Across the country, as traditional newspapers continue to shrink, consolidate or vanish
altogether, nonprofit newsrooms have stepped in to fill the gap. They aim to provide reliable, accessible journalism—often for free with no paywalls—in places where the public needs it most.
But providing the news for free doesn’t mean it’s free to make. Journalism still costs money. Reporters need salaries. Editors need health insurance. Zoom subscriptions need renewing. And unlike commercial outlets, nonprofit newsrooms can’t just crank up the ad sales or push subscriptions when revenue runs low.
Instead, they rely on something more complex: a mix of foundation grants, major donors, sponsorships, events, memberships and a lot of relationship-building. Think less “move fast and break things,” and more “send thank-you notes and follow up in 14 business days.”
A nonprofit newsroom is a media organization that doesn’t exist solely to make a profit. It reinvests all its revenue, whether from grants, individual gifts or events, into its operations. Most are 501(c)(3) public charities, which means donations are tax-deductible and editorial independence is essential.
These outlets tend to focus on public service reporting, like statehouse coverage, investigative journalism and local accountability. Many often give away their work for free. ProPublica is a prime example of a nonprofit newsroom that partners with other media outlets and others, like The Texas Tribune, produce their own stories, newsletters and public events to connect with audiences.
But journalism doesn’t fund itself. Nonprofits must find ways to raise the money they need without compromising the mission that got them there in the first place.
But even the best-laid donor strategies can falter without a clear plan. This spring, one of the most well-funded nonprofit newsrooms in the country showed how quickly things can unravel.
Houston Landing, a nonprofit newsroom launched in 2023 with more than $20 million in philanthropic support, announced it would shut down later this month. Despite a talented staff and award-winning journalism, it failed to build a long-term revenue model that could keep it afloat.
When Houston Landing launched, it had everything nonprofits usually dream of: respected reporters, big-name funders and a city of seven million people to serve. But within two years, the newsroom was spending millions more than they brought in. Membership revenue totaled just $80,000 in 2024; major donors gave $25,000.
To put that in perspective, $80,000 is less than the cost of employing a single experienced reporter for one year and represents just 0.4% of the Landing’s original funding pool. In a city the size of Houston, the level of audience support was alarmingly low. It wasn’t just a financial shortfall; it was a signal that the newsroom hadn’t built the kind of community loyalty and grassroots investment needed to sustain itself once the startup capital ran out.
Despite its impact and talent, the Landing never clearly defined its editorial scope: was the site hyperlocal? Regional? Investigative? Service-focused? This made it difficult to engage with the broader community. Without that clarity, its audience and donor base never solidified. The money ran out, and the mission couldn’t save it.
The Landing’s closure is a reminder that even strong journalism needs a solid foundation to support it. For nonprofit newsrooms, building a resilient revenue model is as essential as the reporting itself.
What Sustainability Looks Like: Interviews from the Field
The Texas Tribune
Founded in 2009, The Texas Tribune is often cited as one of the best in nonprofit journalism. But
that reputation wasn’t inherited, it was built through careful planning and relentless
experimentation.
“We didn’t treat foundation money like forever money,” said April Hinkle, chief revenue officer
at The Texas Tribune, in an interview. “From the beginning, we knew we needed to build other
streams– corporate, earned, individual–to be sustainable.”
Hinkle oversees corporate sponsorships, licensing, digital campaigns and event revenue for the
organization. She detailed how the Tribune uses every tool available, from paid engagements and
studio rentals to content syndication and curriculum licensing deals with higher-ed publishers.
“We don’t just chase dollars,” she said. “We build relationships.”
The Tribune also now powers local initiatives like The Waco Bridge, creating an earned revenue
stream while supporting news deserts.
VTDigger
Vermont-based VTDigger takes a slower, highly strategic approach to sustainability, one
grounded in long-term donor relationships and a clearly defined revenue structure. Dustin
Byerly, director of major gifts, emphasized that long-term sustainability requires a diversified
donor base.
“You can’t build your model around one big gift,” Byerly said.
He also framed fundraising as a mission-aligned act.
“No one gives money to you,” he said. “They give money through you. You’re a vessel for the
change they want to see.”
That perspective helps staff approach fundraising with greater clarity and purpose. The
importance of internal balance was also echoed by Libbie Sparadeo, director of membership and
engagement, who emphasized the need to grow both editorial and operational capacity in
tandem.
“You can’t neglect the revenue and operations side as you grow,” Sparadeo said. “You have to
produce a product, but you need to hire help with revenue and operations.”
At VTDigger, the fundraising team approaches its work with the same curiosity and care as a
newsroom, treating donor engagement like an ongoing conversation.
The organization also maintains a strong firewall between revenue generation and editorial
operations, ensuring that funding decisions never compromise journalistic independence.
The 19th*
From a national lens, The 19th* offers another example of adapting under pressure. In a talk I
attended with Emily Ramshaw, the co-founder and CEO, she described the organization’s
evolving revenue model and the political forces threatening its nonprofit status.
“Corporate sponsorships didn’t work for us,” Ramshaw said. “We thought brands would love to
advertise on a platform centered on women and LGBTQ+ issues. But once we started covering
abortion and trans rights, they disappeared.”
Instead, The 19th* doubled down on philanthropy, both from major foundations and a growing
base of individual donors. With more than 16,000 contributors giving anywhere from $19 to $5
million, the organization now relies on a highly diversified base.
“We are also free,” Ramshaw said. “No one person can pull the plug.”
She also pointed out the intense political and legal pressures facing nonprofit newsrooms in
today’s climate, from growing legal costs to expanding media liability insurance.
“This is a bumpier ride than it used to be, but our team knows the assignment.”
What Nonprofit Newsrooms Can Learn
Whether large or small, new or established, nonprofit news organizations can benefit from a few core lessons:
- Diversify early. The healthiest organizations don’t rely on just one type of funding.
- Invest in people. Fundraising requires dedicated staff who are trained and supported.
- Say no when it counts. Editorial independence comes before financial convenience.
- Know your audience. Who are you serving? And are they invested in your success?
- Grow slow. A flashy launch might get attention, but long-term planning is what keeps the lights on.
A Growing Field
Nonprofit news is not a passing trend. According to the American Journalism Project, over 80 percent of the outlets in its portfolio generated revenue in 2024, bringing in more than $125 million combined. Outlets like The 19th*, Mississippi Today and Chalkbeat are proving that it’s possible to build mission-driven journalism that not only resonates but survives.
But there’s no one-size-fits-all model. Sustainability takes infrastructure, intentionality, and community connection. And sometimes, it takes saying “no” to $20 million if you’re not ready to use it wisely.
Because journalism that’s free to read isn’t free to produce. To keep nonprofit newsrooms standing, we must fund them with purpose and build them like we want them to stay.
