The State of Local News in Ukraine 2023

In this study, the Media Development Foundation summarizes the year of the great war and documents the adaptive mechanisms of newsrooms in response to challenging crisis working conditions.

Read the research for the previous year here:

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PREFACE

In the wake of the full-scale invasion, the landscape of Ukrainian journalism has witnessed a considerable shift. Numerous editorial teams experienced significant losses as people relocated abroad, joined the military, or enlisted in the Territorial Defense Forces.

Amidst such uncertainty, planning for the future seemed impossible as the focus remained on addressing pressing issues and carrying out daily responsibilities. Despite these immense challenges, local journalism has persevered and adapted, emerging stronger than ever.

This annual research paper is dedicated to examining the resilience and transformation of independent local news publishers during these tumultuous times. The events that unfolded on February 24 forced journalists to confront deep existential questions about the importance of their work. Amidst fear and chaos, they courageously returned to their desks, determined to provide accurate and crucial information to their communities.

These journalists bore witness to war crimes, debunked dangerous propaganda, and shared stories of everyday heroes who stepped up to help others in times of need. By presenting an authentic portrayal of events, local journalists have played a vital role in informing the public and fostering confidence in decision-making.

As we delve into the contributions of local journalists in this annual research paper, we express our gratitude for their unwavering commitment and acknowledge the profound impact they have had on preserving sanity and hope during these trying times.

SUMMARY

This study seeks to examine the evolution of Ukrainian local news amidst the ongoing conflict, comparing its initial state during the war's early months with the current landscape, characterized by smaller shifts in the battle line and desensitization to war-related content. Our primary hypothesis—that adaptation to the war has occurred, albeit incompletely—has been substantiated.
We observed that editorial teams have restructured their processes to align with the changing demands:
  • Conducting organizational risk assessments;
  • Adapting workplaces and routines to criticalsituations;
  • Acquiring additional equipment to mitigate poweroutage risks;
  • Exploring available funding sources.
Significant worldview shifts have also emerged, with local publishers expanding their geographical reach to accommodate their global audience. Consequently, English-language content output is increasing, while Russian-language output declines. This heightened global interest presents a window of opportunity for local media.
However, certain challenges remain, such as staff shortages and difficulties in financing. Despite an influx of new hires, a considerable number of editorial teams still lack skilled specialists across various roles. Furthermore, the focus has shifted from organizing sales departments to establishing grants management teams.
While not explicitly mentioned, war-related fatigue is evident from the responses, particularly regarding challenges and areas requiring attention. Comparatively fewer respondents have plans for the post-conflict period, with many prioritizing rest over further work. Presently, the number of editorial teams feeling "normal" is equal to those feeling "bad."
Despite financial disarray, exhaustion, and psychological strain, independent regional journalism persists and envisions a future. The planning horizon has expanded, with the majority now contemplating six months and beyond, as opposed to the previous week-long outlook.
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A YEAR INTO WAR: WHAT CHANGED?

The war has altered the territorial focus of media organizations. As Ukrainians fled the conflict, they continued to follow news from their home cities, new residences, and the national context. Editorial teamshave adapted to meet these demands.

Geographically, media outlets have broadened their scope, transcending local and regional boundaries.

  • 45,5% of editorial teams focus on their entire region or multiple neighboring regions;
  • Equal proportions of editorial teams (25% each) identify their district/community or the entirety of Ukraine as their primary focus;
  • 4.5% of editorial teams assert that they lack a specific territorial affiliation but still cater to internally displaced persons (IDPs).

Beyond Ukraine, media outlets recognize their international audience. A staggering 93.2% regard external migrants as their target audience, citing reasons such as maintaining connections with their communities through news consumption. Google Analytics data reveals unique visitors from countries like Poland and Germany, with content reposted on Facebook in German and Polish. A mere 4.5% of editorial teams do not consider external migrants as their target audience, as they prioritize those currently residing in Ukraine.

Present-day risks for media organizations

Respondents identified several risk categories, listed in descending order of frequency:

  1. Military and safety risks:

    1. Mobilization of male staff, resulting in critical personnel shortages;
    2. Renewed offensives by the Russian army from the north and northeast;
    3. Intensive shelling targeting critical infrastructure, leading to blackouts and disrupted communication and internet access;
    4. Hazards during business trips.
  2. Psycho-emotional risks - military and safety risks contribute to emotional burnout and anxiety disorders, hindering team performance.

  3. Internal organizational risks:

    1. Loss of financial stability;
    2. End of grant support and inability to fund operations;
    3. Regional personnel shortages.

  4. Marketing risks:

    1. Reduced traffic and reach due to search engine and social network algorithm updates;
    2. Suspension of the advertising market (often linked to resumed hostilities and offensives);
    3. Mis understanding audience needs;
    4. Attacks on websites;
    5. Loss of competitive advantages within the media landscape;
    6. Shrinking audience.

Consequently, media organizations are cognizant of the risks they face and have implemented risk management strategies, including planning responses and scenarios for critical situations.

Does your organization have risk planning/assessment?

However, a majority of surveyed media outlets (60.5%) reported not having a separate document outlining organizational actions during critical situations. Among these respondents, nine editorial teams are temporarily located in, or have relocated from, occupied, de-occupied, or front-line territories.

Media organizations without risk management plans provided the following explanations:

They address issues as they arise;

They maintain optimal coordination and readiness without a separate document;

They rely on verbal instructions.

Thus, while risk management has become a part of editorial planning, it often remains at the level of verbal discussions or assumed readiness.

Conversely, 32.6% of editorial teams indicated having a separate document to guide them in crisis situations. Among these respondents, 18.6% specified that they had not needed to utilize this document. Of the 14 media outlets with written instructions and algorithms, six operate in temporarily occupied, de-occupied, or front-line territories.

These media organizations shared additional insights:

Their risk management document was first drafted in 2022;

They continually update the document to address emerging risks (e.g., previously unconsidered threats to critical infrastructure and blackouts).

Furthermore, 7% of media outlets mentioned that they are currently developing a risk management document. Of these, two out of three are situated in de-occupied or front-line territories.

The main problems in military conditions

In addition to the risks and problems directly caused by hostilities, the war situation poses various other threats and challenges for editorial teams in rear cities. Last year, the most commonly mentioned issue was the lack of workers, cited by almost half of the respondents (46%). While the human resource shortage persists, the number of respondents who view it as the most urgent problem has changed (now at 16.3%). The psychological state of the team remains a significant concern, with 16.3% of respondents identifying it as the biggest issue.

Financial problems are also expected (discussed in more detail in the management chapter), but the intensity of receiving information is becoming an increasingly common issue. Last year's "leaders" (including the impossibility of planning work, public distrust of journalists, and team security) are now outside the top five most pressing problems.

To continue working in war conditions (especially during blackouts or shelling), editorial teams take the following actions:

Postpone deadlines or keep them flexible;

Agree on force majeure contingencies, with colleagues taking on urgent tasks if someone is unable to work due to blackouts or shelling;

Assign duty for specific tasks, such as maintaining the news feed;

Accelerate content production with a focus on efficiency;

Prioritize short-term planning, adjusting content plans and output as needed:

“

Circumstances have put us in the frame of faster content production.

A publisher from the eastern region

Switch to remote work;

Purchase or acquire generators, power banks, and Starlink terminals;

Pre-plan non-operational news releases on websites and social networks during power outages:

“

...when the power schedule was 4/2 (or 6-8 hours without electricity), journalists scheduled publication of non-urgent news.

A publisher from the northern region.

Maintain a stock of materials for use during power outages or communication delays, ensuring the content remains relevant to the audience regardless of the situation;

“

Currently, the content strategy is aimed at ensuring that consequences of Russian aggression have a minimal impact on the effectiveness of the editorial team and that all planned materials should be published on time. We have a stock of ready-made articles in case of unforeseen situations, so that the news feeds do not sag. Journalists who are in unstable regions regarding the availability of electricity took care of alternative sources of energy supply: power banks, etc. There are also colleagues who work from abroad. We try to pay more attention to short-term planning in order to know how to act in case of force majeure.

A publisher from the eastern region

Develop work schedules that take into account electricity outage schedules;

Adapt work locations to available electricity sources, such as remote work, working in the office with alternative energy supplies, or working in cafes or "unbreakable" points;

Plan business trips to collect material for 2-3 weeks and process it safely in secure cities;

Increase the use of Telegram, as it allows for the quick posting of important news and is the most convenient platform to work with during blackouts.

Many media outlets have experienced the relocation of individual employees or the entire editorial staff. Respondents from occupied, front-line, and de-occupied territories indicate that their forced departure was accompanied by additional risks. The longer the war lasted, the more opportunities occupation authorities had to profile journalists and create lists for attacks or detention. Even those who chose to stay in the occupied territories had to leave by the end of last summer:

“

We offered [the journalist] financial support, and we said, 'Come on, leave.' We said, 'Listen, we're worried about you. Sooner or later, they'll find out who you are, that you're a journalist, that you write articles, and they are, after all, occupiers.' We didn't want to involve human rights organizations and other possible organizations to rescue him from captivity. We knew about such cases in the Kherson region.

A publisher from the southern region

Media specialists who survived the traumatic experience of evacuation due to hostilities had to re-establish connections with their audience and reassess the mission and vision of their media outlet. Virtually every editorial staff member was forced to make a stark existential choice: is it even worth being a journalist in exile during the war? Some editorial teams couldn't answer these questions, so they simply continued updating their news feeds.

Despite the aforementioned problems and risks, publishers, particularly those from occupied, front-line, and de-occupied territories, feel the necessity and importance of their work. When describing their work, journalists and editors use words such as "necessary," "required," "the only possible," "our work," and "importance":

“

At the critical moment, we were like paramedics who told people what they should do, what they should pay attention to, what should be left without their attention, and how they should behave. We didn't have this experience, nor did we purposefully prepare for this situation, but latent preparation for it continued during the previous years. We always had balanced content. Therefore, we more or less calmly expected that.

A publisher from the northern region

“

I completely focused on work [of the editorial team] because we were almost the only source of information for residents [of the town]. We quickly increased the audience, tripling it, and on some social networks, it doubled.

A publisher from the northern region

Additionally, respondents' answers indicate that they perceive the experiences of publishers in regions far from the frontline and those in occupied, front-line, and de-occupied territories as different. According to respondents, the difference in access to information and speakers is significant, with media outlets far from the front-line having more opportunities in this regard. They also suggest that publishers from these regions have more freedom in choosing topics, such as writing more about everyday peacetime matters. However, in front-line territories, audiences don't always appreciate this type of information:

“

We are often hated for the following: 'We don't have anything to eat, the roof is leaking, and all you can do is giggle.

A publisher from the northern region

This regional difference warrants separate research; this paragraph only provides an initial overview of this topic.

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WARTIME MEDIA MANAGEMENT

Ukrainian independent publishers confront a myriad of challenges as they navigate the complexities of the ongoing conflict. To better understand their struggles and successes, this analysis delves into the primary obstacles faced by these organizations' managers, as well as their efforts to overcome these challenges. By examining the various dimensions of safety, operational, and revenue-related issues, we aim to provide a comprehensive perspective on the resilience and adaptability of the Ukrainian media ecosystem.

Safety and operational challenges:

Managers have had to ensure the safety of their teams and coordinate the work of dispersed (fully or partially) staff. Donor organizations have provided assistance for relocation and restoration of equipment. Managers have been successful in establishing workflows and maintaining content production. However, issues remain in managing remote employees, particularly in terms of effective communication, motivation, and support for the psycho-emotional well-being of staff.

Revenue loss challenges:

The advertising market in Ukraine has nearly vanished, particularly in the eastern and frontline regions. As a result, media organizations must revise their monetization strategies to account for new challenges and the need to diversify revenue streams to sustain operations. In regions where the advertising market has recovered, a significant challenge lies in media organizations' ability to operate commercial departments, which involves recruiting advertising managers, providing training, and organizing sales processes.

Although donor support has increased considerably, not all media outlets have succeeded in securing grant funding.

As the conflict persists, media outlets should intensify their fundraising efforts. While isolated cases of successful crowdfunding campaigns exist, the inconsistency of this financing method indicates that it can only serve as a supplementary source of funds. Other reader-supported financing methods have also not gained widespread adoption during the war. Consequently, advertising and grants remain the primary monetization models.

Audience loss challenges:

By the end of 2022, news traffic had returned to pre-war levels, with a trend of readers shifting from websites to Telegram channels and video platforms. Ukrainian media organizations face a challenging battle for audience attention, necessitating organizational changes and the development of new strategies.

TEAM

Employees

In this study, 44 respondent organizations employ a total of 548 specialists. It has been observed that the gap between the largest and smallest editorial teams has narrowed: TV media have experienced a decrease in employees, while small editorial teams have expanded. About 63.6% of the editorial teams now have more employees than before the war, while 27.3% have fewer employees. In 4 editorial teams (9%), the number of employees remains unchanged.

In the past year, the surveyed media organizations have hired 109 workers, making up 19.9% of the current workforce. This indicates that every fifth person currently working in media organizations joined after February 24, 2022. However, this does not include freelancers. Compared to last year, the number of freelancers in newsrooms has increased, with no respondents refusing to hire freelancers. Despite this, half of the surveyed editorial teams still do not collaborate with freelancers.

In 43.2% of the media organizations, at least one employee serves in the Armed Forces of Ukraine (AFU). Nearly all of them (~95%) maintain their civilian jobs. Additionally, editorial teams with drafted employees often provide financial assistance, primarily through the purchase of military equipment and personal protective gear.

Losing key employees has impacted 18.2% of media organizations, with their responsibilities being distributed among current staff members. Temporary conscription exemptions for employees are present in 4.5% of organizations, which may indicate infrequent usage or imperfections in the procedure and information of getting those exemptions.

The most sought-after specialists are:

Three or fewer editorial teams expressed the need for photographers, technical specialists (sysadmins, editorial equipment masters), HR, full-time lawyers, project managers, and community managers.

What qualities are most highly valued in employees?

Employee responsibility is the most valued trait, according to 15.5% of editors. Initiative, dedication, honesty, and professionalism are also highly valued.

Open conflicts

The number of editorial teams reporting conflicts within the organization has risen from 56% in 2021 to 70.5% currently.

Conflicts primarily stem from the lack of communication and misunderstandings within teams during online communications, as noted by 20.5% of respondents.

“

A minor conflict arose the other day when a journalist unknowingly assumed the function of an editor. This situation was discussed, and everything was resolved. In addition, our editorial team has an anonymous questionnaire about the work of editors with journalists and journalists with editors (but people write their names anyway). You can also give feedback on the CEO’s work. This is very helpful in predicting conflicts. We are sure that all problems are due to incorrect communication or lack of communication.

A publisher from the eastern region

Other conflict causes include:

fatigue;

differing political views;

overdue deadlines;

uneven distribution of duties;

interpersonal reasons.

Despite this, 29.5% of respondents mentioned that there were no conflicts or merely misunderstandings followed by quick resolution. In general, conflicts are considered to be infrequent occurrences in most organizations.

MENTAL HEALTH

Managing mental health

Last year's study indicated that 61% of mediaworkers experienced psychological fatigue. When evaluating their mental state on a scale of 1 to 5 (1 being negative, 5 being positive), media employees'responses were quite diverse:

Those who rate their condition as "normal" are roughly equal to those who rate it as "bad." Numerous factors influence the psychological state, and each editorial team has unique approaches to adapting to new realities and developing resilience to challenges.

One adaptation strategy involves increasing workload to achieve goals without dwelling on one's mental state.

“

We’re in the flow. I feel that at the moment we are all working on ardor, passion.

A publisher from the eastern region

“

In general, it's not bad, as a team we are strong and inspired. But from time to time, everyone needs extra support because of personal experiences and fears about the invasion, which has been going on for almost a year now.

A publisher from the eastern region

Members of relocated teams are affected by not being at home, while those living in cities close to the front line and under constant fire experience heightened stress and tension.

Photo: Vilne Radio. Vodyane village near Donetsk, 2022

“

We thought it would be worse. But a certain feeling of fatigue is already dropping. There is a certain insecurity caused by the absence of our home..

A publisher from the southern region

Personal or collective financial instability frequently contributes to psychological decline.

“

There are signs of wave-like moral and physical exhaustion of employees. The organization cannot ensure financial stability.

A publisher from the central region

Compared to last year's survey, when the great war had just begun and air raid alarms mainly influenced respondents' mental state, respondents no longer mention this reason, suggesting they have adapted.

As in the previous year, reasons for deteriorating psycho-emotional states include personal concerns about the safety of relatives (either in the army or living in front-line territories) and high workloads, now resulting not in a lack of weekends but a lack of vacations or retreats.

“

The problem with vacations. People need rest, but we cannot let them go because there is no one to replace them.

A publisher from the eastern region

Supporting the Psycho-Emotional State of Employees

Nearly all teams address problems by discussing them, either privately one-on-one (for individual issues) or in collective meetings (when issues affect the entire team or part of it).

Employees in 9 media outlets (20.5%) can consult a mental therapist if they face problems they cannot discuss within the team. This opportunity is provided by specialized non-profit media organizations or media outlets that include mental therapy services in their budget.

“

1. Everyone is informed that it is possible to visit a mental therapist for free. This was seriously discussed several times. 2. We all communicate outside of our work. We talk about each other's condition and emotions. 3. I am clear about the situation... Transparent explanation of processes - calm employees who know where we are going, what we have today and what we are striving for. If something goes wrong, I honestly talk about it...

A publisher from the northern region

To boost morale, some teams have established traditions, such as celebrating birthdays, acknowledging successes, exchanging Secret Santa gifts, organizing informal gatherings, and participating in joint leisure activities.

“

We praise in front of everyone, and we quarrel individually. In any case, we try to do so. We often praise for something, and we don't do this just for fun. We thank each other for work. We wish everyone a happy birthday (congratulations and gifts), we follow the Secret Santa tradition. …from time to time we gather for a banquet. We enable and encourage studies-trips-trainings-abroad-mentorings. …We love each other and the team as a whole.

A publisher from the eastern region

One relocated media outlet even allocated 10% of their budget for team-building activities (spending time together, gifts, etc.).

Navigating Organizational Challenges in Media Outlets

Understanding Roles and Functions

Most publishing houses encounter issues with their organizational structures. Based on the responses in the questionnaire, it is evident that managers do not fully comprehend the roles and functions of all essential personnel. Some managers are highly editorial-centric, primarily focusing on editorial work and assuming that other departments and specialists have auxiliary roles. In half of the cases, the roles of editor-in-chief and CEO are not differentiated, with the same person performing both tasks. In some editorial teams, the organizational structure fails to meet modern challenges, lacking adequate personnel responsible for advertising sales and fundraising.

Separation of editor's functions and CEO functions:

The aspect of planning horizon is particularly intriguing. Our previous research was conducted shortly after the liberation of Kyiv, Chernihiv, and Sumy regions. Planning was difficult at that time, with editorial teams operating on a day-to-day basis and a maximum horizon of a week. In 2023, we observe the resurgence of strategic planning for six months or more, with half of the newsrooms claiming they have the resources to foresee such a period.

Planning Horizon and Strategic Goals

2022

2023

“

To fix our position as the No. 1 media in the region. We want to have greater influence in the community and inspire it to change; with our work, we want to help in building a civil society.

A publisher from the western region

“

Another goal is to become a media that will develop a system of funding from the audience, and to strengthen our independence in this way.

A publisher from the western region

Overcoming Key Management Challenges

Media managers highlight the following main challenges:

Lack of funding — 22,7%.

Motivating the team to work (sometimes affected by low salaries) and maintaining psycho-emotional well-being amidst war conditions — 22,7%.

Organizing work under remote conditions and difficulties in assembling the entire team offline — 20.5%.

Most of the media outlets noted that during     the year of the great war, they never gathered their entire team offline.

A shortage of qualified personnel for implementing planned projects and activities — 15.9%.

Some media outlets mention issues with using a horizontal management approach. This method has its advantages when working with small teams, as it allows for swift and flexible responses to critical situations. However, with the expansion of the team and adaptation to new realities, there is a lack of middle management and a clear division of responsibilities. Consequently, the editor-in-chief may create content even if it is not part of their designated duties.

At a certain point, organizations lose effectiveness because they establish job responsibilities based on interpersonal connections through verbal discussions, rather than clear guidelines and expectations.

FINANCES

Donor Support and Fundraising Strategies

During the war, donors have played a crucial role in preserving the independent regional media market by striving to meet their needs as much as possible. Media outlets received financial, material, and non-material benefits, providing the necessary conditions for maintaining their high-quality work.

Profound understanding of fundraising and project management will enable organizations to prevent management crises after attracting more funds and effectively manage multiple projects simultaneously with limited human resources.

Profound understanding of fundraising and project management will enable organizations to prevent management crises after attracting more funds and effectively manage multiple projects simultaneously with limited human resources.

Financial Resources and Planning

In 2023, 44.7% of the respondents indicated that their media budget is sufficient for three months in advance. At the same time, 26.3% of the surveyed media still have finances for only one month in advance. It is worth noting that at the beginning of 2022, there were 23% of such media.

Overall, media outlets in our sample continue to struggle with financial fragility. Compared to last year, a significantly larger number of editorial teams have resources to function beyond the current month and the next month. However, there are other risks concerning the system of finance and financial planning in the media, discussed below.

Cost Distribution and Strategic Expenses

On average, 75% of the budget goes to paying salaries to media workers and freelancers (80% of the budget goes to paying salaries in the case of 29% of media outlets in the sample). On average, 22% goes to administrative costs, such as office rent, stationery, business trips, utility bills, fuel, communications, and the internet.

It is expected that the highest percentage of expenses will be spent on salaries. However, the absence of strategic expenses raises concerns about long-term planning in editorial teams. Only 20.5% of the surveyed media organizations noted that they planned to spend on marketing, allocating 16% of the organizational budget on average.

There are instances when media outlets discuss the possibility of allocating costs for the future. For example, some media noted that up to 10% of the editorial budget was set aside for a reserve fund, while others allocated 5% for staff training.

Reader Support and Engagement

Reader support can be divided into two types: material and non-material support. Material support provided by readers primarily includes financial resources: donations, subscriptions, and transferring funds through various means. Non-material support encompasses crowdsourcing, social network support, and media brand ambassadorship among readers.

Financial support from readers is available to 44.2% of the surveyed media. Most commonly, this occurs through Patreon, and less often through PayPal, bank details, banks, membership subscriptions, or YouTube sponsorships. One media outlet also mentioned that they added a "buy us a coffee" option to the English-language version of their site.

A media outlet from the south shared their successful experience of receiving point support from readers, who collected UAH 100,000 for correspondents' travel to the de-occupied territories.

Some 14% of respondents have a financial support option from readers but do not develop this feature, as it does not yield expected revenues. Some 23.3% of media outlets indicated that they have no experience in this field, although they assume that readers would provide some support (at least non-material). Non-material support (such as gratitude, active engagement on social networks and personal messages, and active participation in surveys) was mentioned by 9.3% of respondents.

Other media outlets (9.3%) indicated that they transferred support provided by their readers to volunteer payments for the military and to support residents of the frontline areas.

“

…We actively raised funds received from readers to support the Armed Forces of Ukraine. Last year, in cooperation with our readers, we collected almost UAH 2 million for the needs of the army, in particular, we purchased 6 cars.

A publisher from the central region

The Shift in Grant Funding Before and After February 24, 2022

Prior to the full-scale invasion, the majority of the surveyed media outlets were not actively involved in systematic fundraising. However, grant funding has now become the principal component of editorial budgets and the primary channel for media monetization.

The following trends are observed in media organizations that previously received grant funding:

For 50% of the media outlets, grant funding has increased by 50-100% or more (up to 200%) – meaning editorial teams have been able to double or even triple their grant budgets.

In 22.2% of cases, the share of media grant funding in the organization's budget before and after February 24, 2022 has not changed;

In one instance, grant funding has decreased.

Grant Fund Dynamics over the Last Six Months

Although the majority of editorial teams have sought assistance from donors during the year, the dynamics of the last six months reveal that only half of media organizations demonstrate stable growth and conduct systematic fundraising work. The future may be risky for those media outlets that have not yet established stable relationships with grant funds.

Consequently, budgets for maintaining the editorial team vary significantly, with no correlation to audience size. This indicates that the amount of funding does not determine content quality, distribution, or overall publishing success.

What commonalities exist among publications that achieve success in terms of audience size? The largest media outlets produce approximately 30 materials per day and have an annual budget ranging between UAH 2–3 million per year (editorial team only). With such funding, leaders among regional online publishers in Ukraine can achieve a number of monthly visits that is approximately equal to the population of their region.

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CONTENT: Low-budget future

The content trends that emerged last year have only intensified with the continuation of the war. News production output has grown, the amount of content has returned to 2021 levels, and publications remain eager to produce videos and complex stories, such as investigative pieces. Simultaneously, virtually every media outlet has altered its approach to content, either thematically or in terms of volume.

Numerous materials are now dedicated to volunteer initiatives supporting the Ukrainian army. Editorial teams highlight the situation in occupied territories, address the challenges faced by displaced persons, and share "success stories" of internally displaced persons (IDPs). Stories of people with traumatic experiences due to the Russian invasion (captivity, PTSD, mutilation, rape, loss of relatives, etc.) get a lot of attention from readers. The subject matter of investigations has shifted – identifying individuals involved in war crimes has largely replaced corruption and land scandals. Media outlets have also strived to meet their audience's needs by quickly addressing pressing questions during the war, creating explainers and guides for vulnerable populations. Nearly all media outlets have begun debunking falsehoods perpetuated by Russian propaganda, employing formats ranging from news articles to long-form investigations.

The personnel shortage remains as critical as a year ago, with a continued lack of journalists (even news editors!) and video production specialists.

Separately, the handling of sensitive content has intensified, as it has become a reality for all editorial teams in the sample. The need to work with challenging topics has underscored the importance of continuous training for journalists.

Content production for audiences in temporarily occupied territories holds significant importance. The mechanisms for working with information sources remain unique within the Ukrainian media landscape.

News trends

News remains the primary content format for nearly all regional publications (81.5% of respondents mentioned this, compared to 76.8% from the previous year, indicating an increase in news offerings during the year of the great war). Almost all respondents (approximately 95%) note that the war has altered their content strategy and production. Some editorial teams report that they increased the volume of news content by reducing long-form text materials following the invasion. Others mention that they are now gradually returning to a balance between news and other content formats.

“

At the beginning of the war, we had to reduce the number of large materials and produce more news. Now we're returning to the pre-war content plan, we are trying to find a balance between news and larger materials, and we also add such formats as video.

A publisher from the western region

“

We are trying to work in the pre-war regime; we have a separate journalist who specializes in military topics.

A publisher from the central region

“

Over time, we have returned to the same content, taking into account the war events and the processes launched by the war.

A publisher from the western region

The war remains the main source of content. The vast majority of media outlets report an increase in materials on military and war-related subjects—news from the front line, information about shelling, publications about weapons, stories of soldiers, volunteers, and immigrants, as well as obituaries. One media outlet noted an increase in the number of materials featuring psychologists as experts.

Photo: Vilne Radio. Soledar, 2022

When addressing the question of content strategy adaptation in light of the war, one respondent admitted to deliberately strengthening self-censorship within the editorial team for the sake of "doing no harm." Self-censorship can stem from various reasons, but it ultimately degrades content quality and reveals journalists' misconceptions about their role and mission in society. A typical manifestation of self-censorship in local media involves a reluctance to independently raise topics that could potentially displease local military administrations or result in accusations of an unpatriotic position or conflicts with defense and law enforcement agencies. Local editorial teams often accept formal letters from authorities without insisting on meaningful answers, rationalizing this as a wartime-specific practice. In turn, authorities exploit this fact and manipulate the media to their advantage, thereby reducing the likelihood of public disclosure of topics they find undesirable.

“

...we are looking for options to comply with the standards, takinginto account the restrictions on receiving information from officials. We donot write (or write very rarely) about court cases involving military people.We have increased self-censorship rationalizing it as "do no harm"

A publisher from the eastern region

Conversely, one respondent mentioned that their editorial team began producing materials not only about the war but also about development. Additionally, editorial teams say that journalists had long postponed investigative procedures, deeming them inappropriate during the war, but have recently resumed this work.

Pivot to video

In general, there is a clear desire and effort among editorial teams (52.27%) to create more video content and implement diverse video formats. Half of the respondents identified videos (streams, caption videos, reels) as new forms of content they started working on during the last year. When asked about the formats they would like to develop today, half of the respondents also mentioned video, specifically streams, reports, caption videos, etc. After all, specialists in video content production make up the top three most in-demand roles in editorial teams, following journalists and social media managers. Interestingly, compared to the previous year, a much larger sample has shifted their focus towards video content—last May, approximately 38% of respondents expressed a desire to create visual content.

Podcasts deserve special mention. Three editorial teams reported that they had started working on podcasts in the past year, and seven teams mentioned their interest in developing this format in the future. Podcasts can also serve as an effective alternative for those editorial teams looking to develop video formats but lacking the necessary expertise and specialists.

The trend towards creating video content will likely continue to increase, posing additional challenges for media managers. Finding and training video production specialists is expected to be a key challenge for local media in the near future. These roles include operators, video correspondents, blog authors, videographers, video editors for social networks, directors, cutters, sound engineers, and more. An added challenge will be acquiring expertise for media managers, who will need to build their video department teams based on their content strategy.

The difficulty of overcoming these challenges is evident in the fact that three editorial teams reported abandoning video formats due to the need for more staff, knowledge, and time than they had available.

Ten respondents indicated that their editorial teams had a separate video department or were in the process of establishing one. A fully staffed video department includes at least three people who are fully or partially interchangeable and whose roles meet the needs of the editorial team at its current stage of development.

However, some respondents define a video department as a single person performing multiple functions simultaneously, such as a journalist who shoots and edits their own footage or a photojournalist who serves as both a cameraman and director. One publisher indicated that their video production was overseen by the editor-in-chief.

Multifunctionality of employees is undoubtedly a significant advantage for any editorial team. However, relying on a single person for the entire video department is inefficient and risky because if that person is unable to work, the entire production comes to a halt.

Three editorial teams indicated that they outsourced video production to freelancers. At first glance, this may seem like a simple way for managers to find third-party specialists and order turnkey video content from them. For example, if a media outlet produces one "non-urgent" caption video per week and orders it from a freelancer, then this seems to be a viable scheme. However, if an editorial team has ambitious plans for video production, including streams, vlogs, reports, or investigations in video format, then outsourcing video production may not be the best solution.

Approximately 43% of editorial teams do not use freelancers at all, making it a relatively unpopular work organization method. However, some teams still employ this approach when creating new formats or departments.

Investigations

In addition to the desire to work with video formats, the editors' interest in developing journalistic investigations is clearly visible: a third of the surveyed media outlets noted that they were currently working on investigations. Another third of respondents reported that they would like to develop this format.

Some 51.1% of the surveyed editorial teams publish investigations. Typically, a single person is responsible for the publication - an editor, a freelance writer, or a full-time journalist. In 9 cases, there isn't a single person assigned; they say that "everyone" can conduct simple investigations. It is difficult to predict the regularity of the investigations since each topic (and format) requires a custom approach. In general, it takes from 1 week to 1 month to produce an investigation project.

The logic of editorial teams in having a universal journalist can be understood since investigative journalism is a costly genre in terms of time and money. Thus, one editorial team reported that it had stopped journalistic investigations at the moment due to the high cost of production. Another problem that prevents editorial teams from conducting efficient and quick investigations is the closure of state registers and pressure from local officials who dislike uncomfortable questions and incriminating materials.

Some 43.2% of editorial teams have been subjected to pressure, the vast majority of which has come from local authorities. These are precisely the editorial teams that work with investigations and expose the abuses of local and central authorities. The authorities threaten journalists with lawsuits or ignore their requests for information.

Personnel shortage remains an extremely urgent problem for almost all surveyed publishing houses. Only 8 respondents (18.2%) reported that their media was currently staffed with all creative units. When it comes to journalists, some publishing houses even lack a news editor. Long-read authors, correspondents, and investigative journalists are also often in high demand.

Considering the context of this topic, let us quote part of our study from the previous year:

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The media indicate that even the number of news reporters is not sufficient for full-scaled work. In addition, there is a need for fact-checkers and videographers (most editorial teams also work with visual content). We see that the problem of content rests on finances because they are not sufficient to attract the required number of specialists and freelancers (cooperation with them has significantly decreased).

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Despite the increased share of news content, there is still a shortage of skilled specialists on the market. The demand for video specialists is steadily growing, and, for example, fact-checkers are no longer listed as necessary specialists. We also see that cooperation with freelancers is constantly decreasing.

Sensitive content

Approximately 50% of the editorial teams surveyed have not altered their approach to handling sensitive topics, as they believe their current content practices are adequate. Those who have changed their approach send journalists for further training, prepare more thoroughly for conversations, and generally recognize that the situation requires a different approach to covering such topics.

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With the beginning of the full-scale invasion, our editorial team has become even more cautious about working with sensitive content. If the material contains potentially triggering content, journalists warn readers at the outset. We ensure a balance of opinions and verify information sources. When interviewing individuals who have survived violence, suffered physical trauma, or experienced evacuation, journalists adhere to ethical standards coordinated by the editors. Interviewees are offered the option to refrain from answering questions if they do not wish to answer, and questions are asked as respectfully as possible. Finished material and photos or videos are published only after these materials have been coordinated with the subject.

A publisher from the eastern region

Approximately 40.9% of the editorial teams received additional training for working with sensitive content, which included online lectures, courses, and mentoring support for covering sensitive topics. In-depth interviews with editors revealed that working with sensitive content necessitates a high level of caution, internal discussions about specific publications, and occasional involvement of external experts.

For media outlets catering to audiences in occupied or front-line territories, content-related procedures differ significantly in numerous aspects, including information sources. Information about the situation in temporarily occupied territories is obtained from Ukrainian officials such as regional military administration heads and city mayors. However, understanding the situation requires consulting other sources, including channels of the occupation authorities and direct participants in hostilities on the enemy side. Editors use these sources to gather facts about temporarily occupied territories, such as the adoption of local "laws," and remove narratives and anti-Ukrainian interpretations.

Media outlets actively seek sources to refute disinformation, including defense and law enforcement agencies, local authorities, military acquaintances, and people from temporarily occupied territories. However, there are objective limitations, such as restricted access to shelling zones for civilians, which makes on-the-spot situation assessment impossible.

A separate source of information is informants—people loyal to the editorial team residing in temporarily occupied territories and providing journalists with field information. Editorial teams maintain separate, protected communication channels with informants, as this poses extreme risks to these individuals. Interviews have revealed at least one recent case of an editorial informant being jailed. Journalists sometimes refrain from publishing information obtained from informants to protect their identity. Due to the departure of people from temporarily occupied territories and the tightening of control mechanisms by the occupation authorities, the number of informants and available information has decreased, making news from small towns and villages increasingly scarce.

“

Only 10-15% of people have remained in these [small] towns. These are mostly elderly people—it is almost impossible to find informants among them. Our biggest and scariest challenge is that we don't know what's going on out there. In addition to that, the Russians turn off communications.

A publisher from the southern region

Another auxiliary communication method involves using Telegram bots, which allow for the anonymous transmission of information without saving message history. However, this communication method is less popular than direct messages with editors or journalists.

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Distribution

Target Audience: Evolving Demographics and Editorial Strategies

Editorial teams have observed changes in theirtarget audiences, characterized by a shift from local to global reach.Previously, core audiences were tied to specific regions, but now theboundaries have become blurred due to people fleeing war, moving withinnational borders and abroad, and a minority remaining in temporarily occupiedterritories. These circumstances present editorial teams with new challenges,including reevaluating their mission, identifying a new core target audience,and modifying their content strategies. Opportunities also arise from thesechanges, particularly in fostering deeper inter-editorial and inter-regionalcollaboration.

Editorial teams perceive potential growth in reaching wider population segments:

41% of respondents aim to engage young audiences (18 to 30 years old). This intention was noted in previous studies, but the challenge lies in young people's disinterest in consuming content through news sites.

18.2% of editorial teams (mainly from eastern and southern regions) seek to distribute their content to residents of temporarily occupied territories.

11.4% of editorial teams plan to engage older readers aged 55 and over.

6.9% of surveyed media outlets aim to attract the attention of internally displaced persons (IDPs) and audiences outside the regional center (from remote villages and small towns in the region).

13.6% of editorial teams do not have specifically defined target audiences and instead focus on steady growth.

A positive trend is observed in that 77.2% of surveyed news organizations have a strategy for audience growth. In studies conducted prior to 2022, distribution planning had been less systematic. In contrast, 13.6% of respondents do not have a growth strategy, indicating they work intuitively and unsystematically. Half of the respondents do not have a designated individual responsible for audience growth, while the other half more often entrusts strategic development monitoring to the editor-in-chief (45.5%), the organization's director (22.7%), or a separate specialist such as a marketing director, SEO specialist (18.2%), or SMM specialist (13.6%).

To increase their audiences, media outlets commonly take the following actions:

Increase content volume, posting frequency, and the use of new formats (36.4%);

Expand to new social networks (22.7%);

Update websites, visuals, and incorporate SEO recommendations (20.5%);

Utilize paid advertising (13.6%);

Initiate partnerships and new projects (11.4%).

A minority (13.6%) of media outlets continue their work without significant strategy changes. A few respondents expressed interest in holding offline events to grow their audience, searching for communities and opinion leaders on social networks for reposts, joining ukr.net (top Ukrainian news aggregator), and monitoring Google Trends.

Distribution analysis

81,9%

of the surveyed editorial teams thoroughly analyze their audience through Google Analytics.

Focusing on various aspects, such as:

Unique users;

Socio-demographic characteristics (age, gender, geography);

Session duration and depth of visits;

Traffic sources.

Less attention is given to:

Pageviews;

Number of sessions;

Bounce rate;

Most popular articles;

Language;

Devices;

Leads from site banners.

Survey data reveals that editorial teams using Google Analytics data adjust their content planning and monitor the number of pages viewed by users per session, increasing this figure through internal linking, "read more" blocks, and other strategies.

Editorial teams actively analyze metrics to measure distribution success. Specifically, 41.3% rely on Google Analytics, 28.6% use analytics from individual social networks, 7.9% turn to other services, and 9.5% employ alternative measurement methods.

Efficiency in social networks is assessed by reach, engagement (reposts, comments), and subscription dynamics, while website performance is evaluated through traffic, average views, and reading time. Some media outlets also consider the influence of their material on audience behavior as part of their efficiency indicators.

Obstacles in Distribution

Generally, surveyed editorial teams note improved distribution as audiences show increased interest in consuming content. However, during 2022, certain factors hindered content distribution and posed obstacles to audience growth.

The primary obstacle cited by editorial teams is social network restrictions, such as content blocking, shadow banning, and content blurring, even when it is not sensitive. These restrictions lead to a decrease in organic reach and limitations in ad management (51.2%). Media outlets registered in the Luhansk and Donetsk regions face additional restrictions, such as the inability to tag people and locations, and difficulty accessing page management tools. These constraints significantly impact information dissemination and require additional resources from editorial staff.

When certain social networks (e.g., Facebook or Instagram) block content, editorial teams actively promote content through alternative distribution channels (e.g., Telegram). Fewer editorial teams are currently exploring new social networks (such as TikTok) and their algorithms. Nonetheless, some editors still consider Facebook the most effective distribution channel, as their primary audience remains there despite network limitations.

Other common issues highlighted by editors include blackouts (19.5%), which began in October when missile attacks on critical energy infrastructure caused power supply disruptions. Editorial teams had to address the pressing issue of continuing their work amidst these challenges. Besides problems with communication, finding "uninterrupted points," and procuring generators or charging stations, traffic declined significantly in late autumn and winter due to readers' inability to access websites without electricity and internet access.

Less emphasis was placed on limited financial resources for paid promotion or hiring additional staff (14.6%). At this stage, respondents did not single out DDoS attacks as a significant obstacle to distribution.

Language considerations in distribution

The majority of surveyed media outlets (81.9%) maintain their communication channels exclusively in Ukrainian. A small portion (9%) offer both Ukrainian and Russian versions of their sites, primarily in the eastern region, where the presence of a Russian version is driven by audience needs. The number of media outlets with Russian versions has significantly decreased between 2022 and 2023. In 2021, 25% of resources had Russian-language versions of materials, and in the early months of the war, this figure dropped to 20%.

Another 9% of editorial teams manage their pages in both Ukrainian and English. Some media outlets are planning to develop their English-language pages to reach an international audience and promptly inform foreigners about events in Ukraine. In previous years, the number of editorial teams translating materials into English was smaller.

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Future Prospects: Growth Opportunities and Strategies

Media outlets face diverse growth scenarios and opportunities, despite sharing common challenges and risks.

Management

Frequently, respondents mentioned expanding their teams and involving more authors, which would be possible with increased funding and launching new projects. To achieve greater stability and risk diversification, it is important to combine donor funding with commercial activities. In this context, creating an advertising and partnerships department was mentioned. To achieve these goals, media outlets apply for both large and small funding projects, continuously search for specialists and experts, prepare materials, update their websites, provide complete organizational information for communication with partners/donors, and engage in careful planning.

Content

Other media outlets emphasize growth driven by the quality and format of their media products. Some outlets wish to develop high-quality, long-form texts that may appeal to audiences beyond their primary regional focus. Others aim to launch video production and develop their YouTube presence. Some strive to increase the number and quality of their investigations, while others seek to strengthen their artistic reporting. These media outlets pursue their goals through various content creation strategies.

Photo: Tribuna. Sumy. Velyka Pisarivka, the destroyed therapeutic department of a local hospital, 2023

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We are receiving training in writing materials on sensitive and gender-sensitive topics. We write materials on important but emotionally complex topics (which makes us unique for the region). We write texts that challenge stereotypes about certain categories (IDPs, the Romani community, etc.). We are developing an editorial policy and a strategy for reader-supported development.

A publisher from the western region

Post-Victory Plans

More than half of respondents (52.3%) have plans for the "post-victory" period, compared to 61.5% in 2022. The interviewed editorial teams assert their desire to continue serving their audiences, start offering multimedia formats, and maintain stability. Some 6.8% of editorial teams aim to achieve or maintain community leader status by being the primary information resource and unifying force within their communities. There is a trend toward developing international partnerships for the distribution of Ukrainian content abroad.

“

We have already started writing materials not about war, but about development.

A publisher from the western region

Editorial teams are already planning content for the "post-victory" period, considering publications that can be prepared in advance. One editorial team has a prepared content plan for special projects, while another has a written content strategy for that period. Respondents note that they have already begun implementing specific plans. Most often, they mention initiating video content production and planning to develop this area further. They have also begun working on the following formats:

Materials about community development.

Investigations.

Stories and photo reports from liberated territories.

Launching a podcast.

For media outlets, having an offline space to execute their content plans is essential if it is not already available. Two editorial teams plan to launch their own studios, and one media outlet plans to return to its rebuilt TV studio in the liberated territories.

Regarding finances, some respondents plan to partially return to the advertising-supported revenue model. They are already communicating with advertisers about their businesses' current state and the possibility of resuming brand partnerships.

Additionally, some media outlets plan to take an extended vacation for their entire team due to work overload and unstable mental states resulting from the war.

However, most editorial teams lack a clear vision for their media's development after the war or cannot articulate one. More than half of the surveyed publishers indicated having plans for the "post-victory" period. However, when asked to elaborate on specific plans already being implemented, it became apparent that most media outlets did not have a concrete plan, or their plan was not directly related to media development, such as "to rest," "to survive until victory," "to become better," "to go to the seaside and drink beer," etc. This may indicate confusion and fatigue among the teams, as well as a lack of a clear development strategy.

RECOMMENDATIONS

Building a monetization model comprising two or three components (with advertising and grant funding being the most promising) should be a key priority for independent media.

Risk management, including a documented set of behavioral scenarios, is essential for maintaining an editorial team.

Ensuring the safety of specialists and informants remains the top priority.

Addressing mental health is necessary, and internal mechanisms should be established within the editorial team to identify critical cases.

Strategic planning, particularly for the "post-victory" period, should focus on the development of media organizations themselves.

Content production related to community reconstruction and development will be a powerful direction, as editorial teams already engaged in this process note positive audience responses.

The product aspect of media requires rethinking and restructuring, as editorial teams still demonstrate a weak understanding of media as a product.

METHODOLOGY

To conduct this study, we employed a mixed-methods research design that included the development of a comprehensive questionnaire and in-depth interviews to gain both quantitative and qualitative insights. This approach allowed us to compare and contrast the situation faced by local media outlets during various time periods, including the pre-war years of 2021, the beginning of the great war, and the most recent developments in Spring 2022.

The questionnaire comprised 90 items, which were derived from a combination of questions used in previous studies (Autumn 2021 and Spring 2022). This facilitated the examination of trends and changes in local media over time. The questions were carefully designed to collect both quantitative and qualitative data, which provided a more holistic understanding of the challenges and opportunities faced by media outlets.

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We obtained 44 completed questionnaires, and the data were analyzed according to the specific type of information sought in each question.

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To supplement the survey data, we conducted 10 in-depth interviews with editorial teams operating in occupied, front-line, or de-occupied territories. These interviews served to provide a deeper understanding of the experiences and unique working mechanisms developed by media organizations under such challenging circumstances. Eight of the interviewees completed the questionnaire prior to the interview, ensuring a rich data set for analysis.

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Our sample encompassed independent media outlets, including 39 regional media organizations that focused on specific communities or areas of presence and five national media organizations that operated beyond the administrative boundaries of regions. We selected interview participants from editorial teams located in regions impacted by occupation or active hostilities, such as Kyiv, Sumy, Kharkiv, Luhansk, Donetsk, Zaporizhzhya, and Kherson.

By employing a mixed-methods approach and drawingon data from diverse sources, our study offers a robust and comprehensiveexamination of the contemporary challenges and opportunities faced by mediaorganizations in the region.

Read more about Research and Analytics MDF here:

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Team

Eugene Zaslavsky

Executive Director, Media Development Foundation. Expert in media management, strategic development and operational planning, selection and construction of funding models for the media.

Maks Sribnyi

Maksym Sribnyi

Master of the Mohyla School of Journalism, researcher at the Media Development Foundation. Specialist in content analysis of media, quantitative and qualitative methods of media evaluation

Polina Lypova

Master of communications at Kyiv-Mohyla academy, sociologist, researcher in Media Development Foundation. Specialist in qualitative research methods

Oksana Buts

BA in Sociology at UCU, MA student in Sociology at NaUKMA. Researcher at the Media Development Foundation.

Vlasta Lazur

Jouranlist at Radio Liberty Ukraine

Andriy Boborykin

Andrey Boborykin

Executive Director of the UP. Expert in digital marketing, development of media products and media communities, building funding models for the media.

Oleh Horobets

CEO of RIA Media Corp

Katerina Titarchyk

Kateryna Tytarchuk

head of the Media Development Foundation project department

Anastasiya Moroz

Anastasia Moroz

Project Manager at Media Development Foundation

Vadim Didyk

Vadym Didyk

Project Manager at Media Development Foundation

Darya Trapeznikova

editor-in-chief, «MediaMaker»
(an online media outlet for media professionals)

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