer in the smallest organizations to 21 in the largest.

The use of approximately five freelancers per newsroom has remained the typical model for regional media for at least the second consecutive year:

1–5 freelancers — 64% of newsrooms (39 out of 61);
6–10 freelancers — 19% (10);
11–15 freelancers — 6% (3);
16–30 freelancers — 2% (1);
Use freelancers but did not specify the number — 13% (8).

In terms of collaboration frequency, journalists and content contributors are the most commonly engaged freelance professionals. More than half of surveyed newsrooms (52%, or 31 out of 61) reported working with them on a regular basis—several times a week or month. Video specialists ranked second, with 33% of newsrooms (20) reporting regular collaboration.

Accountants formed the third-largest group: 28% of newsrooms (17) worked with them regularly, while another 13% engaged them on a quarterly basis. Taken together, this means that more than 40% of surveyed newsrooms outsource accounting functions to freelancers or external service providers, while 48% employ an in-house accountant.

Newsrooms also reported regular collaboration with designers (27%, or 16 newsrooms) and correspondents or reporters (24%, or 15 newsrooms).

SEO specialists represent a different pattern of freelance engagement. Only 14% of newsrooms reported working with them regularly, while 33% do so periodically—several times a year, once, or on a quarterly basis. This reflects the nature of SEO work, which typically does not require continuous involvement but can generate significant results through periodic interventions.

A separate category includes specialists whom most newsrooms do not engage on a freelance basis at all. These include editors, news reporters, communications and SMM specialists, and advertising managers. Between 67% and 72% of surveyed newsrooms reported that they do not collaborate with such professionals as freelancers.

For editors and news reporters, this is largely expected, as daily editorial work requires close integration within the newsroom. In the case of SMM and advertising managers, however, the situation reflects a structural constraint. Newsrooms generally prefer to keep these functions in-house, yet these are also among the positions facing the most acute staffing shortages. Sales managers and SMM specialists rank among the most difficult roles to fill (57% and 38%, respectively; see the section “Shortage of Specialists and HR Practices”).

In open-ended responses, newsrooms also identified a wide range of freelance specialists engaged for specific tasks, including photographers, animators, long-form writers, video editors, social media managers, sports reporters, website IT specialists, media monitoring staff, and experts in AI tools and technologies.

A small number of newsrooms reported a more fundamental shift in their staffing model, having moved journalists entirely to freelance or fee-based arrangements and eliminated full-time reporting positions. This represents a distinct form of hybrid newsroom organization that merits closer observation in future waves of the study.

Why People Leave: Mobilization, Burnout, and Compensation

In 2025, a total of 124 people left the surveyed newsrooms (median: two departures per newsroom). During the same period, newsrooms hired 122 new employees (median: two hires per newsroom). While the overall balance between hires and departures remained close to zero, many organizations appear to be operating in a state of continuous staff turnover.

Among the reasons for staff departures in 2025, mobilization ranked first, cited by 25% of surveyed newsrooms (15 out of 61). Stress and burnout were the second most frequently reported reason (21%, or 13 newsrooms), followed by employees leaving for other jobs (20%, or 12 newsrooms) and relocation to another region or country (18%, or 11 newsrooms). Family circumstances and staff reductions were cited by 13% and 11% of newsrooms, respectively.

Data from the in-depth interviews suggest that low pay is an underlying factor in staff turnover, as it contributes to both burnout and employees’ decisions to seek other job opportunities—the second and third most common reasons for leaving, respectively.

When it comes to stress and burnout, uncertainty appears to be a key contributing factor. Respondents repeatedly highlighted the psychological burden associated with a lack of clarity about their future prospects, including career development, compensation, the long-term sustainability of their newsroom, and the future of the media sector more broadly. This uncertainty places significant strain on both employees and newsroom managers.

While departures are often formally attributed to a move to another job, media managers noted that the underlying causes are frequently more complex. These may include a mismatch between an employee’s expectations and the realities of the role, as well as conflicts related to values, organizational culture, or management style.

“When we hear what the salaries are for cashiers at Silpo, we realize we don’t even make as much as a cashier. It’s demotivating; people just need money.”

Editorial team from the West

“It’s hard to compete with international institutions. They offer great salaries, twice as high as in the media.”

Newsroom from the South

“I feel like I’m not really making it through this life because of the workload. The lack of predictability is very mentally draining.”

Newsroom from the East

“People who are sensitive to uncertainty have left the newsroom.”

Newsroom from the West

One newsroom reported experience working with a demobilized veteran, but the collaboration proved challenging due to health-related limitations and the demands of a fast-paced newsroom environment. In particular, balancing professional responsibilities with necessary medical treatment and rehabilitation was difficult.

As more media organizations are likely to encounter similar situations in the coming years, the sector will need to develop appropriate approaches to supporting veteran reintegration. Potential measures include flexible working arrangements, project-based forms of collaboration, and mentorship roles that enable veterans to remain active in the profession without being exposed to excessive operational demands.

Regional differences are also evident in the reasons for staff turnover. In the Center and the West, mobilization has emerged as the most frequently cited reason for losing team members. In the East and the South, staff departures are additionally driven by relocation and layoffs. In the North, burnout has become a major factor alongside mobilization, with newsrooms describing it as a consequence of prolonged work under frontline conditions.

“Resolve the critical issue related to the risk of mobilization of the male members of the team. This risk casts a huge shadow over the future of the media as such; in essence, it is an existential threat to the media.”

Newsroom from the Center

Among the staff retention measures described by newsrooms, two broad categories predominate. The first consists primarily of financial incentives, including salary increases, the creation of reserve funds for unforeseen expenses, and the regular payment of freelance fees and honoraria.

The second category includes organizational and well-being measures, such as in-person team meetings, retreats, paid leave, and access to mental health support. These initiatives are intended to strengthen team cohesion, reduce burnout, and improve overall staff well-being.

Shortage of Specialists and HR Practices

When asked about staffing shortages, commercial roles ranked first among the most difficult positions to fill. A total of 57% of surveyed newsrooms (35 out of 61) reported a shortage of sales managers. This was followed by journalists (44%, or 27 newsrooms), SEO specialists (39%, 24), SMM managers (38%, 23), videographers (31%, 19), designers (30%, 18), marketers (28%, 17), IT specialists (26%, 16), and operations and communications managers (25% each, 15). Shortages of news editors and correspondents were reported less frequently (16–20%), as many newsrooms are able to cover these functions with existing staff.

This distribution is revealing. The sector is facing shortages not only of journalists, but increasingly of professionals who can strengthen the commercial, technical, and digital capacities of media organizations. This reflects the broader strategic shift underway in 2025: from grant-dependent content organizations to media businesses with more diversified revenue models. Commercial, technical, and audience-development expertise remain among the most significant gaps in supporting this transition.

Among formally adopted HR policies, the most common are equality and non-discrimination policies (48% of newsrooms, or 29 out of 61), working time and leave policies (41%, 25), onboarding and staff adaptation procedures (41%, 25), staff development and training policies (36%, 22), performance evaluation and feedback processes (33%, 20), termination and exit procedures (31%, 19), and recruitment policies (26%, 16).

At the same time, 28% of surveyed newsrooms (17 out of 61) reported having no formal HR policies in place.

For comparison, in 2024, 58% of newsrooms reported having at least some core HR policies, most commonly related to equality and non-discrimination, working time, and leave arrangements.

Demand for training and capacity-building in 2025 is concentrated in three main areas: advertising sales and fundraising, investigative journalism, and SMM/SEO, particularly among newsrooms investing in short-form content. Emerging training priorities for 2025 include the integration of AI into editorial workflows, mobile journalism, OSINT (open-source intelligence), social media monetization, and monitoring, evaluation, and learning (MEL).

The in-depth interviews with media managers identified several HR processes that have become particularly challenging:

1. The recruitment and selection of qualified staff. In the in-depth interviews, media managers identified the following challenges:

Mismatch between newsrooms and candidates — media managers reported difficulties with candidate quality and professionalism during the recruitment process, citing issues such as poorly prepared applications and unprofessional behavior during interviews (for example, eating during an interview, not turning on a camera, or participating from a noisy environment).
Value alignment — respondents emphasized that the main challenge is often not a lack of professional skills, but finding people who share the newsroom’s mission, values, and working culture.
Challenges associated with younger candidates (Gen Z)— some media managers reported difficulties working with younger generations, citing concerns about motivation, work habits, and sensitivity to workplace interactions. These observations reflect the perceptions of respondents rather than objective assessments of an entire generation.
Shortage of specialized professionals — newsrooms reported particular difficulties in recruiting community managers, sales managers, and other specialists with expertise in audience development and commercial operations.

2. Onboarding and staff integration — staff turnover remains relatively high across the sector. In the absence of dedicated HR professionals, onboarding new employees often requires a significant time commitment from directors, CEOs, and editors-in-chief, reducing the time available for strategic and operational management.

3. Systematization of HR processes — as organizations grow, informal and intuitive management approaches become less effective. However, many newsrooms are only beginning to introduce structured HR systems and automation tools, such as PeopleForce, Notion, and standardized checklists, in an effort to move away from manual management practices.

4. Terminations and professional separation — respondents described staff departures and termination processes as one of the most emotionally challenging aspects of HR management. During wartime, decisions about ending employment relationships are complicated by both legal and human considerations, particularly when employees are experiencing displacement, personal loss, or family members serving on the front line. Media managers noted that professional separations are often handled poorly, creating long-term interpersonal tensions and, in some cases, reputational risks for the organization.

“When we’re looking for a specific candidate, it turns into hell. We might have three interviews a day with these kinds of people... For example, someone sitting there eating soup in a restaurant and slurping during the interview.”

Editorial team from the Center

“Going through the entire onboarding process from scratch with every new person is an incredible drain on my time personally.”

Editorial team from the South

The Psychological and Emotional State of Newsroom Teams

Only 16% of surveyed newsrooms (10 out of 61) rated their team’s psychological and emotional state as “high” or “mostly positive.” The majority (52%, or 32 newsrooms) described it as “average, with occasional difficulties,” while 25% (15 newsrooms) characterized it as “low, with frequent stressful situations.” A further 7% (4 newsrooms) reported a “very low” level, marked by constant stress and tension.

Among the top three challenges related to team management, 41% of newsrooms (25 out of 61) cited staff fatigue, 28% (17) highlighted the difficulty of retaining talented professionals, 25% (15) pointed to challenges in time and workload management, 23% (14) identified the mobilization of male team members as a major concern, and 16% (10) cited team safety.

Together, these factors contribute to an uneven distribution of workload within newsrooms. As a result, some employees are required to take on additional responsibilities while others are on extended sick leave, relocating, serving in the military, or recovering from periods of professional exhaustion.

The demand for team support measures is a recurring theme throughout newsroom responses. The most frequently mentioned needs include retreats (cited by more than half of respondents in the open-ended sections of the survey), access to psychological support, health insurance, paid leave, a more balanced distribution of workload, and more structured working schedules.

Some newsrooms have already introduced psychological support sessions, regular in-person team meetings, and programs that provide access to mental health professionals. Others continue to seek funding to implement similar initiatives.

“A retreat once every six months. Remote work is emotionally draining. Since the editorial team works remotely, every in-person meeting becomes a celebration, boosts morale, and relieves stress.”

Editorial team from the North

“I would love for my employees to be able to attend paid sports classes, have health insurance, and not put off taking care of their well-being until ‘later.’”

Editorial team from the Center

Strategic Planning and Long-Term Outlook

In 2025, the distribution of newsroom planning horizons was as follows: 33% of newsrooms (20 out of 61) reported being able to plan more than six months ahead; 20% (12) planned up to six months ahead; another 20% (12) had a planning horizon of three months; 15% (9) could plan only one month ahead; 8% (5) planned for several weeks; 3% (2) for one week; and 2% (1) for just three days.

In other words, only one-third of surveyed newsrooms have a planning horizon exceeding six months, while roughly one-quarter are unable to plan beyond a month ahead.

Annual strategic planning remains common among regional newsrooms. A total of 89% of surveyed organizations (54 out of 61) reported setting strategic priorities for a year or longer, while only 11% (7 newsrooms) did not engage in formal long-term planning in 2025.

At the same time, 44% of newsrooms (27 out of 61) revised their strategic goals during the past year. The most frequently cited reasons included changes in the funding environment, the launch of new products and initiatives, and the need to reassess priorities following the disruption of U.S. foreign assistance programs.

Three themes emerge from the open-ended responses regarding changes in strategic priorities. The first is a focus on financial sustainability, reflected in goals such as “commercial revenue covers 75% of the budget,” “diversifying revenue through merchandise and membership programs,” and “using AI to improve efficiency.”

The second is an increased emphasis on community-building and offline engagement, expressed through goals such as “becoming more visible in the city,” “developing membership programs,” and “organizing regular events for members.”

The third is a shift in overall ambition and time horizon, captured by statements such as: “survive and stabilize in 2025, and grow in 2026.” Variations of this message appear across multiple macro-regions and, in many ways, capture the prevailing mood of the sector.

“For 2026, we have identified three themes for our team: 01. Going out into the city—creating traditions, meaning, and a culture of mutual respect. 02. Setting the standard for the industry—in influence, membership, and corporate culture. 03. Building financial stability—so that no single-source crisis can halt our operations.”

Editorial Team from the North

“To become a sustainable social enterprise in order to systematically create positive change in [name of region].”

Editorial team from the East

The newsrooms surveyed generally take strategic planning seriously and recognize its importance for organizational development. Strategy development is often a collaborative process involving the broader team, and respondents frequently highlighted the value of professional mentoring support, including assistance provided by organizations such as the Media Development Foundation.

At the same time, media managers identified several recurring challenges. These include the gap between formal strategic plans and operational realities, as well as a lack of resources to implement strategic priorities amid the demands of day-to-day work. As a result, some newsrooms focus on establishing a shared direction without defining specific performance indicators. Others take the opposite approach, setting measurable targets without articulating a broader strategic vision.

“We deliberately decided not to set new directions for development, but to spend these three hours refining our tasks and plans [for 2026]. Yes, this isn’t strategic development; it’s simply managing the organization manually. Because we simply don’t have—not just the time and energy, but also (the opportunity—ed.) to think things through calmly. Because I have to meet KPIs, OKRs, and report effectively, without forgetting anything, while juggling a large number of very similar, practically identical projects for different donors.”

Editorial Team from the South

Content

Language

All 61 newsrooms that participated in the study produce content in Ukrainian. For 79% of them (48 out of 61), Ukrainian is the sole language of publication. Thirteen percent of newsrooms (8 out of 61) continue to operate Russian-language products in one form or another, primarily in the South and East, where parts of their audience reside in temporarily occupied territories or are exposed to intense Russian information influence. According to respondents, dedicated Russian-language channels can help media outlets reach audiences in occupied territories while avoiding heightened scrutiny and censorship.

English-language content is produced by 11% of surveyed newsrooms (7 out of 61). This takes various forms, including dedicated English-language sections on websites, automated translation through website plugins, and the publication of selected materials in English for external audiences and platforms.

Compared to the previous wave of the 2024 study, the share of exclusively Ukrainian-language newsrooms has remained consistently high. At the same time, the number of media organizations deliberately launching English-language products continues to grow, primarily to connect with Ukrainians abroad and international audiences. Existing Russian-language versions are generally no longer updated and are often retained only as archives from earlier stages of operation.

“The site operates in Ukrainian. We kept the Russian version as an archive, but haven’t updated it since 2022. Our special projects editor is systematically expanding the English-language version—primarily for the diaspora and international partners.”

Editorial team from the West

Innovations and Content Plans

In 2025, 28% of surveyed newsrooms did not introduce any new content formats. This appears to be a natural consequence of resource constraints: many organizations deliberately prioritized the stabilization and improvement of existing products over experimentation and expansion.

Among those that did launch new formats, short-form vertical video was mentioned most frequently (18% of newsrooms). These formats are often used to present complex topics and analytical content in a more accessible way, particularly for younger audiences. Other newly introduced formats included investigative reporting projects, news digests, documentaries, audience polls, infographics, and explainers.

Among the formats that newsrooms most frequently plan to expand in the near future, short-form vertical video leads the list (34%), followed by news reports (33%), analytical content (31%), video features and segments (30%), and investigative reporting (26%). Reports, documentaries, video interviews, and longreads (in-depth text-based content) were each mentioned by approximately 20% of respondents.

The in-depth interviews also revealed plans to create dedicated platforms for slow content—content with longer production and consumption cycles. Notably, more than 15% of newsrooms openly stated that they do not intend to actively expand their existing format portfolio and are deliberately maintaining their current product scope. In most cases, this reflects resource constraints rather than a lack of ideas or ambition.

“We don’t plan to abandon formats, but we definitely want more investigations and video stories. This is what works for both reach and media reputation.”

Editorial team from the West

In 2025, many newsrooms were forced to discontinue or scale back certain content formats due to limited resources, staff losses, and the low financial sustainability of some experimental initiatives. The formats most frequently affected were resource-intensive video projects, which required substantial investments in equipment, production time, and staff capacity without a clear path to monetization.

Some newsrooms abandoned complex studio productions, documentary projects, and travel-related content. One newsroom was forced to shut down a project featuring live studio broadcasts with invited guests. Other independent local media organizations deliberately chose not to invest in horizontal YouTube video formats, recognizing that they would struggle to compete with larger media outlets, such as Suspilne, which have significantly greater technical resources.

Another category of formats that failed to gain momentum was specialized analytical content. Several newsrooms planned to launch in-depth political and economic analysis but encountered a shortage of qualified experts in their regions, as well as a general stagnation of local political life that often provided limited material for sustained analytical coverage.

Experiments with automated content re-packaging tools also produced disappointing results. For example, one newsroom tested a partnership with a platform that automatically converted articles into videos for monetization purposes. However, the initiative generated only minimal revenue (approximately USD 70 per year), leading the newsroom to discontinue the experiment.

Administrative overload also prevented some organizations from implementing more ambitious public-interest initiatives. In particular, several respondents mentioned plans to pursue strategic litigation aimed at increasing transparency and accountability in political processes. However, newsrooms lacked the time and organizational capacity required to sustain such long-term efforts.

December 2025. Pictured is Alona Sergienko, then-COO of Tsukru and now CEO. The photographer captured the working conditions in our office during power outages—each office had portable charging stations that could power minimal lighting and gadgets.

Photo: Sofia Stasyuk

Among the formats that newsrooms plan to phase out, podcasts are mentioned most frequently, primarily due to limited monetization opportunities and relatively high production costs. Respondents also cited long-form studio video interviews and certain thematic sections that consistently generate low audience engagement.

The rationale behind these decisions is largely pragmatic: as one respondent put it, “the format does not match our available resources and does not generate a meaningful response from the audience.”

“We’ve already stopped doing podcasts and video interviews. Not because it’s a bad format, but because at our scale, it doesn’t pay off the hours invested.”

Editorial team from the West

Newsrooms are seeking to innovate not only through new formats but also through new editorial priorities, particularly as a way to address audience fatigue [12] and strengthen public accountability. One notable priority for 2026 is a renewed focus on everyday local news—transportation, weather, public utilities, and other issues that have often been overshadowed by wartime coverage. Editorial teams hope that this approach will help attract broader audiences and create entry points for engagement with more complex social and civic issues.

At the same time, newsrooms are expanding their accountability and recovery coverage, with a growing emphasis on anti-corruption investigations, monitoring public procurement and tenders, and preparing for the next election cycle.

Another emerging priority is content that supports psychological resilience and community well-being. This includes positive stories about local achievements and recovery, providing an alternative to the constant flow of war-related news and coverage of military affairs. Editorial teams also plan to expand niche and lifestyle coverage, including topics such as environmental issues, urban development, European integration, food and culinary culture, and regional history.

For newsrooms covering temporarily occupied territories, explaining residents’ rights and countering propaganda through adapted content formats remains a key priority.

Text-based Formats

Text remains the foundation of content production for regional newsrooms. The most common formats in 2025 were articles and longreads (97% of newsrooms, or 59 out of 61), news (95%, 58), interviews (89%, 54), and reports (75%, 46). Analytical content was produced by 64% of newsrooms (39), while 31% (19) published columns and blogs, and 26% (16) produced reviews and digests.

Compared with 2024, the overall structure of text production remained largely unchanged. The share of newsrooms producing articles and longreads increased from 87% to 97%, while news coverage remained stable at 95% and interviews at approximately 89–92%. By contrast, the share of newsrooms producing investigative reporting and digests declined slightly.

Regional differences were minimal. Across virtually all macro-regions, the core text production model remained consistent, centered on a combination of news reporting, long-form journalism, and interviews.

Of the 61 surveyed newsrooms, 58 provided numerical data on the average number of news stories published per week, while three provided only qualitative responses. Collectively, the surveyed newsrooms produce approximately 6,000 news stories each week. The median output is 70 news stories per newsroom per week, while the average is 96.

The distribution of newsrooms by weekly news output is as follows:

Up to 9 news stories — 5% (3 newsrooms)
10–19 — 10% (6)
20–49 — 21% (12)
50–99 — 24% (14)
100 or more — 40% (23)

While news production remains intensive, the volume of in-depth text content—including articles, longreads, analytical pieces, reports, and interviews—is considerably lower. Among the 59 newsrooms that provided numerical data, the median output is five in-depth pieces per week, the average is approximately eight, and the highest reported figure is 30.

As a result, a typical newsroom produces roughly 70 news stories for every five longer-form pieces each week—a ratio of approximately 14:1.

“We’re working to ensure that in our feed, news doesn’t ‘compete’ with long-form pieces for the reader’s attention, but rather leads them further: news is a reason to visit, while analysis or interviews are a reason to stay.”

Editorial team from the Center

The share of reprinted content in the 2025 survey was measured using percentage ranges. The distribution was as follows:

All content is original (0% reprints) — 23% of newsrooms (14 out of 60);
1–20% reprints — 11% (7);
21–40% reprints — 26% (16);
41–60% reprints — 23% (14);
61–80% reprints — 15% (9).

Using the midpoint of each range as an estimate, the average share of reprinted content across the 2025 sample is approximately 31%, down from 41% in 2024 and 37% in 2023.

Several factors appear to have contributed to this decline. Respondents pointed to stricter requirements from Google and social media algorithms regarding content originality, growing audience demand for exclusive reporting, and staffing reductions that prompted some newsrooms to reduce the volume of routine news coverage—where reprints have traditionally been most common—in favor of producing more original content.

At the same time, reliance on reprinted material remains significant for a substantial share of the sector. Approximately 38% of surveyed newsrooms reported that reprints account for more than 40% of their published content.

“Overall, we calculated that over 46% of our content is completely unique, while the rest consists of reprints of press releases from news agencies, which we use to create short news items without extensive rewriting.”

Editorial team from the Center

Investigations

In 2025, 48% of surveyed newsrooms (29 out of 61) produced investigative reporting. While this figure falls short of the apparent demand for investigative journalism in Ukraine’s media landscape, it is largely consistent with the resource constraints faced by regional media organizations. At the same time, investigative reporting remains one of the sector’s highest priorities: approximately one-quarter of newsrooms identified it among the formats they are most eager to develop in the near future.

Several newsrooms reported bringing investigative journalists back onto their permanent staff in 2025. In previous years, this work was often carried out through collaborations with freelancers or specialized investigative centers.

The time required to produce an investigation varies considerably, ranging from two weeks to four or five months per story. The most commonly reported timeframe is one to two months, although respondents emphasized that they typically work on several smaller investigations simultaneously. Some newsrooms openly acknowledged that, due to limited funding and staff capacity, they were unable to produce any original investigations in 2025. They identified this as one of the most significant gaps in their editorial work.

“On average, two months per investigation, but we’re working on two or three at the same time. Without this, the volume of investigative material would simply drop to a level that’s unacceptable for us.”

Editorial team from the Center

“Due to a lack of funds and time, we did not conduct any original investigations in 2025. This is one of the areas we definitely want to bring back in 2026, if we can secure dedicated funding.”

Editorial team from the South

Regional differences are also evident. Among the newsrooms that produced investigative reporting in 2025, organizations from the Center and the East were disproportionately represented. By contrast, among those that identified investigative journalism as a priority for future development, newsrooms from the West and the South were more prominent.

This suggests that demand for investigative reporting is widespread across all regions. However, the ability to produce such work depends heavily on organizational capacity, including the presence of dedicated investigative staff and access to targeted funding and grant support.

Video Formats

By 2025, video had evolved from an optional add-on into a core component of newsroom operations. The most widespread format was short-form vertical video (Shorts and Reels), used by 89% of surveyed newsrooms (54 out of 61). This was followed by video interviews (57%, 35 newsrooms), video features and segments (56%, 34), captioned videos (56%, 34), and video reports (44%, 27). Documentaries, instructional videos, and animated content remained niche formats, produced by between 8% and 15% of newsrooms.

Compared with the previous wave of the study, the share of newsrooms systematically producing short-form vertical video increased significantly. In 2024, approximately one in two newsrooms produced this type of content, whereas by 2025 the figure had risen to nearly nine in ten. By contrast, the share of newsrooms producing longer-form video features and video reports remained relatively stable.

This points to a strategic shift toward mobile-first video formats designed primarily for consumption on smartphones. At the same time, many newsrooms are reducing investment in resource-intensive studio production unless it forms a core part of their editorial product.

“We started releasing captioned videos in a new format—with journalists on camera. This works both for team recognition and for reach.”

Editorial team from the West

“We stopped using widescreen video. We kept only vertical captions shot on a phone. Not because we don’t see value in them, but because we don’t have the resources to produce both formats to a high standard.”

Newsroom from the North

Regional differences are also evident in video production. The highest concentration of newsrooms with a diversified video portfolio (three or more video formats) is found in the Center and the East. In the South, video production tends to follow a “fewer formats, but consistent output” approach, while newsrooms in the West are more likely to experiment with video interviews and documentary projects.

Newsrooms operating near the front lines in the East and South more frequently use video reports to document conditions in local communities, evacuation efforts, and the broader impact of the war.

In most cases, video content is produced by journalists and editors themselves (38% of newsrooms, or 23 out of 61) or by dedicated in-house video specialists (30%, 18 newsrooms). Another 20% (12) rely on freelance professionals.

Eva Mironova – Correspondent, Zaporizhzhia, 2024 – Heavy shelling, Dmytro Khrystenko

Photo: Donbas News

Content for Social Media

A total of 93% of surveyed newsrooms (57 out of 61) create dedicated content for social media rather than simply reposting material from their websites. This represents a notable increase from 88% in 2024. Only four newsrooms (7%) continue to rely primarily on reposting or cross-posting content without adaptation, and these are predominantly small organizations with limited staff capacity.

The trend is clear: for Ukrainian regional media, social media is increasingly viewed not as a secondary distribution channel, but as a distinct editorial product with its own formats, audiences, and content strategy.

Among newsrooms that create dedicated content for social media, visual and condensed formats clearly predominate:

Stories featuring links to website articles — 82% of newsrooms;
Carousels and image series — 75%;
Short teaser posts linking to the full article on the website — 67%;
Captioned videos and short narrated videos — 31%;
Infographics — 28%;
Polls, voting features, and other interactive content — 23%;
Long-form posts that contain the full content within the social media platform itself — 18%.

Most newsrooms use three to four content repackaging formats simultaneously as part of their social media strategy.

Content Quality

Newsrooms’ assessments of content quality are expressed primarily in qualitative terms. Approximately half of the surveyed teams describe their content as “high-quality” or as meeting their expectations, while another quarter characterize it as generally strong but still requiring further improvement. Only a small number of newsrooms provided numerical evaluations, typically rating their content between 7 and 8 on a 10-point scale.

When asked what is needed to improve content quality, newsrooms most frequently cited access to qualified specialists (52%, or 32 out of 61), more time for in-depth reporting and content production (51%, 31), stronger skills and experience among existing staff (44%, 27), technical support and equipment (28%, 17), new ideas and creative approaches (25%, 15), and better access to experts and exclusive information (20%, 12).

Taken together, these responses suggest that human capacity remains the sector’s most significant constraint. Newsrooms are concerned not only with the number of staff available, but also with having the right mix of skills and expertise needed to produce high-quality content.

“If we hired more specialists, we could increase the amount of content and reach a whole new level of quality. We don’t have enough funds for that right now.”

Editorial team from the East

“We lack time. We could cover everything we do in greater depth—if there were two or three days between publishing a news story and a long-form piece, rather than just half a day.”

Editorial team from the Center

Regional differences in self-assessments of content quality are relatively limited. Across all macro-regions, the median rating is approximately 7 out of 10. However, regional variation becomes more apparent when examining the factors that constrain quality.

In the East and South, technical capacity—including backup power, security-related equipment, and preparedness for blackouts—is more frequently identified as a limiting factor. In the Center and West, by contrast, newsrooms are more likely to emphasize the need for access to expert sources and the expansion of editorial teams.

Artificial Intelligence in Newsrooms

By 2025, artificial intelligence had ceased to be a futuristic novelty and had become an integral part of everyday newsroom operations. Media managers’ attitudes toward AI range from active encouragement—some respondents suggested that not using AI is increasingly becoming a disadvantage—to more cautious skepticism, where the technology is viewed primarily as a supporting tool that cannot replace human judgment in complex creative and editorial work.

Most newsrooms do not yet have formally adopted policies governing the use of AI tools. In practice, however, they actively encourage their teams to use AI for routine tasks and workflow automation. Some of the more advanced organizations have even introduced dedicated roles focused on process optimization through AI and cybersecurity oversight.

Demand for AI-related training emerged as one of the most notable trends of 2025. Fourteen newsrooms (23% of the sample) identified AI integration as a priority area for professional development, while another eight (13%) listed it among the knowledge and skills currently lacking within their teams. As a result, AI has become one of the sector’s leading training priorities for 2026, alongside advertising sales and investigative journalism.

The main areas of AI application in newsrooms include:

Content processing and adaptation — transcription (the conversion of audio and video into text) has become one of the most common uses of AI, saving journalists significant amounts of time. Newsrooms also use AI to rewrite press releases and official communications in more accessible language, generate SEO-friendly headlines and descriptions, and translate news content.
Visual content creation — AI is frequently used to generate illustrations, graphics, and collages when original visual material is unavailable. Newsrooms generally label such content to indicate that it was created using AI.
Data analysis and monitoring — journalists use AI to process large volumes of information, including asset declarations, court records, and public procurement data from Prozorro. AI also supports more complex analytical work, such as calculating indicators and rankings used in transparency and accountability projects.
Organizational and operational processes — managers use AI for brainstorming, scriptwriting, advertising concepts, and customer database analysis. In some cases, AI also supports the development of automated tools and bots that collect routine information, such as updates on utility disruptions and power outages.

Among the tools most frequently mentioned by media managers are ChatGPT and Claude (for writing and idea generation), Symbli and Google Pinpoint (for transcription), Google NotebookLM (for document analysis), Fireflies (for meeting recording and note-taking), and tools such as Nano Banana and Tonu for video and audio production.

Media managers identified one of the key risks associated with AI as the growing dependence on major technology platforms and their algorithms. In particular, respondents expressed concern that AI-powered search systems may increasingly provide users with direct answers, reducing traffic to news websites and limiting audiences’ exposure to original journalistic content.

The demand for external support related to AI is also clearly reflected in the survey’s open-ended responses. Six newsrooms identified AI among their priority needs, ranging from equipment and resources for developing AI-powered products to support for conducting digital audits and integrating AI into editorial workflows. Four newsrooms specifically requested financial support for the implementation of AI tools. Two organizations included AI integration among their updated strategic priorities for 2026, framing it as a means of improving production efficiency and developing new non-news content formats.

Overall, AI was mentioned more than 30 times across the open-ended responses to the 2025 survey, appearing in contexts ranging from training needs and funding requests to strategic planning and product development.

Editorial Policy

A total of 93% of surveyed newsrooms (57 out of 61) have a written editorial policy. This represents one of the strongest formal indicators of organizational maturity within the sector and marks a noticeable increase compared with previous waves of the study. As recently as 2024, approximately 86% of newsrooms reported having formalized editorial policies or equivalent governing documents.

The remaining 7% (4 newsrooms) are primarily newly established or very small organizations that either rely on informal editorial guidelines or are in the process of formalizing their policies and internal procedures.

The most significant qualitative changes in 2025 involved updates to editorial policies governing the use of AI tools, fact-checking practices during wartime, avoiding reliance on Russian sources, and the handling of sensitive content, including coverage of frontline communities, affected civilians, and children.

Another notable trend was the incorporation of audience engagement standards into editorial policies, including guidance on communication with audiences and the moderation of hate speech and abusive behavior on social media platforms.

“In addition to our standard editorial policy, we’ve developed an internal protocol for working with AI: what we use to assist with editorial work and what we never ‘hand over’ to artificial intelligence—specifically, original quotes from interviewees and security-related information.”

Editorial team from the West

Audience and Distribution

The audience dimension of the 2025 study is particularly important. Against the backdrop of declining grant funding and intensifying competition for attention, regional media are increasingly viewing their audiences not merely as a source of traffic, but as a foundation for long-term sustainability.

This section examines which audience segments newsrooms prioritize, the platforms they use to engage with them, the barriers that limit audience growth, how newsrooms analyze audience data and maintain their digital infrastructure, and the distribution strategies they are developing for the coming year.

Plans and Obstacles regarding Audience Expansion

The audience segment that newsrooms most frequently identify as a priority for growth in 2026 is young people, mentioned by 69% of surveyed newsrooms (42 out of 61). This is followed by internally displaced persons (43%, or 26 newsrooms), entrepreneurs (36%, 22), military personnel and veterans (30%, 18), Ukrainians living abroad, and people residing in temporarily occupied territories (26% each, 16 newsrooms).

The rationale behind these audience priorities is evident from the open-ended responses. Young people are seen as a way to renew and sustain the core audience, preventing it from aging alongside the newsroom itself. They are also viewed as the demographic most vulnerable to disinformation and as a potential source of future talent for the media sector. The focus on internally displaced persons and residents of temporarily occupied territories is particularly pronounced among newsrooms in the East and South. For these organizations, a significant portion of their traditional audience has been physically displaced, yet continues to seek trusted local sources of information and maintain connections to their home communities.

Entrepreneurs occupy a unique position within newsroom audience strategies. They are viewed not only as potential advertisers but also as a key constituency for membership programs and other audience-supported revenue models that many newsrooms see as central to their long-term sustainability.

Newsrooms are increasingly adopting targeted approaches to engage younger audiences. The most common strategies include developing dedicated content plans for Instagram and TikTok, bringing younger staff members into editorial teams, and launching youth-oriented initiatives designed specifically for Generation Z (people born between 1997 and 2012).

A particularly widespread practice is the adaptation of complex analytical and public-interest content into short, accessible social media videos. Newsrooms also increasingly use local memes, humor, and entertainment-oriented formats as entry points for engaging audiences with socially significant topics.

However, the shift to new platforms does not always produce the desired results. Newsrooms often find that, because of the nature of their content—particularly coverage of the war and social issues—their audience remains predominantly older. As a result, content published on TikTok is frequently consumed by older users rather than by the younger audiences it was intended to reach.

This suggests that changing the format alone is not sufficient to engage younger audiences effectively. Newsrooms also need a deeper understanding of audience behavior, stronger positioning of their editorial mission, and the ability to communicate in ways that feel authentic and relevant to younger generations.

“When we went onto various social media platforms, we thought we’d at least capture their attention somewhere, but it turns out we didn’t. Because even on TikTok, it’s older women watching us, not young people.”

The Western Editorial Team

“Young people—to refresh our audience so it doesn’t grow old with us. Plus, we find new employees among young people, so we want to be more recognizable to them.”

Editorial team from the West

“IDPs and those who remained in the temporarily occupied territories are our main audience. Young people are the least covered segment. Entrepreneurs are linked to the development of the membership model.”

Editorial team from the South

Among the main barriers to audience growth in 2025, resource constraints were by far the most frequently cited challenge (59% of newsrooms, or 36 out of 61). This was followed by a shortage of qualified specialists (28%, 17 newsrooms), blackouts (25%, 15), social media restrictions (21%, 13), social media account blocks or platform-related sanctions (16%, 10), and audience displacement from coverage areas (13%, 8).

Compared with 2024, several of these barriers became less pronounced. The share of newsrooms citing social media restrictions declined from 35% to 21%, the shortage of specialists from 48% to 28%, and audience displacement from 27% to 13%. This likely reflects a gradual adaptation to wartime conditions and the development of coping strategies within newsrooms.

Distribution Platforms

The platforms most commonly used for direct audience engagement were Facebook (93% of newsrooms, or 57 out of 61), Instagram (87%, 53), websites (74%, 45), Telegram (72%, 44), YouTube (62%, 38), and TikTok (49%, 30). Viber and print editions were each used by 10% of newsrooms (6 out of 61). Other platforms, including X/Twitter, WhatsApp, and LinkedIn, were used only sporadically.

Taken together, these figures suggest that regional media increasingly operate in a multi-platform environment. While websites remain important, social media platforms now play a central role in audience engagement, content distribution, and community-building.

Threads, Meta’s relatively new social media platform, began to appear more frequently in the distribution strategies of Ukrainian regional newsrooms in 2025. Overall, 21% of surveyed newsrooms (13 out of 61) reported actively using the platform to engage with audiences. However, only one newsroom (2%) identified Threads as a priority channel for content repurposing and distribution.

This gap between adoption and strategic importance suggests that many newsrooms are still experimenting with Threads rather than treating it as a core distribution platform. Maintaining a presence on the platform is often viewed as a way to keep pace with emerging trends, while its long-term value remains uncertain. This assessment may change as more effective audience engagement models emerge.

Notably, Threads was not mentioned separately in the open-ended responses as either a major challenge or a strategic development priority for the coming year.

Among the challenges newsrooms encountered on social media in 2025, the most frequently cited were account restrictions, page suspensions, and platform “strikes.” These were attributed both to platform algorithms—often in connection with sensitive content or alleged copyright violations—and to coordinated reporting campaigns carried out by bot networks and fake accounts associated with Russian disinformation efforts.

Newsrooms also reported declines in reach following specific posts, as well as algorithm changes that reduced organic traffic. Several respondents described losing large social media pages with more than 30,000 followers and being unable to recover them.

“Due to blocking and subsequent deletion, the newsroom lost an Instagram page with over 35,000 followers. We tried to get it back—we couldn’t. The cost of a single false moderation is years of work with the audience.”

Editorial team from the South

“The main danger is blocking by the Russian Federation, especially on Telegram and TikTok. Added to this are strikes on YouTube for music and sensitive content on Facebook.”

Editorial team from the Center

Analysis of Metrics

Audience research was conducted by 62% of surveyed newsrooms (38 out of 61) in 2025. However, 69% (42 out of 61) indicated that they still require additional audience analysis. This suggests a gap between current audience research practices and the level of insight that newsrooms believe they need.

Among digital analytics tools, the most commonly used are Google Analytics (87% of newsrooms, or 53 out of 61), built-in platform analytics (59%, 36), impact stories (46%, 28), Google Search Console (31%, 19), and informal observation by newsroom staff (30%, 18). Journalists’ performance indicators and financial metrics are used by 18% and 13% of newsrooms, respectively.

The metrics most commonly monitored by newsrooms are the number of unique users (97%), traffic sources (51%), session duration (46%), page depth (41%), and audience demographic characteristics (34%).

When asked whether they are able to adjust newsroom operations based on analytics data, 18% of respondents said they do so consistently, 44% reported making occasional adjustments but not in a systematic way, 16% described their use of analytics as mostly effective, and another 16% said they rarely act on analytics because they lack the necessary expertise.

Taken together, these findings suggest that while analytics tools are widely used across the sector, their application remains largely tactical rather than strategic. Data is most often used to support individual operational decisions, whereas systematic, data-driven planning remains less common.

“That’s a tough question. There’s so much to it: we haven’t conducted any targeted audience research. We make most decisions in this area intuitively.”

Editorial team from the Center

Audience Research

As noted above, 62% of surveyed newsrooms conducted some form of audience research in 2025. However, data from the open-ended responses and in-depth interviews suggest that these efforts are often limited to monitoring basic performance indicators and reviewing audience demographic data.

Some newsrooms go a step further by conducting surveys through tools such as Google Forms or carrying out their own in-depth interviews. In most cases, however, these efforts are project-based rather than systematic and are often linked to specific initiatives, such as the launch of membership programs. A more advanced approach—incorporating professional research methods, sociological expertise, and deeper audience analysis—was observed in only a small number of cases.

The remaining 38% of surveyed newsrooms (23 out of 61) reported that they did not conduct any systematic audience research in 2025. Overall, the findings suggest that while awareness of the importance of audience research is growing, its practical application remains uneven across the sector.

The main barriers preventing newsrooms from conducting more in-depth audience research are:

Limited funding — most newsrooms cannot afford professional audience and sociological research due to its cost.
Misalignment between research needs and available grant funding — few grant programs are designed to support audience research. Existing funding opportunities are often short-term, leaving insufficient time to conduct robust research and meaningfully analyze the results.
Competing operational priorities — managers are frequently overwhelmed by day-to-day responsibilities and struggle to allocate time to research and audience development activities.
Lack of expertise — most newsrooms do not have dedicated marketers, audience development specialists, or analysts with the skills needed to conduct and interpret audience research professionally.

“We finally found the money, but unfortunately, it’s for very short-term projects where no one will conduct high-quality audience research for us in such a short period.”

Editorial team from the East

Despite these challenges, newsrooms that conduct audience research generally see clear value in the process. Research helps validate or challenge internal assumptions, identify new opportunities for growth, and provide a foundation for content strategies, audience development efforts, and membership initiatives.

At the same time, media managers highlight a persistent implementation gap. Once research findings become available, newsrooms often lack the time, energy, and stable resources needed to act on them. The constant pressure of day-to-day operations and the struggle for financial sustainability frequently leave little capacity for strategic adjustments, causing valuable insights to remain underutilized.

“We had almost no time to reflect, and I’d like to go back there many more times and think about the answers.”

Editorial team from the East

A total of 69% of surveyed newsrooms (42 out of 61) reported a need for audience research—seven percentage points higher than the share that actually conducted such work in 2025. This gap highlights a clear mismatch between demand and implementation: newsrooms recognize the value of systematic audience analysis but often lack the resources required to carry it out.

Among the areas where respondents most frequently identified a need for additional knowledge and skills were audience behavior analysis, audience segmentation, forecasting, and focus group methodologies. These findings suggest that the sector’s challenge is no longer awareness of the importance of audience research, but rather the capacity to conduct it effectively and integrate the results into decision-making.

Audience Needs

Despite the limited use of professional audience research, media managers have developed their own understanding of audience needs based on day-to-day interactions, audience feedback, and basic performance metrics. One of the clearest trends identified by respondents is growing audience fatigue with war-related and military-focused content, which previously served as a major driver of traffic and engagement.

According to newsroom representatives, audiences are increasingly seeking content that offers a sense of relief, inspiration, or emotional support. This includes positive stories about local achievements and resilience, as well as stories about ordinary people whose experiences provide a constructive alternative to the constant flow of crisis-related news. Importantly, these stories do not necessarily focus on military personnel or volunteers, but instead highlight broader examples of adaptation, initiative, and success in everyday life.

Despite growing fatigue with difficult and crisis-related topics, audiences continue to demonstrate a strong demand for accountability journalism. Readers remain highly interested in investigations into corruption, the assets and wealth of local officials, and the use of public funds, particularly those allocated for reconstruction and recovery efforts.

At the same time, audience priorities can shift rapidly during periods of acute crisis, such as blackouts or intensified shelling. In these situations, the role of local media becomes highly practical and service-oriented. Audiences look to news organizations for immediate, actionable information: where to access water, how public transportation is operating, where phones can be charged, and the latest power outage schedules.

Maximum responsiveness remains a fundamental requirement for modern local media. In wartime, editorial silence during shelling or emergencies is often perceived by audiences as a sign of unreliability. People expect an immediate response, especially on social media. In addition to speed, the role of visual appeal is growing, with audiences increasingly preferring high-quality videos and photographs.

Technical Aspects of Distribution

In 2025, 43% of surveyed newsrooms (26 out of 61) conducted a technical audit of their websites. The most frequently reported outcomes included improvements to page loading speed, correction of SEO-related issues, changes to website structure, and migration to new hosting providers or content management systems (CMS). A separate category of improvements focused on security, including protection against DDoS attacks, stronger administrative access controls, anti-fraud measures, and monitoring of unusual traffic patterns.

At the same time, 57% of newsrooms (35 out of 61) did not conduct a technical audit during the year, most commonly due to limited financial resources, lack of time, or the absence of specialized technical expertise within the organization.

Newsrooms’ self-assessment of SEO knowledge remains moderate. On a 10-point scale, the median score is 6, which respondents generally described as “understanding the basics, but still needing specialist support.”

Website management is most often outsourced: 49% of newsrooms (30 out of 61) rely on external specialists or freelancers. Only 16% (10 newsrooms) employ a full-time developer or website administrator. In 15% of cases (9 newsrooms), no one is responsible for website management on a regular basis, while in 7% (4 newsrooms) these responsibilities fall directly to the director or CEO.

Distribution Development and Training Priorities

Among the improvements that newsrooms would like to make to their distribution systems, but currently lack the resources to implement, the most frequently cited are increasing the volume of original content (57%, or 35 out of 61 newsrooms), strengthening the skills of existing staff (46%, 28), hiring dedicated specialists for individual platforms (43%, 26), and expanding collaboration with other newsrooms (39%, 24).

Other priorities include engaging specialists responsible for multiple platforms (34%, 21), developing partnerships with organizations outside the media sector (34%, 21), expanding to new distribution platforms, and increasing budgets for paid promotion and advertising (23% each, 14 newsrooms).

Taken together, these responses suggest that the main constraints on distribution growth are not a lack of ideas or strategic ambition, but limited human and financial resources needed to execute them.

Команда редакції Іnform.zp.ua із Запоріжжя під час річного планування роботи в грудні 2025 року. Світло та Інтернет працюють від інвертора та батареї, наданих міжнародними партнерами. 60–70% часу взимку редакція працювала від генератора та інвертора через російські обстріли по енергетичних об'єктах в Запоріжжі.

Фото: INFORM.ZP.UA

Other priorities include engaging specialists responsible for multiple platforms (34%, 21), developing partnerships with organizations outside the media sector (34%, 21), expanding to new distribution channels, and increasing investment in paid promotion and advertising (23% each, 14 newsrooms).

“Bringing in the right specialists for each distribution platform; upskilling existing staff; and increasing the amount of unique content—that’s our three-pronged strategy for next year.”

Editorial Team from the North

Overall, the dominant trend for 2026 can be summarized as: “more original content, more specialized expertise, and more partnerships.” At the same time, paid advertising appears to be receiving less emphasis as a primary driver of audience growth and distribution.

In terms of training needs, newsrooms most frequently highlighted practical skills in SEO (search engine optimization), audience analytics, social media management, and the creation of content tailored to younger audiences. Together, these priorities reflect a broader shift toward audience-centered growth strategies and more sophisticated approaches to content distribution.

A Look into the Future

Despite the exceptionally challenging experience of 2025, media leaders continue to plan for the future, often looking one to five years ahead. While many respondents expressed fatigue from the burden of hands-on management and concern about the uncertainty created by the war, the prevailing sentiment remains focused on preserving editorial independence, organizational agency, and professional mission under any circumstances.

Based on the in-depth interviews, the strategic goals articulated by newsrooms can be grouped into several broad categories. The first relates to financial sustainability and revenue diversification. Many organizations aspire to reduce their dependence on donor funding and move toward a more balanced financial model in which advertising, audience revenue, and other self-generated income cover at least half—and in some cases up to two-thirds—of their budgets. Media managers consistently expressed a desire for greater financial stability and predictability. In particular, they hope to move away from managing multiple short-term projects simultaneously and toward longer-term partnerships that would allow them to focus on strategic development rather than the constant cycle of fundraising and reporting.

The second category of goals relates to growth, market leadership, and scale. Many media organizations have set ambitious objectives, including becoming the leading local news provider in their region or expanding into broader regional and national networks. Respondents also reported ambitious audience growth targets, aiming to rank among the most-visited news outlets in their cities and to strengthen their role as trusted information hubs providing reliable, verified, and independent reporting to the public.

A third major category centers on institutional mission and impact. Many newsrooms see their future in the role of watchdog media—organizations that not only monitor local authorities and hold them accountable, but also become active participants in the recovery and development of their communities. For media outlets working on issues related to temporarily occupied territories, a central long-term goal remains returning home and restoring full operations following de-occupation, while maintaining information links with audiences living under occupation.

Oleksandr Andriushchenko, a photojournalist for “Vgoru,” photographs former Kherson Mayor Volodymyr Mykolayenko after his return from Russian captivity. In the background is the Kherson Regional State Administration building, destroyed by Russian KABs. Kherson, Freedom Square, November 2025.

Photo: Liza Zharkikh

Finally, a significant share of newsroom ambitions relates to internal transformation and organizational culture. Media leaders aspire to build more sustainable organizations with less reliance on micromanagement, where employees feel secure, valued, and fairly compensated for their experience and contributions.

Many newsrooms seek to transition from intuitive, founder-driven management to more professional and structured business processes, while preserving the shared values, sense of purpose, and mission-driven culture that define their organizations.

Thus, despite the security and economic challenges they face, Ukrainian local newsrooms aspire not merely to survive, but to evolve into influential, financially sustainable, and technologically advanced institutions that serve as pillars of democracy in their communities and as drivers of regional development.

Recommended Practices

Finance

1. Focus on the audiences that sustain the newsroom.
Long-term financial sustainability depends on how well a newsroom serves audiences that are willing to support it—whether through advertising, memberships, donations, or other forms of engagement. Newsrooms should pay close attention to topics with clear practical relevance to local communities and businesses.

2. Strengthen the role of sales and business development teams.
Sales managers should be integrated into the strategic development of the organization rather than treated as a secondary function. Effective sales teams proactively identify the communication, marketing, and visibility needs of local businesses and develop solutions tailored to those needs.

3. Use AI to automate routine processes.
AI tools can support CRM management, meeting documentation, content planning, audience analysis, and other routine tasks. This can help small teams increase productivity and reduce administrative workload, particularly in a context of staffing shortages.

4. Diversify revenue through product development.
Financial resilience is strengthened when newsrooms develop multiple revenue streams. Potential products and services may include advertising, classified listings, events, memberships, specialized information products, consulting, and other offerings tailored to local market demand.

5. Strengthen financial planning and scenario analysis.
Newsrooms should regularly assess the financial viability of new initiatives and develop multiple planning scenarios, including optimistic, baseline, and crisis cases. Strong financial discipline helps organizations navigate periods of uncertainty more effectively.

6. Treat donor funding as a strategic investment.
External funding can be used not only to sustain current operations but also to build future revenue-generating capacity. Investments in sales teams, fundraising capacity, audience development, and membership programs can help reduce long-term dependence on grants.

7. Invest systematically in commercial capacity.
Building sustainable commercial revenue requires continuous investment in people and processes. Sales managers and audience development specialists often need time, mentoring, and structured support before they can deliver meaningful results. Newsrooms should view these functions as long-term investments rather than short-term experiments.

8. Build lean and sustainable organizational structures.
Organizational growth should be accompanied by careful attention to efficiency. Excessively complex management structures can become difficult to sustain between funding cycles. Prioritizing clear responsibilities, streamlined processes, and a balanced staffing structure can reduce operational pressure and improve long-term stability.

Management

1. Move toward clearer organizational structures.
As newsrooms grow, informal management approaches become increasingly difficult to sustain. Establishing clear responsibilities, departmental ownership, and structured planning processes can improve organizational resilience and reduce dependence on a small number of individuals. Stronger delegation of responsibilities across editorial, commercial, audience, and operational functions can help leaders focus on long-term development rather than day-to-day coordination.

2. Rebalance organizational capacity toward revenue generation.
Many newsrooms continue to maintain larger editorial teams than business-development teams. Media managers should periodically review whether sufficient resources are allocated to commercial functions, fundraising, audience development, and community management. A more balanced staffing structure can strengthen financial sustainability and reduce dependence on external funding.

3. Approach audience revenue as an organizational priority.
Successful membership and community models require more than a dedicated staff member. They depend on a clear value proposition, consistent communication, and visible commitment from newsroom leadership. Audience support initiatives are most effective when they are embraced across the organization rather than delegated to a single individual.

4. Embrace technological adaptation and rapid experimentation.
AI tools can help automate routine processes and free up time for higher-value editorial work. At the same time, newsrooms should continue experimenting with emerging formats and platforms, particularly short-form video and mobile-first content. The ability to test, learn, and adapt quickly is increasingly becoming a competitive advantage.

5. Invest in peer support and leadership development.
Leadership roles in local media are often associated with high levels of stress, isolation, and decision-making pressure. Professional networks, peer-learning communities, mentoring programs, and leadership support initiatives can provide valuable opportunities to exchange experience, discuss common challenges, and identify practical solutions.

6. Build on local strengths rather than replicating national models.
Regional media organizations often possess advantages that larger national outlets cannot easily replicate, including close relationships with local communities and a deep understanding of local issues. Sustainable growth is more likely when newsrooms build on these strengths and tailor their products, services, and revenue models to the needs of their specific audiences rather than attempting to imitate larger competitors.

Distribution

1. Prioritize the conversion of audience reach into audience revenue.
Newsrooms should use existing distribution opportunities to strengthen direct relationships with audiences and reduce dependence on external platforms. As AI-powered search and content discovery tools become more widespread, building sustainable audience revenue streams—including memberships, subscriptions, and donations—will become increasingly important. The strategic focus should gradually shift from maximizing reach alone to developing pathways that convert audience attention into long-term engagement and support.

2. Expand the use of native platform content.
Regional media can benefit from developing content specifically designed for the platforms where audiences consume it. Native content formats often perform better than link-based distribution and may create additional opportunities for audience growth, engagement, and monetization. A platform-first approach does not replace owned channels, but complements them as part of a broader distribution strategy.

3. Treat membership development as both a content and marketing challenge.
Successful audience revenue models depend not only on content quality but also on communication, marketing, and relationship-building. Membership programs are most effective when newsroom leaders, journalists, and community ambassadors actively participate in explaining the value of independent media and maintaining ongoing engagement with supporters.

4. Use AI to support distribution and workflow automation.
AI-powered tools can help automate routine distribution tasks, including content adaptation, video editing, platform optimization, and scheduling. This can free staff capacity for higher-value activities such as audience engagement, community management, and strategic development.

5. Invest in frictionless payment experiences.
Technical barriers can significantly reduce conversion rates for memberships and donations. Newsrooms should prioritize user-friendly payment systems that support recurring payments and minimize unnecessary steps in the donation or subscription process.

6. Integrate vertical video into audience development strategies.
Short-form vertical video has become a mainstream format across age groups rather than a youth-only product. Newsrooms should consider video as a distinct editorial and distribution channel with the potential to generate organic audience growth and strengthen visibility across platforms.

7. Maintain a strong focus on practical local information.
One of the key advantages of local media is the ability to provide timely, relevant, and highly localized information that national outlets cannot easily replicate. Service journalism—including information on utilities, transportation, local disruptions, and community services—remains essential for maintaining audience trust and strengthening long-term relationships with local communities.

Content

1. Adapt war-related coverage to local realities and audience needs.
To address audience fatigue with war-related content, newsrooms should continuously adjust both the framing and tone of coverage to reflect the needs and emotional state of their communities. The challenge is not necessarily to reduce coverage of the war, but to make it more relevant through local angles, human-centered storytelling, and practical implications for everyday life.

2. Prioritize practical and service-oriented content.
In wartime, audiences rely on local media not only for news and analysis, but also for information that helps them navigate everyday challenges. Service journalism—including information on power outages, public services, transportation, safety, and emergency situations—should remain a core component of content strategies.

3. Strengthen local economic journalism.
Economic uncertainty, inflation, taxation, and recovery-related challenges are likely to increase demand for practical economic information. Newsrooms can strengthen their relevance by developing expertise in local economic reporting, financial literacy, entrepreneurship, taxation, and issues affecting small and medium-sized businesses.

4. Integrate short-form vertical video into editorial workflows.
Short-form video formats such as TikTok, Reels, and Shorts have become mainstream distribution channels across demographic groups. These formats can be particularly effective for adapting complex topics, explainers, and public-interest content into accessible and shareable formats while maximizing the reach of limited editorial resources.

5. Use AI strategically while preserving editorial distinctiveness.
Artificial intelligence can help automate routine tasks, improve efficiency, and support content production. However, newsrooms should remain attentive to the risks associated with excessive reliance on AI-generated content, including factual errors, loss of authenticity, and reduced audience trust. The most sustainable approach is to use AI as a supporting tool while preserving human expertise, judgment, and editorial voice as core differentiators.

6. Strengthen accountability journalism through partnerships and professional networks.
Independent local media continue to play a critical watchdog role within their communities. Collaboration with legal experts, human rights organizations, investigative networks, and other professional partners can strengthen the capacity of newsrooms to pursue accountability reporting, defend access to information, and respond effectively to pressure or attempts at intimidation.

Methodology

This study represents the ninth wave of the annual monitoring research conducted by the MDF Research Department since 2018. The core methodology has remained consistent over time, enabling the tracking of long-term trends in the condition and development of Ukrainian regional media. At the same time, the research design continues to evolve in response to changes in the operating environment of the media sector.

The study sample was constructed using a purposive sampling approach consistent with the characteristics of specialized sectoral research [10]. Independent regional media organizations were selected through a semi-randomized process. The MDF Research Department assesses editorial independence by examining the political and business interests of media owners and affiliated individuals, reviewing the scale and nature of public procurement contracts and government tenders associated with the organization, and evaluating adherence to professional journalistic standards. This assessment also draws on the methodology and findings of the “News Deserts” study [11].

As in previous waves, the research design relied on methodological triangulation—that is, the examination of a phenomenon from multiple perspectives to strengthen the validity and depth of analysis [10]. The study combined quantitative and qualitative approaches through three primary methods: a survey of independent regional media organizations, in-depth interviews with media representatives, and expert interviews.

Survey — 61 newsrooms

The quantitative component of the study covers 61 regional media organizations from all macro-regions of Ukraine. The largest share of the sample comes from the Center (18 newsrooms), followed by the East (15), the West (10), the South (10), and the North (8).

The geographic focus of coverage, however, differs somewhat from the physical location of newsrooms. The East is the primary coverage area for 17 organizations, while 13 prioritize the South. Seven focus primarily on the West, seven on the Center, and seven on the North. Four position themselves as national media outlets, while six have a multi-regional focus covering two or three macro-regions simultaneously.

This divergence between organizational location and editorial focus is particularly evident in the East. In addition to the 17 newsrooms that identify the region as their primary coverage area, several other organizations also report on frontline, de-occupied, and temporarily occupied territories. As a result, the eastern information space emerges as both the most competitive and the most vulnerable segment represented in the sample.

In terms of ownership structure, civil society organizations predominate, accounting for 33 newsrooms (54% of the sample). The private sector is represented by limited liability companies (10), private enterprises (3), and individual entrepreneurs (2). Another 14 organizations operate through hybrid structures (for example, NGO + individual entrepreneur or NGO + LLC), reflecting a common practice of separating public-interest and grant-funded activities from commercial operations such as advertising and commissioned content.

All 61 organizations maintain an online presence. In addition, eight operate print publications, four are affiliated with radio outlets, and one also operates a television channel.

The sample includes organizations founded across several distinct periods of Ukraine’s modern history. Twenty-one were established between 2001 and 2013, eighteen between 2014 and 2019 (between the Revolution of Dignity and the onset of the COVID-19 pandemic), and ten after the start of the full-scale invasion in February 2022. In addition, five organizations have operated for more than 25 years (founded between 1991 and 2000), while three trace their origins to the pre-independence period.

In-depth interviews — 10 interviews

The in-depth interviews provided additional context for the survey findings and enabled a more detailed exploration of the challenges, opportunities, and practices identified through the quantitative data. The qualitative sample was selected purposively and included two newsrooms from each macro-region, allowing the research team to examine regional differences and the specific conditions under which media organizations operate across Ukraine.

Interviews lasted between 40 and 80 minutes and were conducted using semi-structured interview guides. This approach ensured sufficient consistency to enable comparison across respondents while also allowing researchers to explore the unique experiences and circumstances of individual newsrooms in greater depth.

Expert interviews — 6 interviews

Semi-structured expert interviews were used as an additional component of the research design and as a tool for triangulating and validating the collected data [6; 7]. Their purpose was to capture and systematize the knowledge and professional experience of specialists working in relevant fields.

For this study, the MDF Research Department consulted experts from the Media Development Foundation with expertise in finance, management, content, and audience development. The discussions focused on the interpretation of patterns emerging from both the quantitative and qualitative data collected through surveys and in-depth interviews. Selected expert observations and analytical insights are incorporated throughout this report.

Research Limitation

This study should not be considered representative of all independent local newsrooms in Ukraine. Existing media registries do not capture the full universe of local media organizations operating in the country [3], which significantly complicates the definition of the target population and the construction of a representative sample. As a result, it is not possible to calculate a statistical margin of error or establish confidence intervals for the findings presented in this report.

To simplify survey completion and facilitate subsequent data analysis, most questionnaire items used predefined response options developed on the basis of findings from previous waves of the research. In most cases, respondents were also provided with an opportunity to submit a custom response. Multiple-response formats were used where appropriate. This approach enabled comparisons across newsrooms while also reflecting the reality that many processes, challenges, and organizational decisions are shaped by multiple factors rather than a single cause.

Sources Used

1. Buts, O., Pugach, M., & Sribnyi, M. (2024). Underfunding of media in Western and Central Ukraine exacerbates the trend of news deserts. Media Development Foundation. https://www.mediadevelopmentfoundation.org/research/nedofinansuvannya-media-zahodu-ta-czentru-ukrayiny-posylyuye-tendencziyu-utvorennya-novynnyh-pustel/

2. All-Ukrainian Advertising Coalition. (2025). The Size of Ukraine’s Advertising and Communications Market in 2025 and Market Forecast for 2026. https://vrk.org.ua/news-events/2025/volume-ad-2025-forecast-2026/

3. National Council of Ukraine on Television and Radio Broadcasting. (2024). Register of Media Entities. https://webportal.nrada.gov.ua/derzhavnyj-reyestr-sub-yektiv-informatsijnoyi-diyalnosti-u-sferi-telebachennya-i-radiomovlennya/

4. National Bank of Ukraine. (January 12, 2026). National Bank’s commentary on the inflation rate in 2025. https://bank.gov.ua/ua/news/all/komentar-natsionalnogo-banku-schodo-rivnya-inflyatsiyi-u-2025-rotsi

5. Romanchuk, Y. (2025). Ukraine’s Economic Results 2025. International Liberty Institute (ILI). https://www.ilibertyinstitute.org/articles/ekonomichni-pidsumki-ukrayini-2025

6. Bogner, A., Littig, B., & Menz, W. (2009). Interviewing experts. Palgrave Macmillan. https://www.researchgate.net/publication/284419200_Interviewing_Experts

7. Döringer, S. (2020). The problem-centered expert interview: Combining qualitative interviewing approaches for investigating implicit expert knowledge. International Journal of Social Research Methodology. https://doi.org/10.1080/13645579.2020.1766777

8. Harmash, O. (2025, January 30). Ukraine aid groups cut services, scramble for cash after US funding shock. Reuters. https://www.reuters.com/world/europe/ukraine-aid-groups-cut-services-scramble-cash-after-us-funding-shock-2025-01-30/

9. Harmash, O., & Polityuk, P. (February 23, 2026). Power drought tips Ukraine's economy into worst crisis since war's first year. Reuters. https://www.reuters.com/world/europe/power-drought-tips-ukraines-economy-into-worst-crisis-since-wars-first-year-2026-02-23/

10. Lawrence Neuman, W. (2014). Social Research Methods: Qualitative and Quantitative Approaches (7th ed.). Pearson Education Limited. https://letrunghieutvu.yolasite.com/resources/w-lawrence-neuman-social-research-methods_-qualitative-and-quantitative-approaches-pearson-education-limited-2013.pdf

11. Media Development Foundation. (2023). News Deserts in Ukraine 2.0. https://research.mediadevelopmentfoundation.org/novinni-pusteli-v-ukrayini-2-0.html

12. Media Development Foundation. (2025). Information Fatigue as a Window of Opportunity: A Chance for Regional Media During and After the War. https://news-fatigue-research.mediadevelopmentfoundation.org/

13. Media Development Foundation. (2025). The State of Ukrainian Regional Media in 2025. https://research.mediadevelopmentfoundation.org/index.html

14. Ruth, C. (2025, March 5). USAID’s history shows decades of good work on behalf of America’s global interests — although not all its projects succeeded. The Conversation. https://theconversation.com/usaids-history-shows-decades-of-good-work-on-behalf-of-americas-global-interests-although-not-all-its-projects-succeeded-249337

Read more about MDF and our research at the link VIEW

Team

Tetyana Gordienko

Senior Researcher at the MDF Research Lab; PhD in Media and Communications, Mohyla School of Journalism, National University of Kyiv-Mohyla Academy (NaUKMA).

Oksana Buts

Sociologist; graduate of the Bachelor's Program in Sociology at the Ukrainian Catholic University (UCU) and the Master's Program in Sociology at the National University of Kyiv-Mohyla Academy (NaUKMA).

Valeria Shemshuchenko

Visiting Researcher at the MDF Research Lab; graduate of the Master's Program in Public Policy and Governance at the Kyiv School of Economics (KSE).

Sofia Yevhan

Program Operations Manager at MDF; graduate of the Master's Program in Law and currently a student in the Master's Program in Public Management and Administration at Taras Shevchenko National University of Kyiv.

Ksenia Filyak

Project Manager at MDF; graduate of the Master's Program in Public Administration at Yuriy Fedkovych Chernivtsi National University.

Olena Myhashko

Program Manager at MDF and Kyiv Media School; graduate of the Master's Program in Media Management at the University of Glasgow.

Research experts

Andriy Boborykin

Executive Director of Ukrainska Pravda; specialist in digital marketing, media products, community development, and media business models.

Andriy Dikhteranko

Editor-in-Chief and owner of Realna Hazeta; lead presenter of Suspilne television projects and key media content expert at the Media Development Foundation.

Olga Trufanova

Head of the Project Department at MDF; graduate of the Bachelor's Program in Management at the International Christian University (Kyiv) and the MBA Program at IE Business School.

Yulia Salizhenko

CEO of the digital media outlet and creative agency Platfor.ma; curator of the Media Growth course at Kyiv Media School.

Dmytro Verbytskyi

Commercial Director at Ukrainska Pravda.

Denis Zelenov

Digital Director at Channel 24.

Landing page photo: Sumy, April 13, 2025. On that day, Palm Sunday (Willow Sunday in Ukraine), the Russians fired two ballistic missiles at the Sumy historical center. That day, 35 civilians were killed, two historic buildings and the Congress Center of Sumy State University suffered significant damage. At that moment, the team of the media outlet "Tsukr" was returning to the office after recording the effects of the strikes. Photo: Vladyslav Kudielnyk. Photo enhanced using Adobe Firefly.