The updated community investment profile is now available in the DREAM system. The page provides basic information about the community, a brief overview, and contact details of the responsible representative. A map of Ukraine has also been added to display the community’s location.A user-friendly menu at the top of the community profile allows users to explore data on public investment activities.<figure class="image"><img alt="Знімок екрана 2025-12-30 о 08.21.10.png" src="https://cms.dream.gov.ua/uploads/Znimok_ekrana_2025_12_30_o_08_21_10_27233073a1.png" srcset="https://cms.dream.gov.ua/uploads/thumbnail_Znimok_ekrana_2025_12_30_o_08_21_10_27233073a1.png 245w, https://cms.dream.gov.ua/uploads/small_Znimok_ekrana_2025_12_30_o_08_21_10_27233073a1.png 500w, https://cms.dream.gov.ua/uploads/medium_Znimok_ekrana_2025_12_30_o_08_21_10_27233073a1.png 750w, https://cms.dream.gov.ua/uploads/large_Znimok_ekrana_2025_12_30_o_08_21_10_27233073a1.png 1000w" sizes="100vw" width="1000"></figure>In particular, the “Community MTP” tab provides access to the approved Medium-term Investment Plan for priority public investments. Dashboards include data on investment streams, total financial needs, funding limits, target indicators, etc. Filters allow users to view the plan by sector, sub-sector, strategic documents, or financial needs. <img alt="Знімок екрана 2025-12-30 о 12.02.25.png" src="https://cms.dream.gov.ua/uploads/Znimok_ekrana_2025_12_30_o_12_02_25_00ece57fe2.png" srcset="https://cms.dream.gov.ua/uploads/thumbnail_Znimok_ekrana_2025_12_30_o_12_02_25_00ece57fe2.png 245w, https://cms.dream.gov.ua/uploads/small_Znimok_ekrana_2025_12_30_o_12_02_25_00ece57fe2.png 500w, https://cms.dream.gov.ua/uploads/medium_Znimok_ekrana_2025_12_30_o_12_02_25_00ece57fe2.png 750w, https://cms.dream.gov.ua/uploads/large_Znimok_ekrana_2025_12_30_o_12_02_25_00ece57fe2.png 1000w" sizes="100vw" width="1000"> The “Community SP” tab contains information about projects included in the sectoral pipelines. Projects can be filtered by sectors or investment streams. <img alt="Знімок екрана 2025-12-30 о 11.15.32.png" src="https://cms.dream.gov.ua/uploads/Znimok_ekrana_2025_12_30_o_11_15_32_c14a78bd61.png" srcset="https://cms.dream.gov.ua/uploads/thumbnail_Znimok_ekrana_2025_12_30_o_11_15_32_c14a78bd61.png 245w, https://cms.dream.gov.ua/uploads/small_Znimok_ekrana_2025_12_30_o_11_15_32_c14a78bd61.png 500w, https://cms.dream.gov.ua/uploads/medium_Znimok_ekrana_2025_12_30_o_11_15_32_c14a78bd61.png 750w, https://cms.dream.gov.ua/uploads/large_Znimok_ekrana_2025_12_30_o_11_15_32_c14a78bd61.png 1000w" sizes="100vw" width="1000"> &nbsp; Users can also filter projects by purpose, budget, preparation status, or initiator. <img src="https://cms.dream.gov.ua/uploads/Znimok_ekrana_2025_12_30_o_10_50_29_54af6e6fa5.png" alt="Знімок екрана 2025-12-30 о 10.50.29.png" srcset="https://cms.dream.gov.ua/uploads/thumbnail_Znimok_ekrana_2025_12_30_o_10_50_29_54af6e6fa5.png 245w, https://cms.dream.gov.ua/uploads/small_Znimok_ekrana_2025_12_30_o_10_50_29_54af6e6fa5.png 500w, https://cms.dream.gov.ua/uploads/medium_Znimok_ekrana_2025_12_30_o_10_50_29_54af6e6fa5.png 750w, https://cms.dream.gov.ua/uploads/large_Znimok_ekrana_2025_12_30_o_10_50_29_54af6e6fa5.png 1000w" sizes="100vw" width="1000"> The “Community SPP” tab provides information on the most prioritized projects that have been evaluated and selected by the Investment Council for inclusion in the Single Project Pipeline. Users can explore project and program pipelines or use the filtering system to sort by sector, direction, purpose, project status, and more.<img alt="Знімок екрана 2025-12-30 о 10.50.19.png" src="https://cms.dream.gov.ua/uploads/Znimok_ekrana_2025_12_30_o_10_50_19_61a3fe7d1b.png" srcset="https://cms.dream.gov.ua/uploads/thumbnail_Znimok_ekrana_2025_12_30_o_10_50_19_61a3fe7d1b.png 245w, https://cms.dream.gov.ua/uploads/small_Znimok_ekrana_2025_12_30_o_10_50_19_61a3fe7d1b.png 500w, https://cms.dream.gov.ua/uploads/medium_Znimok_ekrana_2025_12_30_o_10_50_19_61a3fe7d1b.png 750w, https://cms.dream.gov.ua/uploads/large_Znimok_ekrana_2025_12_30_o_10_50_19_61a3fe7d1b.png 1000w" sizes="100vw" width="1000"> The “Project Archive” tab includes information about recovery and development initiatives implemented by the community using the DREAM system before the introduction of the public investment management reform.<img src="https://cms.dream.gov.ua/uploads/Znimok_ekrana_2025_12_30_o_10_50_51_c051dd0062.png" alt="Знімок екрана 2025-12-30 о 10.50.51.png" srcset="https://cms.dream.gov.ua/uploads/thumbnail_Znimok_ekrana_2025_12_30_o_10_50_51_c051dd0062.png 245w, https://cms.dream.gov.ua/uploads/small_Znimok_ekrana_2025_12_30_o_10_50_51_c051dd0062.png 500w, https://cms.dream.gov.ua/uploads/medium_Znimok_ekrana_2025_12_30_o_10_50_51_c051dd0062.png 750w, https://cms.dream.gov.ua/uploads/large_Znimok_ekrana_2025_12_30_o_10_50_51_c051dd0062.png 1000w" sizes="100vw" width="1000"> We encourage responsible community representatives to update their profiles and actively add information to make their investment profiles more comprehensive and attractive to potential partners and donors.Please note that the system’s functionality is being continuously updated. Investment profile data for regional administrations will be refreshed soon.The system is being implemented by the Ministry for Communities, Territories and Infrastructure Development of Ukraine together with the DREAM Project Office, supported by the Digitalisation for Growth, Integrity and Transparency Project (UK DIGIT) project, implemented by the Eurasia Foundation and funded by UK Dev. The implementation partner is the Open Contracting Partnership

eng.png

DREAM Update: Community Investment Profiles Refreshed

An international Peer Learning Workshop: Public Sector Staffing and Digitalization for Public Infrastructure Investment Results was held in Vienna, focusing on strengthening public sector capacity and digital solutions for Public Investment Management (PIM). The event brought together representatives of ministries, local governments, state-owned enterprises, and international institutions from across Europe, the Balkans, and Central Asia. The workshop was co-organized by the World Bank, the European Commission, the Austrian School of Government, the Federal Public Administration Academy, and the Vienna Development Knowledge Center. Discussions centered on how strengthening public sector competencies, digitalizing processes, and implementing institutional reforms can improve the preparation, selection, and delivery of public investments. The event was attended by Viktor Nestulia, Head of the DREAM Project Office, Head of Ukraine Support, OCP, who presented Ukraine’s approach to implementing the PIM reform and the DREAM digital ecosystem as its practical backbone. Why This Matters Effective Public Investment Management is increasingly seen not merely as a technical function, but as a combination of leadership, institutional capacity, and digital tools. Workshop participants discussed common challenges countries face when transitioning to a systemic PIM framework, including skills shortages, fragmented IT solutions, a lack of end-to-end processes, and limited analytical capacity to support decision-making. In this context, Ukraine’s experience stood out as an example of a comprehensive approach, where digital solutions do not operate in isolation but support the entire reform logic — from strategic planning to project implementation and monitoring. Ukraine’s Experience and the Role of DREAM During the workshop, the DREAM ecosystem was presented as the digital foundation of Ukraine’s public investment management reform. Participants were introduced to key elements of the system, including integrated project preparation workflows, transparent procedures, analytical tools, and the approach to developing a Medium-Term Plan of Priority Public Investments, sectoral pipelines, and the Single Project Pipeline. The Ukrainian case generated strong interest among participants. In their concluding discussions, representatives of participating countries expressed a desire to further explore the DREAM approach and consider it as a reference model for the development of their own PIM systems. Key Takeaways from the Workshop The main takeaways included:<ul><li>Human capital and institutional capacity are critical to successful PIM reform, alongside regulatory frameworks and IT solutions</li><li>Training and competency development must be systematic and continuous, rather than ad hoc</li><li>Digitalization, data integration, big data, and artificial intelligence are reshaping public investment management practices</li><li>The effectiveness of PIM should be assessed based on real outcomes, including adherence to timelines and budgets, infrastructure quality, and environmental and climate impact</li></ul>Special attention was given to economic appraisal tools, particularly the e-CBA solution developed by the World Bank to support decision-making in public investment. Outcomes and Next Steps Following the workshop, the Ukrainian delegation was invited to engage more actively with the World Bank’s international PIM community, which is working on transforming PIM functions across the region. Agreements were also reached on methodological cooperation, with a view to potentially integrating selected international tools and approaches into the DREAM ecosystem and Ukraine’s PIM methodology. Participation in the workshop confirmed that Ukraine’s PIM reform and the DREAM ecosystem are already recognized internationally and can serve as a practical reference for other countries undergoing public investment management reforms.

відень.png

Presenting Ukraine’s PIM Reform and DREAM to the International Community: Key Takeaways from the Vienna Workshop

The Government of Ukraine continues to implement the Public Investment Management (PIM) reform, aimed not only at ensuring a unified approach to the allocation of budget funds but also at creating conditions for sustainable and effective development of communities and regions based on sound strategic planning and prioritization. The digital foundation of the reform is the DREAM system — a “single window” for managing public investment projects and programs. All stages of implementation — from the formation of the medium-term plan, preparation, and appraisal, to the development of sectoral pipelines and the Single Project Pipeline (SPP) at national, regional, and local levels, as well as funding decisions, execution, and monitoring — are carried out through DREAM in a transparent and accountable manner. The Head of the Project Office shares his vision of the reform’s implementation, the future of the system, and the strength of the DREAM team. - Our mission is simple: we are transforming the public investment management system to improve the quality of life in Ukraine. Public investments, like public procurements, influence all sectors of the economy and society. Today, Ukraine is facing extremely challenging circumstances, and to some, working on reform may seem illogical. However, transforming the public investment system is especially crucial right now, given the enormous needs for recovery and development projects. Resources of the state and individual communities must be used transparently, accountably, and efficiently. In addition, we are already preparing to engage the funds of our international partners — including European funds — based on clear and understandable rules and conditions. A modern, transparent, and well-structured PIM system is a key prerequisite for attracting international funds to support Ukraine’s recovery and development. <img alt="DSC06957 (1).jpeg" src="https://cms.dream.gov.ua/uploads/DSC_06957_1_e5364155be.jpeg" srcset="https://cms.dream.gov.ua/uploads/thumbnail_DSC_06957_1_e5364155be.jpeg 234w, https://cms.dream.gov.ua/uploads/small_DSC_06957_1_e5364155be.jpeg 500w, https://cms.dream.gov.ua/uploads/medium_DSC_06957_1_e5364155be.jpeg 750w, https://cms.dream.gov.ua/uploads/large_DSC_06957_1_e5364155be.jpeg 1000w" sizes="100vw" width="1000"> How do you see the development of DREAM over the next few years? What should remain unchanged, and what should evolve? - What must remain unchanged is DREAM’s people-centered approach — from process logic to our approaches in training, client service, and system interface design. Our slogan is “make the community fall in love with DREAM,” because first and foremost, we aim to create value for every community and its residents. <img alt="DSC05063.jpg" src="https://cms.dream.gov.ua/uploads/DSC_05063_8df35a7d4b.jpg" srcset="https://cms.dream.gov.ua/uploads/thumbnail_DSC_05063_8df35a7d4b.jpg 234w, https://cms.dream.gov.ua/uploads/small_DSC_05063_8df35a7d4b.jpg 500w, https://cms.dream.gov.ua/uploads/medium_DSC_05063_8df35a7d4b.jpg 750w, https://cms.dream.gov.ua/uploads/large_DSC_05063_8df35a7d4b.jpg 1000w" sizes="100vw" width="1000"> There is still a lot of transformation ahead — many elements of the reform are not yet finalized or integrated into the system. We have a significant amount of work ahead in digitally transforming all stages of investment project implementation. We are also looking forward to deep integration with the Ministry of Finance’s budget systems — our teams are actively working on this now. We’re expanding our data analytics capabilities and building a robust risk management system. We are developing tools for citizen engagement through DREAM, along with many other features and services. And of course, artificial intelligence: developing and integrating large language models into PIM processes via DREAM is one of our priorities. <img alt="DSC05886.jpg" src="https://cms.dream.gov.ua/uploads/DSC_05886_17c9d0f77a.jpg" srcset="https://cms.dream.gov.ua/uploads/thumbnail_DSC_05886_17c9d0f77a.jpg 234w, https://cms.dream.gov.ua/uploads/small_DSC_05886_17c9d0f77a.jpg 500w, https://cms.dream.gov.ua/uploads/medium_DSC_05886_17c9d0f77a.jpg 750w, https://cms.dream.gov.ua/uploads/large_DSC_05886_17c9d0f77a.jpg 1000w" sizes="100vw" width="1000">Does DREAM influence the culture of public investment management — not just the processes, but also the mindset of those in the system? - Our team has a manifesto — outlining what we aim for, why, and how. I’ll quote it as my answer to this question: “Together, we are building a new culture of interaction and thinking, where every action matters, every person makes an impact, and the future begins with the decisions we make today. We do this by rethinking approaches to public investment management and creating equal opportunities for every participant in the ecosystem. This helps shape and implement the vision of Ukraine — a country we are proud of, a country we want to return to and invest in.” <img alt="Copy of DSC05161 (1).jpg" src="https://cms.dream.gov.ua/uploads/Copy_of_DSC_05161_1_5ed99b13d9.jpg" srcset="https://cms.dream.gov.ua/uploads/thumbnail_Copy_of_DSC_05161_1_5ed99b13d9.jpg 234w, https://cms.dream.gov.ua/uploads/small_Copy_of_DSC_05161_1_5ed99b13d9.jpg 500w, https://cms.dream.gov.ua/uploads/medium_Copy_of_DSC_05161_1_5ed99b13d9.jpg 750w, https://cms.dream.gov.ua/uploads/large_Copy_of_DSC_05161_1_5ed99b13d9.jpg 1000w" sizes="100vw" width="1000"> How can you tell that the reform is moving in the right direction? What signals indicate this to you? - It’s important to track progress and compare each reform cycle to the previous one. If we look back at 2024 — considering the rules for forming the first pilot EPP and the coverage of processes through DREAM — and compare it to where we are now, we’ve made a significant leap forward. We already have state-level SPs and SPPs in place. Over 600 communities are registering their SPIs in DREAM, and nearly 6,000 PIPs have been entered into the system using the new methodology. There’s strong demand for training and support — every day we unlock new opportunities and move forward. So overall, we are on the right track. But we must not become complacent, thinking “everything is already working perfectly” — many aspects, from regulatory support to implementation of specific DREAM functionalities, still have room for improvement. Our team, together with our partners, constantly gathers feedback from communities, regions, ministries, and international partners, analyzes data, and studies the real challenges people face — where theory “misses the mark,” and therefore the approach needs to be revised. It’s encouraging that all members of the broader reform team are willing to keep improving the process with every step. What matters most is not a snapshot evaluation, but continuous movement in the right direction. That’s how each cycle brings us closer to sustained improvement. <img alt="photo_2025-10-23 09.43.29.jpeg" src="https://cms.dream.gov.ua/uploads/photo_2025_10_23_09_43_29_137bd73688.jpeg" srcset="https://cms.dream.gov.ua/uploads/thumbnail_photo_2025_10_23_09_43_29_137bd73688.jpeg 208w, https://cms.dream.gov.ua/uploads/small_photo_2025_10_23_09_43_29_137bd73688.jpeg 500w, https://cms.dream.gov.ua/uploads/medium_photo_2025_10_23_09_43_29_137bd73688.jpeg 750w, https://cms.dream.gov.ua/uploads/large_photo_2025_10_23_09_43_29_137bd73688.jpeg 1000w" sizes="100vw" width="1000"> What personally motivates you to work on such a large and complex project? &nbsp;- First of all, it’s the people. Starting with our team of DREAM believers who truly live this reform and are fully dedicated to its implementation. These are people who care deeply and genuinely believe in Ukraine’s future. And of course, the partners we work with — ministries, regions, communities, international partners, civil society organizations — all of them form one large PIM reform team. Today, that’s hundreds, maybe even thousands of like-minded individuals who contribute every day to these critical changes. Then, the vision of Ukraine’s future is embedded in our manifesto. This reform directly impacts the quality of life in Ukraine and helps gradually shift the paradigm we use when planning positive change at the local level. <img src="https://cms.dream.gov.ua/uploads/DSC_09675_f1de05c262.JPG" alt="DSC09675.JPG" srcset="https://cms.dream.gov.ua/uploads/thumbnail_DSC_09675_f1de05c262.JPG 234w, https://cms.dream.gov.ua/uploads/small_DSC_09675_f1de05c262.JPG 500w, https://cms.dream.gov.ua/uploads/medium_DSC_09675_f1de05c262.JPG 750w, https://cms.dream.gov.ua/uploads/large_DSC_09675_f1de05c262.JPG 1000w" sizes="100vw" width="1000"> And finally — the ambition of the PIM reform itself, as well as DREAM as its digital foundation. I genuinely believe that Ukraine’s success in this reform will inspire other countries, just as Prozorro and Diia once did. We haven’t seen this kind of comprehensive approach to managing public investments — with digital tools, broad stakeholder coordination, and engagement at every level — in any other country. That’s why we’re confident we’re not only contributing to building the future of Ukraine but also opening new opportunities for the world. “It always seems impossible until it’s done.” So we keep doing our work every day — until we can finally celebrate that “done.” :)

ytcnekz.png

Viktor NESTULIA: The Future Begins with the Decisions We Make Today

An additional 42 projects and 4 programs have been included in Ukraine’s national Single Project Pipeline (SPP), following approval by the Strategic Investment Council. The total value of the newly added initiatives exceeds UAH 1.1 trillion, distributed across the following sectors:<ul><li>Energy – 25 projects (UAH 660.06 billion)</li><li>Transport – 11 projects (UAH 387.8 billion)</li><li>Justice – 1 project (UAH 0.4 billion)</li><li>Municipal Infrastructure – 2 projects and 2 programs (UAH 76.8 billion)</li><li>Public Safety – 3 projects (UAH 2.5 billion)</li><li>Housing – 1 program (UAH 12.5 billion)</li><li>Education and Science – 1 program (UAH 6.0 billion)</li></ul>This brings the total number of investment projects planned for 2026 to 131, along with 64 public investment programs. All initiatives within the national SPP align with the priority areas outlined in Ukraine’s Medium-term plan. Full project and program details are available in the DREAM system: dream.gov.ua/ua/spp-pipeline and the analytics module: bi.dream.gov.ua/#/spp&nbsp; Earlier this year, in August, the first version of the national SPP was approved, comprising 89 projects and 60 programs. All projects and programs in the SPP are eligible for full or partial financing from the state budget in 2026. The SPP is developed at national, regional, and community levels via the DREAM system, ensuring transparency and accessibility for all stakeholders — including partner governments, international financial institutions, civil society, businesses, and the media — while opening new opportunities for investment and funding. The system is being implemented by the Ministry for Development of Communities and Territories of Ukraine together with the DREAM Project Office, supported by the “Digitalisation for Growth, Integrity, and Transparency” (UK DIGIT) project, implemented by the Eurasia Foundation and funded by UK Dev. The implementation partner is the Open Contracting Partnership.

єпп2.png

PIM Reform: Updated National Single Project Pipeline Now Available in DREAM

On October 9–10, over 40 representatives from 22 communities across Ukraine took part in a training session focused on the stages of community involvement in the Public Investment Management (PIM) reform process. The training program, developed by managers of the DREAM Academy, included lectures, interactive workshops, and peer learning. It covered the creation of conditions for the effective implementation of the PIM reform at the local level. <img alt="20251009_103917_8038_Khandusenko.jpg" src="https://cms.dream.gov.ua/uploads/20251009_103917_8038_Khandusenko_e28f9818f0.jpg" srcset="https://cms.dream.gov.ua/uploads/thumbnail_20251009_103917_8038_Khandusenko_e28f9818f0.jpg 234w, https://cms.dream.gov.ua/uploads/small_20251009_103917_8038_Khandusenko_e28f9818f0.jpg 500w, https://cms.dream.gov.ua/uploads/medium_20251009_103917_8038_Khandusenko_e28f9818f0.jpg 750w, https://cms.dream.gov.ua/uploads/large_20251009_103917_8038_Khandusenko_e28f9818f0.jpg 1000w" sizes="100vw" width="1000"> Special attention was paid to the following steps in the reform’s implementation:<ul><li>Establishment of structural units and local investment councils</li><li>Development of the Medium-Term Plan of Priority Public Investments</li><li>Preparation of projects and programs based on the new methodology</li><li>Project evaluation</li><li>Formation of sectoral pipelines at the local level</li><li>Development of the Community Single Project Pipeline</li><li>Opportunities to participate in national-level program selections</li></ul>Participants had the chance to discuss real challenges they had already faced—particularly in the development of MIPs and project preparation—and received responses from representatives of the Ministry for Development of Communities and Territories and the Ministry of Finance. <img alt="20251009_110407_8073_Khandusenko.jpg" src="https://cms.dream.gov.ua/uploads/20251009_110407_8073_Khandusenko_a19d24baf7.jpg" srcset="https://cms.dream.gov.ua/uploads/thumbnail_20251009_110407_8073_Khandusenko_a19d24baf7.jpg 234w, https://cms.dream.gov.ua/uploads/small_20251009_110407_8073_Khandusenko_a19d24baf7.jpg 500w, https://cms.dream.gov.ua/uploads/medium_20251009_110407_8073_Khandusenko_a19d24baf7.jpg 750w, https://cms.dream.gov.ua/uploads/large_20251009_110407_8073_Khandusenko_a19d24baf7.jpg 1000w" sizes="100vw" width="1000"> They also shared practical cases of working with the DREAM system and described how the Public Investment Management reform is being implemented on the ground. Experts from the DREAM Project Office not only proposed solutions to challenges raised by communities but also helped analyze those challenges, define directions for further work, and detail potential solutions. Working in small groups, participants deepened their practical knowledge of approaches to public investment management, clarified definitions, and explored the logic and structure of the planning and project preparation methodology. Inna Stets, Chief Operating Officer of the DREAM Project Office, briefed participants on the current status of the Public Investment Management reform and the transformation of the DREAM system’s functionality according to the stages of implementation: “The reform is already being implemented in communities, and at its core is the DREAM system. The reform establishes unified rules for everyone, while DREAM accumulates strategic goals and needs at all levels of public administration on one platform and structures the processes related to the reform’s implementation. Through digitalization, transparency and openness of management processes are ensured, making investment projects structured, assessed, and visible to key stakeholders. DREAM is a one-stop shop for project management, allowing initiators to communicate their needs and priorities and receive new opportunities to attract budgetary and international funding—and, in the future, gain access to EU structural funds,” said Inna Stets. <img alt="20251009_111706_8108_Khandusenko.jpg" src="https://cms.dream.gov.ua/uploads/20251009_111706_8108_Khandusenko_d39b7cb346.jpg" srcset="https://cms.dream.gov.ua/uploads/thumbnail_20251009_111706_8108_Khandusenko_d39b7cb346.jpg 234w, https://cms.dream.gov.ua/uploads/small_20251009_111706_8108_Khandusenko_d39b7cb346.jpg 500w, https://cms.dream.gov.ua/uploads/medium_20251009_111706_8108_Khandusenko_d39b7cb346.jpg 750w, https://cms.dream.gov.ua/uploads/large_20251009_111706_8108_Khandusenko_d39b7cb346.jpg 1000w" sizes="100vw" width="1000"> The training was initiated by the Ministry for Development, the DREAM Project Office, the Open Contracting Partnership, and the United Nations Development Programme (UNDP), with financial support from the Government of Japan. It is worth noting that the UNDP team has already provided comprehensive support to 30 territorial communities that participated in the event in developing or updating their development strategies. These strategies serve as the foundation for forming medium-term plans, which represent the first stage in implementing the PIM reform. “UNDP’s training programs aim to support and strengthen community capacity. A medium-term plan is not just a document—it’s a vision of where you’re heading and what you aspire to achieve. Systems like the Public Investment Management system and DREAM play a key role in medium-term planning and the formation of investment portfolios. Gaining knowledge and skills in using these systems helps bring community dreams to life. The transparency and accountability these systems provide increase citizens’ trust and promote better governance at all levels. They allow communities to attract funding from international financial institutions and use it more effectively to implement their investment projects,” said UNDP Program Manager Mizuho Yokoi. These training events are crucial for enhancing the capacity of local self-government bodies to effectively plan and structure investment projects, which is an essential prerequisite for attracting budget funding for investment initiatives and programs.

undp.png

How to Prepare High-Quality MIPs and Form Project Pipelines: A Training for Communities Held in Kyiv

From September 1 to 10, communities submitted projects that met the established selection criteria through the DREAM system. All submitted projects underwent automatic prioritization according to defined criteria using the software tools of the DREAM system. The generated ranking list was reviewed by the expert commission, which made decisions on financing. As a result of the selection, 48 projects totaling UAH 1 billion were approved. Allocation of funding by sectors<ul><li>Civil protection – 17 projects worth UAH 391 million</li><li>Healthcare – 10 projects worth UAH 207.6 million</li><li>Public services – 2 projects worth UAH 64.5 million</li><li>Municipal infrastructure (water supply and sewage) – 3 projects worth UAH 16.2 million</li><li>Education – preschools: 6 projects worth UAH 159.2 million; secondary schools: 10 projects worth UAH 161.5 million</li></ul>Allocation by macro-regions: Frontline regions – 15 projects worth UAH 495.9 million Mykolaiv region – UAH 50 million Odesa region – UAH 48.9 million Kharkiv region – UAH 221.8 million Kherson region – UAH 175.2 million Central regions – 12 projects worth UAH 276.6 million Vinnytsia region – UAH 39.4 million Zhytomyr region – UAH 19 million Kyiv region – UAH 160.2 million Poltava region – UAH 7.1 million Cherkasy region – UAH 50.9 million Western regions – 21 projects worth UAH 227.5 million Zakarpattia region – UAH 38.3 million Ivano-Frankivsk region – UAH 43.5 million Lviv region – UAH 78.2 million Rivne region – UAH 20.8 million Ternopil region – UAH 7.8 million Khmelnytskyi region – UAH 17.7 million Chernivtsi region – UAH 21.2 millionBudget 2025 The state budget for 2025 provides UAH 1 billion for public investment projects financed by the State Fund of Regional Development. A territorially oriented approach was applied in the allocation of funding. Priority was given to projects requiring funding of up to UAH 50 million, for which tender procedures have been completed, contracts signed, and implementation scheduled for completion in 2025. According to the principle of fair distribution of funds: 50% of SFRD resources are allocated to projects in frontline regions, 30% – to projects in central regions, 20% – to projects in western regions. Details of the applications can be found in the <a target="_blank" rel="noopener noreferrer" href="https://bi.dream.gov.ua/archive/#/applications">DREAM BI module </a>on the financial program page.

lahh.png

The State Fund of Regional Development to Finance 48 Projects Worth UAH 1 Billion in 2025

In 2024, the reconstruction of the administrative and therapeutic buildings of the Poltava Regional Clinical Hospital named after Sklifosovskyi began. The project received funding under the Ukraine Recovery Program, implemented by the European Investment Bank and the Government of Ukraine.&nbsp;The project has been registered in DREAM – http://bit.ly/4gOg1oZ and starting from January 2025, all funds under Ukraine Recovery Program are allocated exclusively through this system, including for the continued implementation of the hospital reconstruction project.&nbsp;Poltava Regional Hospital is the largest medical institution in the region, operating around the clock. It has inpatient departments of various specialties, including 12 therapeutic ones with a total capacity of 800 patients. The hospital employs over 1,800 staff members. Every day, more than a hundred admissions and discharges take place here. Since the beginning of the full-scale invasion, the workload has increased by 30%, creating a serious challenge for both the medical staff and the hospital’s management.&nbsp;In addition to the therapeutic profile, the hospital has highly specialized departments: cardiology, surgery, neurosurgery, traumatology, hematology, ophthalmology, oncology, and others. It provides both emergency and planned care to residents of the Poltava region and patients from neighboring areas. The hospital also has modern diagnostic units with CT, MRI, angiography, and laboratories, which make it possible to carry out examinations of any complexity. “The conditions in which patients and doctors are placed directly affect the quality of medical care. We work continuously, and any spatial or technical limitations are felt very acutely,” said Valerii Onyshchenko, Deputy Chief Physician for Technical Affairs.&nbsp;The hospital buildings, constructed in the 1970s, require a complete renewal of their engineering networks and significant modernization of infrastructure to meet modern requirements for accessibility and safety.&nbsp;“In the therapeutic department, the façade has been insulated, and new systems for heating, electricity, sewage, fire safety, and video surveillance are being installed. Principles of inclusivity and accessibility have been taken into account, including wide doors, ramps, and new elevators. In addition, a modern shelter with an operating room and an intensive care unit is being built on the hospital grounds,” said Serhii Syzko, Head of the Capital Construction Department of the Poltava Regional Military Administration.&nbsp;The project for reconstructing the therapeutic department of Poltava Regional Hospital is a project component of the Single Project Pipeline for 2025. Its implementation is an example of how transparent and accountable management of public investments directly improves people’s lives in regions and communities. The experience gained from this and similar projects shapes new standards for future investments in healthcare and other priority sectors of the economy.&nbsp;All project details are available for review and analysis in the DREAM system via the link: http://bit.ly/4gOg1oZ&nbsp;The DREAM Project Office is implementing and developing the system with support from the Digitalisation for Growth, Integrity and Transparency Project (UK DIGIT), implemented by the Eurasia Foundation and funded by UK Dev. Open Contracting Partnership is the UK DIGIT implementing partner for this project.<iframe width="1000" height="560" src="https://www.youtube.com/embed/xtwFaHp6bGg?si=L_f3qnrnkNVPhrqO" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen=""></iframe>

Фасад-2.jpeg

Modern Standards of Medical Care: Reconstruction of the Therapeutic Department of Poltava Regional Hospital

Klymchuk Olena Ivanivna

Chervonogrigorivska settlement territorial community (hereinafter - Chervonogrigorivska TG) is located in the south-eastern part of Dnipropetrovsk region, between the industrial cities of Nikopol and Marganets, on the shore of the former Kakhov reservoir. The modern administrative and territorial structure of Chervonogrigorivska TG was formed on November 28, 2017 after the merger of the Chervonogrigorivska settlement council and the Dnipro and Dmitrivska village councils. The territorial community included: the village of Chervonogrigorivka (the center of the community), the village of Kam҆yanske, the village of Prydniprovske, the village of Musiiivka, the village of Dmytrivka, the village of Privilne, and the village of Borisivka. As of January 1, 2024, the total population of the community has increased to 14,740 people, of which 2,814 are internally displaced persons. The population of the Dmitrivka Starostyn district (the village of Dmitrivka, the village of Borisivka, the village of Privilne) is 3,096 people, of which 1,556 people are internally displaced persons. The population of Prydniprovsky Starostynsky district (Prydniprovske village, Kamianske village, Musiyivka village) is 5,530 people, of which 652 people are internally displaced persons. The area of the community is 486 square kilometers. A significant part of the territory of Chervonogrigorivska TG is represented by agricultural land. Land types are mostly arable, to a lesser extent perennial plantations and pastures. There are also water bodies in the form of ponds fed by underground water on the territory of the community. A small area of the community is occupied by industrial, transport, energy, etc. lands. There are 32 agricultural enterprises and farms that use agricultural land on the territory of the community. The main industries are: cultivation of grain and oil crops, horticulture, vegetable growing. In general, the community maintains 26 objects of the social sphere, which include: 4 institutions of preschool education, 5 institutions of general secondary education, 1 art institution, 1 sports institution, 7 health care institutions, 3 cultural institutions; 1 public library with 3 branches; 1 Center for the provision of administrative services; 4 communal enterprises. Unfortunately, today, part of our community is in the zone of active hostilities - under almost daily shelling by the occupiers. This is the territory of the administrative center of the community - Chervonogrigorivka and the territory of the Prydniprovsky Starostyn district (the village of Musiivka, the village of Prydniprovske and the village of Kamianske). Part of the community is located in the zone of possible hostilities, which is safer today. This is the territory of the Dmitrivsky Starostyn district, namely the villages of Dmitrivka, Privilne and Borysivka. It is in this district that the majority of IDPs in the community live.

Червоногригорівська селищна територіальна громада (далі &ndash;Червоногригорівська ТГ) розташована у південно-східній&nbsp; частині Дніпропетровської області, між промисловими містами Нікополь і Марганець, на березі колишнього Каховського водосховища. Сучасний адміністративно-територіальний устрій Червоногригорівської ТГ утворився&nbsp; 28 листопада 2017 року після об&rsquo;єднання Червоногригорівської селищної ради та Придніпровської і Дмитрівської сільських рад. &nbsp;До складу&nbsp; територіальної громади увійшли: cелище&nbsp; Червоногригорівка (центр громади), селище Кам҆янське, село Придніпровське, село Мусіївка, село Дмитрівка, село Привільне, село Борисівка. Станом на 01.01.2024 року загальна кількість населення громади&nbsp; зросла і становить 14740 осіб, із них 2814 осіб &ndash; внутрішньо переміщені особи. &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Населення Дмитрівського старостинського округу (с.Дмитрівка, с.Борисівка, с.Привільне) становить 3096 осіб, із них&nbsp; 1556 осіб &shy;&ndash; внутрішньо переміщені особи.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Населення Придніпровського старостинського округу (с.Придніпровське, с-ще Кам&rsquo;янське, с.Мусіївка) становить&nbsp; 5530 осіб, із них 652 особи &ndash; внутрішньо переміщені особи.Площа громади складає 486 кв.км. &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Значна частина території Червоногригорівської ТГ&nbsp; представлена землями сільськогосподарського призначення. Види угідь &ndash; здебільшого це рілля, в меншій мірі &ndash; багаторічні насадження та пасовища. На території громади також наявні водні об&rsquo;єкти&nbsp; у вигляді ставків&nbsp; із живленням підземними водами. Незначна територія громади зайнята землями промисловості, транспорту, енергетики та ін.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; На території громади розташовані 32 сільськогосподарських підприємств та фермерських господарств, що використовують угіддя сільськогосподарського призначення. Основними галузями є :&nbsp; вирощування зернових, олійних культур, садівництво, овочівництво.Взагалі на утриманні громади знаходяться&nbsp; 26 об&rsquo;єктів соціальної сфери, які включають в себе: 4 заклади дошкільної освіти, 5 закладів загальної середньої освіти,1 мистецький заклад, 1 спортивний заклад,7 закладів охорони здоров&rsquo;я,3 заклади культури;1 публічна бібліотека з 3 філіями;1 Центр надання адміністративних послуг;4 комунальні підприємства &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; На сьогоднішній день, на жаль,&nbsp; &nbsp;частина нашої громади знаходиться у зоні активних бойових дій - під майже щоденними обстрілами окупантів. Це територія адміністративного центру громади - Червоногригорівки та територія Придніпровського старостинського округу (с.Мусіївка,&nbsp; с.Придніпровське та с-ще Кам&rsquo;янське). &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Частина громади розташована у зоні можливих бойових дій, яка є&nbsp; більш безпечною на сьогодні. Це територія Дмитрівського старостинського округу, а саме села &ndash; Дмитрівка, Привільне та Борисівка. Саме у цьому окрузі&nbsp; проживає більшість&nbsp; ВПО по громаді.

Chervonogrigorivska hromada.jpg

Червоногригорівська громада.jpg

coat of arms of the community.jpg

герб громади.jpg

Masco warning system.jpg

Масцо система оповіщення.jpg

Economic analysis.docx

Економічний аналіз.docx

Provides the creation of a modern digital local automated centralized notification system (MASTSO), integrated with the regional center of the State Emergency Service, with a central control point and seven local notification facilities in the settlements of the community. The system includes radio and GSM communication, external electric sirens with a capacity of 600 W, backup power, automated control, technical monitoring and the possibility of information notification through modern communication channels.

Передбачає створення сучасної цифрової місцевої автоматизованої системи централізованого оповіщення (МАСЦО), інтегрованої з обласним центром ДСНС, із центральним пунктом керування та сімома локальними об&rsquo;єктами оповіщення у населених пунктах громади. Система включає радіоканальний і GSM-зв&rsquo;язок, зовнішні електросирени потужністю 600 Вт, резервне живлення, автоматизоване управління, технічний моніторинг та можливість інформаційного сповіщення через сучасні канали комунікації.

New construction of a local automated centralized alert system

Нове будівництво місцевої автоматизованої системи централізованого оповіщення 

Provides sequential construction of seven separate local warning systems &mdash; one in each settlement of the community. Each phase includes a local control panel, external electric sirens, a GSM module, backup power, network connection and personnel training. The systems operate autonomously, without centralized management, which allows the project to be implemented in phases in accordance with available funding (1-2 settlements per phase).

Передбачає послідовне будівництво семи окремих локальних систем оповіщення &mdash; по одній у кожному населеному пункті громади. Кожна черга включає локальний пульт керування, зовнішні електросирени, GSM-модуль, резервне живлення, підключення до мережі та навчання персоналу. Системи працюють автономно, без централізованого управління, що дозволяє впроваджувати проєкт чергами відповідно до наявного фінансування (1&ndash;2 населені пункти за етап).

Installation of local warning systems in each settlement (7 implementation phases)

Встановлення локальних систем оповіщення у кожному населеному пункті (7 черг реалізації)

High initial cost, need for professional maintenance, dependence on stable power supply and telecom networks (mitigated by backup power).

Висока початкова вартість, необхідність професійного технічного обслуговування, залежність від стабільного енергопостачання та телеком-мереж (пом’якшується резервним живленням).

100% coverage of the community territory (7 settlements), automated centralized control with a backup channel, high level of energy efficiency and reliability, integration with the regional system of the State Emergency Service, social effect: increased level of population safety, compliance with state standards

100% охоплення території громади (7 населених пунктів), автоматизоване централізоване керування з резервним каналом, високий рівень енергоефективності та надійності, інтеграція з обласною системою ДСНС, соціальний ефект: підвищення рівня безпеки населення, відповідність державним стандартам

The most significant drawback of the proposed solution is the lack of centralized management of the alert system, which makes it impossible to notify the community population synchronously and promptly in the event of a threat or emergency. This creates a risk of delayed signal transmission and uncoordinated actions between settlements, especially in crisis conditions. In addition, local systems are not integrated with the regional system of the State Emergency Service, which limits their effectiveness at the regional response level.

Найсуттєвішим недоліком запропонованого рішення є відсутність централізованого управління системою оповіщення, що унеможливлює синхронне та оперативне сповіщення населення громади у разі загрози чи надзвичайної ситуації. Це створює ризик затримки передачі сигналів та неузгоджених дій між населеними пунктами, особливо у кризових умовах. Крім того, локальні системи не інтегруються з обласною системою ДСНС, що обмежує їхню ефективність на рівні регіонального реагування.

The solution has certain organizational advantages: it can be implemented in stages - in 7 stages, according to the budget capabilities of the community; the initial costs are lower than for a fully centralized system. The autonomy of each system increases local resilience - in the event of a failure of one facility, the others remain operational. However, in aggregate, the alternative solution is less effective, as it requires duplication of equipment, increased maintenance costs, and complicates coordination of actions during the alert.

Рішення має певні організаційні переваги: його можна реалізовувати поетапно — у 7 чергах, відповідно до бюджетних можливостей громади; початкові витрати нижчі, ніж для повністю централізованої системи. Автономність кожної системи підвищує локальну стійкість — у разі виходу з ладу одного об’єкта інші залишаються працездатними.  Однак у сукупності альтернативне рішення є менш ефективним, оскільки потребує дублювання обладнання, підвищених витрат на обслуговування та ускладнює координацію дій під час оповіщення.

The project involves the new construction of a local automated centralized alert system (MASC) in 7 settlements of the Chervonogryhorivska settlement community with a population of over 14,000 people. It is planned to install an automated workplace (AWP), base stations and Pavian 600W equipment sets manufactured by Telegrafia (Slovakia) for prompt information of the population in case of emergencies. The implementation of the project solves the problem of the lack of a modern alert system and increases the safety of residents. Expected results &mdash; full coverage of the community with alert signals, integration with regional systems (MASC), reduction of response time and compliance with current regulations in the field of civil protection.

Проєкт передбачає нове будівництво місцевої автоматизованої системи централізованого оповіщення (МАСЦО) у 7 населених пунктах Червоногригорівської селищної громади з чисельністю населення понад 14 000 осіб. Планується встановлення автоматизованого робочого місця (АРМ), базових станцій та комплектів обладнання Pavian 600W виробництва Telegrafia (Словаччина) для оперативного інформування населення у разі надзвичайних ситуацій. Реалізація проєкту вирішує проблему відсутності сучасної системи оповіщення та підвищує безпеку мешканців. Очікувані результати &mdash; повне покриття громади сигналами оповіщення, інтеграція з регіональними системами (МАСЦО), скорочення часу реагування та відповідність чинним нормативам у сфері цивільного захисту.

New construction of a local automated centralized notification system (MASTSO) on the territory of the Chervonohryhorivska settlement territorial community, Nikopol district, Dnipropetrovsk region

Нове будівництво місцевої автоматизованої системи централізованого оповіщення (МАСЦО) на території Червоногригорівської селищної територіальної громади Нікопольського району Дніпропетровської області

Chervonohryhorivska

community since 2020

Current set filters (Filtered result: 0)

New construction of a local automated centralized notification system (MASTSO) on the territory of the Chervonohryhorivska settlement territorial community, Nikopol district, Dnipropetrovsk region

In focus