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

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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.

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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.” :)

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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.

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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.

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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.

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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>

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

Mykola Borovets

Zvyahelsk urban territorial community is a territorial community in Ukraine, in Zvyahelskyi district of Zhytomyr region. Located in Northern Ukraine. The city of Zvyahel is the administrative center of Zvyahelskyi district. From 1795 to 2022, the city was called Novograd-Volynskyi. On November 16, 2022, the Verkhovna Rada of Ukraine adopted Resolution No. 2779-ИХ on renaming the city of Novograd-Volynskyi to the city of Zvyahel. The area of the community is 254 km², the population is 61,603 residents, internally displaced persons are 2,000. The Sluch and Smolka rivers flow through the territory of the community. The Zvyahelska community includes 1 city and 14 villages distributed in 5 starosta districts: Velykmolodkivskyi (V. Velykmolodkiv, V. Bagate, V. Grud), Didovytskyi (V. Didovychi, V. Borysivka), Maystrivskyi (V. Maystriv, V. Makovytsi, V. Maystrova Volya), Natalivskyi (V. Natalivka, V. Oleksandrivka), Pylypovytskyi (V. Pylypovytsi, V. Aneta, V. Horodyshche, V. Stepove). The Zvyahelska community was created on November 1, 2018 (initially as the Novograd-Volynska urban united territorial community) by joining the villages of Maystriv, Makovytsi and Maystrova Volya to the Novograd-Volynska united territorial community of Zhytomyr region, and then, in accordance with the order of the Cabinet of Ministers of Ukraine dated June 12, 2020 No. 711-p &quot;On the definition of administrative centers and approval of the territories of territorial communities of Zhytomyr region&quot;, the community included the territories and settlements of Velykmolodok, Didovytska, Natalivska and Pylypovytska village councils of Novohrad-Volyn district. Zvyahel was first mentioned in the Ipatiev Chronicle in 1257 as a city of the Bolokhiv land of the Galicia-Volyn principality in connection with its capture and destruction by Prince Danylo Galicia during the fight against the Mongol hordes. The community is located 218 km west of Kyiv and 312 km east of Lviv, which are connected by the international highway Kyiv-Lviv-Chop. The community has a 2nd class junction railway station of the Korosten Directorate of the South-Western Railway, with a branch to three lines: Korosten, Zhytomyr and Shepetivka. It is also planned that a Eurorail will be laid through Zvyahel as part of the strategic project of the intergovernmental Three Seas Initiative (3SI). The most prominent among the architectural heritage sites is the architectural monument of local importance - Zvyahel Castle (16th-17th centuries). The main tourist attractions on the territory of the community also include: the house of the Mezentsevs of the late 19th - early 20th centuries; the house in which the poet and public figure Lesya Ukrainka was born and lived; a geological natural monument of local importance - the Kam&#39;yany Grib rock, formed by the weathering of blocks of pink granite; the post office building, the railway station, and others. From 1868 to 1879, the Kosach family lived in Zvyahel, and Larisa Kosach (Lesya Ukrainka) was born in the city. A native of Zvyahel is the Commander-in-Chief of the Armed Forces of Ukraine in 2022-2024 – Valeriy Zaluzhny. The community has attracted about UAH 180 million in non-refundable technical assistance through participation in international projects and grants (Council of Europe Office in Ukraine, USAID, NEFCO, GIZ, UNDP, UNICEF, humedica eV, International Solidarity Fund, Danish Refugee Council, ISAR &quot;Unity&quot;, NGO &quot;Ecoclub&quot;, NGO &quot;Ecodia&quot;, CF &quot;Rokada&quot;, Embassy of Japan in Ukraine, Embassy of Norway in Ukraine, Embassy of Sweden in Ukraine), bilateral relations have been established by signing Cooperation Agreements with foreign communities: Łomża, Belchatów, Opoczno, Piaseczno County (Republic of Poland), Ludwigshafen am Rhein, Sindelfingen (Germany), Riga Metropolis (Latvia), Khashuri (Georgia), Suomussalmi (Finland) and Ukrainian cities: Dolyna, Halych, Kolomyia, Boryslav, Myrhorod, Orzhytsia, South Ukrainian, Khmilnyk.

Звягельська міська територіальна громада &mdash; територіальна громада в Україні, у Звягельському районі Житомирської області. Розташована на Півночі України. Місто Звягель &ndash; адміністративний центр Звягельського району. З 1795 по 2022 роки місто мало назву Новоград-Волинський. 16 листопада 2022 року Верховна Рада України прийняла постанову №2779-ІХ про перейменування міста Новоград-Волинський у місто Звягель.Площа громади &mdash; 254 &nbsp;км&sup2;, населення &mdash; 61 603 мешканців, внутрішньо переміщених осіб - 2 000. Територією громади протікає річка Случ та Смолка. До складу Звягельської громади входять 1 місто та 14 сіл, розподілених у 5 старостинських округах: Великомолодьківський (с. Великий Молодьків, с. Багате, с. Груд), Дідовицький (с. Дідовичі, с. Борисівка), Майстрівський (с. Майстрів, c. Маковиці, с. Майстрова Воля), Наталівський (с. Наталівка, с. Олександрівка), Пилиповицький (с. Пилиповичі, с. Анета, с. Городище, с. Степове)Звягельська громада була створена 1 листопада 2018 року (спочатку як Новоград- Волинська міська об&rsquo;єднана територіальна громада) шляхом&nbsp; приєднання&nbsp; сіл Майстрів, Маковиці та Майстрова Воля до Новоград &ndash;Волинської об&rsquo;єднаної територіальної громади Житомирської області, а потім, відповідно до розпорядження Кабінету Міністрів України від 12 червня 2020 року № 711-р &laquo;Про визначення адміністративних центрів та затвердження територій територіальних громад Житомирської області&raquo;, до складу громади були включені території та населені пункти Великомолодьківської, Дідовицької, Наталівської та Пилиповицької сільських рад Новоград-Волинського району.Уперше Звягель згадується в Іпатіївському літописі в 1257 році як місто Болохівської землі Галицько-Волинського князівства у зв&rsquo;язку із захопленням та руйнуванням його князем Данилом Галицьким під час боротьби з монгольськими ордами. Громада розташована за 218 км на захід від Києва та за 312 км на схід від Львова, які з&rsquo;єднує траса міжнародного значення Київ-Львів-Чоп. У громаді розташована вузлова залізнична станція 2-го класу Коростенської дирекції Південно-Західної залізниці, з відгалуженням на три лінії: Коростень, Житомир та Шепетівку. Також планується, що через Звягель буде прокладено євроколію в рамках стратегічного проєкту міждержавної Ініціативи трьох морів (3SI).Найвизначнішим серед об&rsquo;єктів архітектурної спадщини є пам&rsquo;ятка архітектури місцевого значення &ndash; Звягельський замок (ХVІ-ХVІІ ст.). До основних туристично-привабливих об&rsquo;єктів на території громади також належать: будинок Мезенцевих кін. ХІХ &ndash; поч. ХХ ст.; будинок, в якому народилася і жила поетеса та громадська діячка Леся Українка; геологічна пам&rsquo;ятка природи місцевого значення &ndash; скеля Кам&rsquo;яний гриб, утворена вивітрюванням брил рожевого граніту; будівля пошти, залізничного вокзалу та інші.З 1868 до 1879 року у Звягелі проживала сім&rsquo;я Косачів, у місті народилась Лариса Косач (Леся Українка). Уродженцем Звягеля є головнокомандувач ЗСУ України в 2022-2024 роках &ndash; Валерій Залужний. В громаду залучено близько&nbsp;180 млн грн&nbsp;безповоротної технічної допомоги шляхом участі у міжнародних проектах та грантах (Офіс Ради Європи в Україні,&nbsp;USAID,&nbsp;NEFCO,&nbsp;GIZ,&nbsp;UNDP,&nbsp;UNICEF,&nbsp;humedica&nbsp;e.V., Фонд Міжнародної Солідарності, Данська рада у справах біженців, ІСАР &laquo;Єднання&raquo;, ГО &laquo;Екоклуб&raquo;, ГО &laquo;Екодія&raquo;, БФ &laquo;Рокада&raquo;, Посольство Японії в Україні, Посольство Норвегії в Україні, Посольство Швеції в Україні), налагоджено двосторонні відносини шляхом підписання Угод про співробітництво із зарубіжними громадами: Ломжею, Белхатувом, Опочно, Пясеченським Повітом (Республіка Польща), Людвігсгафен-на-Рейні, Зіндельфінген (Німеччина), Ризька метрополь (Латвія), Хашурі (Грузія), Суомуссалмі (Фінляндія) та українськими містами: Долина, Галич, Коломия, Борислав, Миргород, Оржиця, Південноукраїнськ, Хмільник.&nbsp;

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Development Strategy of Zvyahelsk Urban Territorial Community A4_final version_18.11.24.pdf

Стратегія розвитку Звягельської міської територіальної громади А4_final version_18.11.24.pdf

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Automated and manual waste sorting to extract secondary raw materials (paper, plastic, glass, metals). 
Processing of the organic fraction of waste (food scraps, garden waste) to obtain: compost (organic fertilizer) and/or biogas (fermentation). 
This technical solution is aimed at extending the life of the landfill and its subsequent closure.&nbsp;

Автоматизоване та ручне сортування відходів для вилучення вторинної сировини (папір, пластик, скло, метали).
Переробка органічної фракції відходів (залишки їжі, садові відходи) для отримання: компосту (органічне добриво) та/або біогазу (зброджування).
Це технічне рішення спрямоване на те, щоб подовжити термін служби полігону та в подальшому закрити його.&nbsp;

Use of complexes for separate collection and sorting

Використання комплексів для роздільного збору та сортування 

Environmental failure - 100% loss of valuable materials; 
Formation of leachate and biogas: mixing organic waste with inorganic waste at the landfill leads to active decomposition, which causes an increase in leachate and methane (biogas). 
Reduced landfill service life. 
Lack of sorting - lack of secondary raw materials.&nbsp; 
Increasing raw material costs. 
High operating costs. 
Therefore, the construction of a new MSW landfill can only be justified as a temporary, forced solution for the safe placement of the minimum volume of non-recyclable residues (the so-called "tails") after the most efficient sorting and processing. Without sorting complexes, this is a step back from the circular economy.&nbsp;

Екологічна неспроможність - 100% втрата цінних матеріалів;
Утворення фільтрату та біогазу: змішування органічних відходів із неорганічними на полігоні призводить до активного розкладання, що спричиная збільшення фільтрату та метану (біогазу).
Скорочення терміну служби полігону.
Відсутність сортування - відсутність вторинної сировини.&nbsp;
Зростання витрат на сировину.
Високі експлуатаційні витрати.
Отже, будівництво нового полігону ТПВ може бути виправдане лише як тимчасове, вимушене рішення для безпечного розміщення мінімального обсягу неперероблюваних залишків (так званих "хвостів") після максимально ефективного сортування та переробки. Без сортувальних комплексів це є кроком назад від циркулярної економіки.&nbsp;

Without the use of separate collection and sorting complexes

Без використання комплексів для роздільного збору та сортування

Raw material contamination: mixing of waste; low profitability: recycling of some raw materials (especially low-quality plastic or glass) can be more expensive than production from virgin raw materials; energy intensity: sorting complexes and subsequent processing plants require significant energy consumption for equipment operation, transportation and washing of materials, which can offset some of the environmental benefits; difficulty in sorting mixed waste: if waste arrives unseparated, automatic sorting is often inefficient, and manual sorting is time-consuming, expensive and associated with health risks for workers.

Забруднення сировини: змішування відходів; низька рентабельність: переробка деяких видів сировини (особливо пластику низької якості або скла) може бути дорожчою, ніж виробництво з первинної сировини; енергоємність: сортувальні комплекси та подальші переробні підприємства вимагають значних витрат енергії для роботи обладнання, транспортування та промивання матеріалів, що може нівелювати частину екологічної вигоди; складність сортування змішаних відходів: якщо відходи приходять не розділеними, автоматичне сортування часто є неефективним, а ручне — трудомістким, дорогим та пов'язаним з ризиками для здоров'я працівників. 

Conservation of natural resources; reduction of pollution; extension of the life of landfills; reduction of methane emissions; obtaining secondary raw materials (commodity products); savings on landfill; development of a culture of responsible consumption

Збереження природних ресурсів; скорочення забруднення; продовження терміну експлуатації полігонів; зниження викидів метану; отримання вторинної сировини (товарної продукції); економія на захороненні; розвиток культури відповідального споживання 

It is important to understand that these short-term "advantages" translate into significant long-term disadvantages and costs: Rapid Filling: The landfill fills up much faster, which leads to the need to invest in the construction of a new facility after 10-15 years. Increased Environmental Load: The costs of combating groundwater pollution by leachate and managing biogas emissions for 30 years after the closure of the landfill will significantly exceed the savings on sorting. Loss of Revenue: The city or region loses potential revenues from the sale of secondary raw materials and inhibits the creation of new jobs in the "green" economy.

Важливо розуміти, що ці короткострокові "переваги" перетворюються на значні довгострокові недоліки та витрати:  Швидке Заповнення: Полігон заповнюється набагато швидше, що призводить до необхідності інвестувати у будівництво нового об'єкта вже через 10-15 років.  Зростання Екологічного Навантаження: Витрати на боротьбу із забрудненням ґрунтових вод фільтратом та управлінням викидами біогазу протягом 30 років після закриття полігону значно перевищать заощаджені кошти на сортуванні.  Втрата Доходів: Місто чи регіон втрачає потенційні доходи від продажу вторинної сировини та стримує створення нових робочих місць у "зеленій" економіці.

Lower Initial Capital Expenditures: The biggest "advantage" is the reduction of initial investment. There is no need to build expensive sorting lines, purchase specialized sorting equipment, and invest in a network of containers for separate collection. Simplicity of Logistics and Waste Collection: Single stream: The collection system is as simple as possible, since only one stream of mixed waste is collected. This requires a smaller fleet of garbage trucks and simpler routes. No Need for Public Education: There is no need to conduct long and expensive information campaigns to educate the population on the rules of sorting, which simplifies administration. Faster Commissioning: A landfill project focused only on disposal can be commissioned faster compared to a multi-component project that includes sorting, composting, and recycling. Reduction of Sorting Operating Costs: There is no need to finance the salaries of sorting complex employees, maintain complex equipment, and sell secondary raw materials.

Нижчі Початкові Капітальні Витрати: Найбільша "перевага" полягає у скороченні початкових інвестицій. Не потрібно будувати дорогі сортувальні лінії, купувати спеціалізовану техніку для сортування, а також інвестувати у мережу контейнерів для роздільного збору.  Простота Логістики та Збору Відходів:  Один потік: Система збору є максимально простою, оскільки збирається лише один потік змішаних відходів. Це вимагає меншого парку сміттєвозів і простіших маршрутів.  Немає Потреби в Навчанні Населення: Не потрібно проводити тривалі та дорогі інформаційні кампанії для навчання населення правилам сортування, що спрощує адміністрування.  Швидше Введення в Експлуатацію: Проєкт полігону, орієнтований лише на захоронення, може бути швидше введений в експлуатацію у порівнянні з багатокомпонентним проєктом, що включає сортування, компостування та переробку.  Зниження Операційних Витрат на Сортування: Немає потреби у фінансуванні заробітної плати працівників сортувального комплексу, обслуговуванні складного обладнання та збуті вторинної сировини.

Waste collection, processing and disposal are important conditions for creating a healthy environment for the existence of a settlement. In this case, the following measures must be taken: 
<ol> 
<li>Installation of anti-filtration screens.</li> 
<li>Waste isolation.</li> 
<li>Surface water drainage and leachate collection and treatment systems.</li> 
<li>Biogas collection and disposal, its further economic use.</li> 
</ol>

Збір, переробка та знешкодження відходів є важливою умовою створення здорового довкілля для існування населеного пункту. При цьому повинні бути виконані наступні заходи:
<ol>
<li>Влаштування протифільтраційних екранів.</li>
<li>Ізоляція відходів.</li>
<li>Відведення поверхневих вод та системи збору і очистки фільтрату.</li>
<li>Збирання і відведення біогазу, подальше його економічне використання.</li>
</ol>

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