The Public Method: redefining how to measure journalism's value

It can be difficult for editorial teams to demonstrate their value. This applies to journalism in the broad sense, but certainly to public broadcaster journalism. Many editorial teams notice tension between the mission of a particular title and how the title’s success is determined. New ways are being sought to demonstrate the importance and significance of journalism, but it is unclear how to best go about this.

The value of value

This is largely because many success metrics are based on (individual) audience data: reach, time spent, return, engagement, etc. These say something about how people have consumed the content, but often say little about its relevance to society. For example, has this journalism stimulated a robust social debate? Have unheard voices been given space? Are politicians acting more ethically due to pressure resulting from the critical eye of watching journalists?

In addition, the data we use in journalism is mostly quantitative in nature. We look at numbers and figures, because qualitative data is often much more difficult to measure, assess and communicate. For example, how do you assess a ‘good debate’? When have unheard voices been represented? And to what extent are politicians sufficiently scrutinised? At the same time, qualitative information often contains useful insights on the extent to which the mission of a title has been fulfilled.

An additional complicating factor is that the same yardstick is applied to almost all journalism titles, despite potentially major differences between missions and functions. Financial reporting differs fundamentally from community journalism; a news bulletin is entirely different to investigative journalism. And yet we often assess these on the same category of individual metrics (reach, time spent, loyalty). Aside from the fact that this doesn’t do justice to substantive differences, it unintentionally causes titles to become competitors. This even happens within the portfolio of a public broadcaster like the NPO.

Meanwhile, the public indicates that they are looking for a better balance and more dosage in news consumption. An increasing number of people identify as ‘news avoiders’ (in the Netherlands this figure stands at more than 60% of the adult population) and trust in journalism is under pressure. Increasing polarisation, geopolitical tension and multiple global crises mean that people need journalism that fulfils a variety of functions, that reveals information and calls those in power to account. They need journalism that represents multiple voices in the social debate and offers space for connection and dialogue. These different functions can exist side by side, but each must be assessed on its own merits. And: they are each important.

Public Method

This discussion prompted Sjoege, together with the NPO, to start the Public Method project. As part of this project, we have developed an integrated method which journalism editors can use to determine their importance to both individual users and society as a whole – and translate it into daily choices, monitor and communicate it. This method can be used to make better and recognisable choices, both by the NPO and by individual broadcasters and editors.

The foundation of the Public Method is the rose model. In this model, the individual needs of the public (shown in the inner ring) are combined with the needs that we as a society have for journalism (the words in the outer ring).

Individual needs

1. Know - People want to keep up, to be able to talk and connect with others. What is important to me; what do I need to know?

2. Understand - People want to understand the context and ‘get’ the news. They want to form their own opinion and be taken seriously. They also want to grow smarter and learn something new.

3. Feel - People want to feel that they are a part of society and feel more connected when they are impacted (whether positively or negatively). The notion of ‘together’ is important.

4. Act - People want to do something with information. What is useful, relevant, what can you do with it? This can be contact with others, something based on personal interests or an event that’s happening in your own life.

Societal needs

1. Discover - Information must be made accessible to society, both information that is already out there and that which isn’t yet (exposés, doing research).

2. Set the agenda - Information must be selected and lines of thought must be outlined. How are topics and items weighted? What are prevailing and new opinions – and possible solutions?

3. Represent - It’s important that all voices in society are heard. Balanced representation also means that those who are not automatically heard are given a place.

4. Confront - Those with power and responsibility (politicians and companies, but also citizens themselves) must be held accountable. Journalism is society’s watchdog and doesn’t look away when power is abused.

In this model, there is a relationship between the public’s needs and the needs of society. In many situations, there will be three interconnecting needs (e.g. knowing + understanding + discovering). The ‘change’ that is mentioned in the outer ring of the model is not a need that journalism can or should focus on. Change is not a goal in itself, but a result of journalism. This can happen at both an individual and societal level.

Using the Public Method

An editorial team can identify which needs are most relevant to them, and what value they want to add for their audience and/or society. This determines their journalistic value. To help teams make these choices, we developed a set of cards.

The set can be used by management, editors, and editors-in-chief to determine the functions they want to fulfil and the value they want to add. In the development of the set, we found that an open team discussion on determining the value is highly important. By exchanging and sharing on the purpose is of a certain title or format, it becomes easier for an editorial team to make better choices and deliver more value.

Dutch public service broadcaster NPO is now actively putting this framework practice – not as an isolated innovation project, but as a strategic shift in how to define, assess and strengthen its journalism across the media ecosystem.

Karlijn Goossen, an independent researcher who works with NPO as a strategy lead, says: "In 2025, we've begun using the method as a core part of our editorial intake process and cross-platform portfolio strategy. And in 2026, this approach will become a structural part of how we work with our journalistic titles and teams. But more than anything, this is a question of leadership.

"Redefining the value of journalism – and measuring it meaningfully – is not just about implementing a tool. It requires editorial leaders to rethink what success looks like, to invest in newsroom culture and reflection, and to support their teams in learning and evolving."

This applies to daily editorial routines, audience strategies, and decision-making. It ensures that care, connection and responsibility are all seen as part of the journalistic craft.

"Public value is not something we just declare – it's something we practise, together," says Goossen.

A paradigm shift is needed in journalism. Rather than developing new measurement methods, journalism outlets need to focus more on their purpose and meaning. In doing so, the content they create improves, and their mission is fulfilled sooner. Journalism is currently too heavily focused on measuring, and is also judged on this basis, causing us to lose sight of what is truly important. The Public Method can help journalism editors to move from measuring and monitoring to aligning with their purpose and delivering meaning.

Jekke Mink and Maike Olij are two journalism experts from the Netherlands. Jekke Mink has a background in innovation, with years of experience at the public service broadcaster. Maike Olij has worked mainly in journalism, as a researcher on user needs, news avoidance and format development. Together they help media organisations in format development and strategic choices under the name Sjoege.

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