The Cabinet of Ministers has updated its Strategy for Reforming the School Meals System and approved an operational plan for 2025–2027. The document, adopted by Order No. 1216-r of 7 November 2025, sets out specific steps for updating approaches to menus, quality control, food service infrastructure and financing. The updated strategy sets an ambitious goal — to build a modern and safe food system for all Ukrainian schoolchildren, regardless of region or type of educational institution.
Reasons for revising the strategy and reform objectives
The need for renewal became apparent after several years of attempts to modernise school meals. Some institutions have learned to operate under the new standards, but the situation remains uneven. In many regions, equipment is outdated, menus do not meet requirements, procurement is unstable, and quality control depends on the enthusiasm of individual directors or cooks.
The document states that one of the main areas of focus is “organising high-quality and safe nutrition: financing and procurement”. This indicates that the government views the reform not as a change in the menu, but as a comprehensive restructuring of the entire system — from data collection and repairs to the introduction of transparent procedures. An additional factor is Ukraine’s European integration: the modernisation of the school meal system is seen as part of the adaptation of Ukrainian education to European standards.
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How the operational plan is structured
The plan is designed for two years and consists of sequential actions. It begins with a stage that determines the success of all further work — data collection and analysis. The Ministry of Education, regional administrations and communities must obtain a complete picture: the conditions of food units, the availability of kitchen equipment, actual menus, the procurement system, and the staffing situation. One month after the plan is approved is allocated for this stage.
After that, each region must prepare its own reform programme or update an existing one. The programme must take into account the specific characteristics of the region, its financial capabilities, the state of its infrastructure and the need for modernisation. This approach avoids the formalistic implementation of tasks and forces regions to work with real figures and real problems.
The strategy is not limited to the central level. Local communities are involved in its implementation, as they are responsible for the daily functioning of school canteens. Communities are required to ensure a repair schedule, equipment modernisation, compliance with sanitary standards and procurement.
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Who is responsible for implementing reforms?
The document clearly defines the distribution of responsibilities. Central authorities are responsible for overall coordination and the development of standards. Regional state administrations are responsible for organising work at the regional level and monitoring how communities implement their programmes.
Communities have the broadest range of powers, as practical issues are decided at the local level: whether food facilities are working, whether there are enough cooks, whether purchases are made on time, and whether the menu meets the needs of children. At the government level, it is emphasised that communities are recommended to ensure that all measures are implemented in accordance with their functions.
The Ministry of Education is assigned the role of key coordinator. Every year, by 1 April, it must submit a consolidated report on the implementation of the plan to the Cabinet of Ministers. This creates a basis for continuous monitoring and makes it possible to assess progress based on facts rather than words. Funding is provided from the state and local budgets, as well as from international partners, which is especially important in wartime.
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Possible difficulties and risks
Despite a clearly defined plan, the implementation of changes may encounter a number of problems. First and foremost is the complexity of data collection. Not all communities have sufficient staff or modern tools for inventorying. Some schools have not kept records of equipment for years, so the real situation may turn out to be much worse than expected.
The financial burden can also be a challenge. Modernising food service facilities, replacing equipment, and renovating premises are expenses that many communities are not prepared for. The success of the reform in this area will largely depend on assistance from the state and international partners.
Procurement may be a separate problem. The transition to transparent procedures will require a change in established practices. In regions where procurement has been irregular or without quality control, this process may be protracted.
There is also a risk that different regions will move at different speeds. If one region quickly prepares programmes while another delays their development, this will again create an imbalance between schools in different regions.
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What will change for children, teachers and parents
If the reform works as planned, schoolchildren will receive more modern and balanced menus. Updated equipment will allow for higher-quality food preparation, and chefs will be able to work more efficiently and safely. The data collection system will enable schools and communities to identify their weaknesses and address them.
For parents, the reform may mean greater transparency. When schools report regularly on nutrition, trust in the system grows and parents become more actively involved in discussing their children’s needs. Teachers will enjoy more comfortable working conditions, as good nutrition directly affects children’s concentration and behaviour in the learning process.
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