Our stories. Find out more about our work towards the Sustainable Development Goals.

Ukraine’s recovery needs are staggering. The latest assessment of damage and needs places the figure at $587.7 billion over the next decade, nearly three times the country’s GDP. International partners have mobilised extraordinary support, channelled through a very sophisticated architecture. The system knows a great deal about needs and commitments. Damage is mapped, needs are quantified, reforms are tracked, and disbursements are conditioned based on performance benchmarks. Ukraine has become one of the most closely monitored recovery processes in modern history. None of the tools governing Ukraine’s recovery was designed to measure whether institutions behind all of this can actually function and deliver. That is the hidden fault line.   Resilience, misused and misunderstood “Resilience” has become one of the most frequently used words in Ukraine to describe the extraordinary capacity of Ukrainians to endure conditions no society should have to withstand. That interpretation is understandable, but incomplete. The capacity to cope with extraordinary hardship is not resilience. It is the absence of an alternative. Resilience, properly understood, is something more operational: whether government systems can keep delivering services under pressure, adapt when circumstances change, and maintain the trust of the people they serve. And right now, no one is measuring it across Ukraine’s recovery architecture. That gap matters. Recovery fails when state capacity is not fully part of the equation. Built for a different problem  Most recovery frameworks begin with the same questions: what has been destroyed, what will it cost, who will pay? Those are necessary questions, but not sufficient. They rest on an assumption that if financing is available and reforms are agreed, delivery will follow. Ukraine is stress-testing that assumption under conditions no recovery framework was designed for. It is not a post-conflict case, but a country simultaneously fighting a large-scale war, keeping services going for millions of displaced people and affected populations, managing billions in international assistance, and advancing reforms under martial law. This is a permanently stressed system operating at the edge of institutional limits. The question is no longer whether Ukraine can rebuild, but whether state systems can carry the weight placed on them. Four pressures, one blind spot  Four compounding pressures are eroding the state’s ability to deliver in ways the current recovery architecture is poorly equipped to see. Need and capacity move in opposite directions. Frontline oblasts account for 82% of documented destruction. The areas bearing the heaviest burden are also the ones where the fiscal and institutional base has been most severely compressed.  Spending does not always translate into results. Social protection allocations in the 2026 budget stand at UAH 468.5 billion ($10.5 billion), covering growing caseloads of displaced persons, veterans, and vulnerable households. In parallel, humanitarian cash programmes deliver large-scale support. Despite the combined scale of both, nearly 80% of households in frontline areas still cannot meet basic needs. External financing is becoming increasingly uncertain. The US has ended budget support, and the 2026 financing gap stands at around $52 billion with only $5.5 billion secured by the end of Q1. Humanitarian funding is declining at the same time, affecting the most vulnerable. Institutional capacity is under pressure. Mobilisation, emigration, and internal displacement have reduced the number of experienced civil servants and administrators. This loss is not visible in dashboards, but it determines whether systems can function. The state is asked to do more with fewer people.  The measurement gap at the heart of recovery The frameworks governing Ukraine’s recovery are sophisticated and, within their own terms, effective. Damage assessments tell you what has been destroyed and how much is needed, Ukraine’s digital reconstruction platform DREAM tells you what projects have been registered, funded, and completed. The IMF benchmarks and EU scorecards tell you, in complementary ways, whether the right systems and processes have been adopted.  Every instrument does what it was built to do. None was designed to answer the one question that matters most: can the institutions responsible for delivery actually function, and where, and under what conditions?  Consider DREAM. Out of more than 12,000 registered projects, fewer than 10% are fully funded. More financing is needed. Historically, nonetheless, Ukraine’s public investment absorption capacity has never exceeded 30%. This is not only a financing problem. It is also a capacity problem. More money helps, but it will not, on its own, close the recovery gap.  What gets measured gets managed. The tools governing Ukraine’s recovery fail to measure the one thing that determines whether recovery holds: state capacity under sustained pressure. What cannot be seen cannot be strengthened.  The consequences are already visible.  First, priorities become distorted. When capacity is not visible, investment flows to where delivery is easiest. The risk of territorial disparities grows, with frontline regions, where institutional stress is greatest, receiving support that falls short of what their situation requires.  Second, humanitarian transitions become poorly managed. Humanitarian aid never stops because people no longer need it. It stops because money runs out. In 2026, with humanitarian funding contracting, that moment is already here. A successful transition is measured by whether people can access services, meet their basic needs and become self-sufficient. Right now, that test is being applied without the evidence to know whether the systems taking over can pass it.  Third, private investment becomes even more constrained. Private capital responds to predictability and credible commitments, not damage maps. Security conditions matter, but they are not the whole story. Across much of Ukraine’s territory, a critical binding constraint is not security but the absence of any reliable way to read the institutional landscape on the ground. The risk financing architecture is important, but it will not unlock the purely commercial investment that the scale of Ukraine’s needs requires.  A different kind of question The instinctive response to complexity is more coordination: new platforms, working groups, and mapping exercises. That temptation should be resisted.  The problem is not lack of dialogue. It is the absence of a shared, evidence-based picture of where systems can function effectively and where they need further support. Without that, coordination produces alignment around incomplete questions. Closing this gap requires a state capacity agenda built around what resilience means in operational terms: whether systems can deliver under pressure, adapt when conditions change, and sustain the trust of the people they serve.  In practical terms, this requires three shifts: for humanitarian partners, using capacity evidence to guide transition decisions rather than funding cycles; for development institutions, calibrating instruments to local conditions rather than national benchmarks; and for government, clearly identifying where the state can deliver effectively, where it requires reinforcement, and where complementary support remains necessary. The evidence of the capacity constraint exists. What is missing is a framework that consolidates and operationalises it across state systems, at national and subnational level, in a form that decision-makers can act on.   The window is open Ukraine’s recovery will not be determined by what is mapped, committed or financed alone. It will be determined by whether institutions can function, adapt, and retain public trust under sustained pressure. The window for getting this right is open. A recovery architecture that cannot measure state capacity under stress will never deliver the recovery it claims to be building. The methods exist. What is missing is their integration into how recovery is governed.