📑 Case studies

Local partners sidelined by compliance barriers

Context: In parts of Eastern Europe, smaller independent media organisations reported that they were unable to serve as lead applicants in EU-funded projects because the financial and compliance burdens—eligibility thresholds, audit templates, previous-performance requirements—were calibrated for much larger institutions.

Outcome: As a consequence, international NGOs took the lead role, while local actors were relegated to subcontracted tasks. This meant limited access to core resources, reduced visibility, diminished decision-making authority, and ultimately a weakening of local institutional leadership.

Lessons for stakeholders:

• For the European Commission and relevant DGs: Review and adapt eligibility criteria and audit/compliance templates so that smaller local organisations are not automatically excluded.

• For EU Delegations: Pilot “lead applicant” tracks for local media actors, paired with capacity-building for back-office functions.

• For local media organisations: Investing early in administrative and financial management strengthens the case for leadership roles.

Why it matters for Principle 4: Without addressing the compliance barrier, localisation remains a rhetorical goal rather than a structural reality.

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Mission-drift through donor-driven agendas

Context: In South America, a local media organisation described how it adjusted its thematic focus—shifting editorial priorities and project design—to align with donor-defined themes that did not originate from its community or audience priorities. Over successive project cycles, staff reported a loss of organisational identity, editorial independence came under pressure, and the outlet felt increasingly dependent on external agendas.

Outcome: While funding flows were secured, the organisation’s credibility with its audience declined, and its ownership of the journalistic agenda weakened.

Lessons for stakeholders:

• Donors (EU Institutions, Member States) need to ensure that thematic calls reflect local priorities and that local media are consulted at the outset.

• Programme design must build in flexibility so that local outlets can adapt to their own audience needs, rather than being forced to “fit” into donor categories.

• Local media should negotiate partnership terms that protect their editorial autonomy and brand, even within funded frameworks.

Why it matters for Principle 4: True local leadership means designing from local priorities—not retrofitting local organisations into donor templates.

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Empowerment through administrative support

Context: In Southeast Asia, a local newsroom—with strong editorial potential but weak administrative/back-office capacity—was enabled to apply for and win direct funding for the first time thanks to targeted donor support for compliance, financial management and grant readiness. Previously, the organisation was compelled into unequal partnerships with international implementers because it lacked the administrative infrastructure.

Outcome: The modest investment in administrative capacity shifted power dynamics: the local organisation became a lead applicant, expanded its institutional footprint, and gained greater autonomy in decision-making.

Lessons for stakeholders:

• Donors should budget for “grant readiness” or compliance-capacity components as part of media-support programmes.

• Commission and Delegations can include “capacity-lift” grants or preparatory phases enabling local actors to reach lead-applicant status.

• Local media organisations should view compliance, audit and financial management not as burdens but as strategic assets for future leadership.

Why it matters for Principle 4: Leadership is not only editorial; it is also institutional. Building capacity in “administrative infrastructure” is vital for shifting the balance of power.

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✅ Summary — Key Takeaways for Implementers

• Barrier removal matters: Compliance and financial thresholds remain a major impediment for local leadership unless specifically addressed.

• Agenda-setting power is key: Programmes driven by donor themes risk undermining local leadership and audience credibility.

• Coalition models scale localisation: Pooled funding and locally-led coalitions reduce fragmentation, competition and donor-driven duplication.

• Institutional capacity underpins leadership: Support for administrative, compliance and financial systems enables local actors to transition from implementers to decision-makers.

• Media are businesses: Each case underlines that local media organisations are professional entities with obligations to audiences, staff and partners. They must be treated accordingly—supported not just as “beneficiaries” but as accountable institutions with strategic agency.