In 2026, the foundation’s strategic direction and desired outcomes will be shaped around five strategic goals.

Goal 1. Restore access to safe offline education in regions and communities affected by the war

What did we achieve in 2025?

• 228,000 children supported by the foundation through improved conditions for safe offline learning, educational and social programs.
• 49,000 children visited EduHives over the course of the year.
• 88 new EduHives were established.
• 41 previously established EduHives were supported.
• 11 shelters were renovated and equipped.

By the end of 2026, savED will support war-affected communities in bringing children back to safe offline educational activities by using flexible, tailored solutions: underground schools, shelters (including those in early childhood education institutions), modular schools, and EduHive learning centers.

In 2026, we will:

• Create at least 5 underground learning spaces in the basements of general and early childhood education institutions that have approval from the State Emergency Service. The priority region will be Sumy Oblast.
• Equip each renovated underground space with everything needed for safe and comfortable long-term learning underground: lighting, ventilation, sanitary facilities, furniture, basic equipment, and new books. The savED standard is safety + the ability to deliver full-fledged learning, not just a place to wait out an air raid.
• Install two modular schools in communities in Mykolaiv Oblast where educational infrastructure has been destroyed, using fast-assembly modular construction technology.
• Restore at least 25% of a damaged educational institution in the Boromlia community in Sumy Oblast.
• Create 10 new EduHive learning centers in frontline communities, 3 STEM EduHives focused on science and mathematics subjects, as well as one DIY EduHive in Kryvyi Rih, where children will learn through research, experimentation, and hands-on work with technology.
• Implement a comprehensive support model in at least 5 frontline communities: mapping community needs, deploying the full savED toolkit in each community (underground learning spaces, EduHives, learning loss recovery programs, psychosocial support for teachers, and the UActive program).

Goal 2. Restore and strengthen the resilience of educators and students through educational and social programs

What did we achieve in 2025?

• 50,000+ children participated in the learning loss recovery and social-emotional learning program.
• 25,000 educators were supported by the foundation.

In 2026, savED will focus on two interconnected priorities: children must catch up on learning and gain access to quality education and peer interaction, while educators must withstand the pressures of war and remain in the profession. We will do this by scaling the learning loss recovery program, providing systematic support to teachers, and developing EduHive learning centers where education is combined with safe, meaningful leisure.

In 2026, we will:

• Scale the learning loss recovery program across 7 regions (Dnipropetrovsk, Zaporizhzhia, Odesa, Kharkiv, Mykolaiv, Chernihiv, and Sumy oblasts), reaching 350+ schools and 50,000 students in 2026. Our focus is not merely to “deliver lessons,” but to achieve measurable results: 85% of students should demonstrate academic progress based on a composite indicator.
• Introduce a quality assurance system for program implementation to ensure consistent quality at scale.
• Continue to develop the product line for the learning loss recovery program, including materials focused on the NMT exam and history subjects.
• In parallel, we will invest in teachers by delivering 90 training webinars for 1,000+ educators and 2 in-person training sessions for a total of 500+ teachers. We set clear quality benchmarks: 80% of teachers should apply the program’s approaches in practice, and 80% should receive professional development certificates.
• Deliver 4 cohorts of psychosocial support programs for educators, reaching a total of 240 participants — because in order to support students, educators themselves need support.
• Develop and launch the first cohort of a support program for school principals.
• Additionally, we will create and pilot psychosocial support journals for educators (piloted across four program cohorts) and a personal growth journal for adolescents.
• We will continue to develop EduHives as savED’s core tool, including the introduction of flagship educational programs in the centers — a series of extracurricular activities and courses where learning is combined with play, communication, and creativity.
• Continue to support 127 EduHives within the existing network.
• Plan a package of non-academic educational activities where children, together with tutors and experienced trainers (educational and cultural leaders), will develop emotional, communication, and gender sensitivity skills, strengthen resilience, and foster creativity through dynamic games, readings, and discussions.
• Strengthen the STEM focus: implement 3 proprietary STEM programs in STEM EduHives.
• Systematically develop the EduHive tutor community: launch a community format focused on support and experience exchange.
• In 2026, we will strengthen evidence and standards by conducting research on the effectiveness of EduHives and updating the EduHive creation guide.

Goal 3. Create opportunities for engaging youth from de-occupied regions in the recovery and development of their communities and foster a culture of active and entrepreneurial teenagers

What did we achieve in 2025?

• 585 teenagers participated in the UActive program.

In 2026, we will continue developing UActive as a program that empowers teenagers to take action: gain project management skills, work in teams, find mentors, and implement change in their communities. At the same time, we will launch a new youth-focused product — a career guidance program aimed at creating opportunities and prospects for teenagers so they choose to stay and build their future in Ukraine. In parallel, we will strengthen two core pillars of the scaled youth direction — the mentor community and the alumni community — to ensure long-term impact beyond a single program cycle.

In 2026, we will:

• Deliver a full UActive season: implement both educational and practical components of the program, engaging 400+ participants with the goal of delivering 20+ successful youth-led projects in communities. Our benchmark is at least 4 regions with regular offline meetings and a stable mentor cohort, ensuring consistent quality regardless of geography.
• Launch a new career guidance youth program. Develop its detailed concept, methodology, practical component, and structure. Conduct the first participant intake and implement the first phase of the program by December 2026.
• Continue developing the mentor community. Mentors are the “engine” of the program on the ground. We will further implement new modules of the annual modular mentor development program and offer additional targeted support solutions for teachers and mentors involved in youth programs.
• Strengthen the alumni community as a long-term “network of opportunities.” We will continue developing the UActive alumni community as a living network: regular events, engagement with regional teams, and ongoing sharing of opportunities (education, scholarships, internships, events). We will also expand partnerships with universities and international educational organizations, including educational trips, exchanges, and career development activities, so alumni can see clear opportunity pathways and remain connected to the UActive community. We will create mechanisms to integrate graduates of the new youth program into the community.

Goal 4. Through a strong savED brand, consistently expand the partner network and scale attracted resources to ensure long-term support for the foundation’s mission

In 2026, savED will strengthen fundraising and communications as a key pillar of organizational resilience. A strong brand and reputation + clear needs and goals + systematic partner engagement are expected to ensure long-term mission support — from institutional funding to business partnerships, public campaigns, and international programs.

In 2026, we will:

• Build an effective and well-coordinated internal system for partnerships and fundraising, so internal processes become a foundation for seamless collaboration.
• Ensure stable and diversified institutional funding through tailored engagement strategies with different partner types: international governmental and non-governmental organizations, private foundations, Ukrainian and international businesses.
• Further develop in-kind and reputation-based partnerships as a systematic tool.
• Deliver at least 3 public fundraising campaigns.
• Access new international funding instruments, including opportunities under the Ukraine Facility.
• Update the foundation’s communication strategy: to build trust and engagement, we will run a short feedback cycle with partners (interviews / surveys), refine target audiences and partner segments, and update channels and formats.
• Systematize media engagement and advocacy formats: develop a media strategy, build long-term media partnerships, and strengthen video formats as a consistent communication product.

Goal 5. Build an institutionally strong, financially sustainable, and accountable organization

In 2026, savED will continue investing in the organization’s “foundation” — governance systems, finances, team, implementation standards, and analytics. Our goal is for the foundation to scale its impact sustainably while remaining transparent, well-managed, and resilient even in challenging conditions.

In 2026, we will:

• Improve the quality of strategic governance and public accountability.
• Develop the system of senior governance.
• Plan to expand the general assembly and create the legal and operational groundwork for launching a supervisory board.
• Systematize financial policies and control mechanisms to minimize risks and improve resource management quality.
• Scale the project and knowledge management system to ensure consistently high implementation quality across programs and initiatives.
• Develop the team as a key condition for organizational success.
• Update the monitoring and evaluation system so it supports all programs and partnerships, strengthening the foundation’s analytical capacity and public expertise.