Ieva Junevičienė
Embassy of Switzerland to Latvia, Lithuania
and Estonia
[email protected] Ours 30.04.2026 no 11.1-5/26/990-1
Smilšu iela 8
LV-1050 Riga LATVIA
Submission of the Annual Cooperation
Programme Report
Dear Ms Junevičienė,
Hereby the National Coordination Unit of the Swiss-Estonian Cooperation Programme submits
the Annual Cooperation Programme Report for the period 01.01.2025 - 31.12.2025 and the
updated Communication Concept.
Yours sincerely,
(signed digitally)
Urmo Merila
Deputy Director General
Annexes: 1. Annual Cooperation Programme Report
2. Annex 7A_7B Monitoring and Evaluation Plan
3. Communication Concept
Helena Musthallik +372 56466003
[email protected]
Lõkke 4 / 10122 Tallinn / 663 8200 /
[email protected] / www.rtk.ee / Registrikood 70007340
Communication Concept
Overview of the purpose, target audiences, main channels, visibility, evaluation and
responsibilities.
1. The purpose of communication activities
The purpose of communication activities is to ensure that both the general public, stakeholders
and target groups are informed and aware of the Swiss-Estonian Cooperation Programme and the
objectives achieved with its support through open and relevant information exchange.
Sub-purposes of communication activities
Informing the public about support measures and their outcomes.
Ensuring the transparency of support.
Ensuring visibility of supported activities and physical objects.
Providing information that is accessible to everyone in clear and simple language.
2. Target audiences
Direct and indirect beneficiaries
Target groups
Stakeholders
The general public
Media
3. Main channels for communication and dissemination of information
Media, e.g. newspapers, news portals, television, radio
Websites of Programme Operators, Programme Component Operators and Implementers.
A separate page Swiss-Estonian Cooperation Programme | Riigi Tugiteenuste keskus is
created on the National Coordination Unit's website (www.rtk.ee), where necessary and up-
to-date information is compiled.
Social media channels of institutions involved in the implementation of the support measures.
When suitable paid advertising is used.
Press releases
Relevant newsletters
4. Visibility
On websites, in newsletters, and in produced materials, the logo of the cooperation
programme is used, and, where possible, reference is made to the Swiss contribution.
In press releases, articles, and interviews, reference is made to the Swiss contribution.
Visibility is ensured by signs, references to the logo of the cooperation programme/ Swiss
contribution.
5. Evaluation
Regular discussions of communication activities and results with Programme Operators,
Programme Component Operators and Implementers are held, to update the action plan as
needed.
6. Responsibilities
6.1 Responsibilities of the NCU
Coordinating and supporting all communication activities regarding the Swiss–Estonian
Cooperation Programme in Estonia.
Publishing the information specified in the Communication and Information Manual on the
website of the NCU.
Updating the website to provide useful information material to the media and stakeholders.
Providing information material and professional pictures and videos for communication
activities in Switzerland.
Ensuring that Programme Operators, Programme Component Operators and Implementers
fulfil their obligations.
Ensuring that the logo of the Swiss–Estonian Cooperation Programme and the logo of the
Swiss Confederation are correctly used on all the information and communication material
related to the cooperation programme.
Informing Swiss Contribution Office about upcoming events in advance, so that possible Swiss
participation can be arranged.
Organising, in consultation with Swiss Contribution Office, a closing event for the Swiss –
Estonian Cooperation Programme.
6.2 Responsibilities of the Programme Operators
Planning and implementing communication activities of the support measure.
Ensuring that all beneficiaries are aware of the support provided by the support measure.
Ensuring that the Swiss support is explicitly visible on physical objects, in publications and
other information materials related to the support measure and the cooperation programme.
Organising a launching and a closing event of the support measure.
6.3 Responsibilities of Programme Component Operators
Planning and implementing communication activities of the programme component.
Ensuring that the Swiss support is explicitly visible on physical objects, in publications and
other information materials related to the support measure and the cooperation programme.
6.4 Responsibilities of Implementers
Planning and implementing communication activities for those programme component
activities for which they are responsible for.
Ensuring that the Swiss support is explicitly visible on physical objects, in publications and
other information materials related to the support measure and the cooperation programme.
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Annex 1
Annual Action Plan for 2026
Objective Target Channel Activity Output Result Timeline Responsible body
audiences
Information about Direct and Digital Publishing and Information Information about Regularly NCU
the Swiss-Estonian indirect communic updating is updated the Swiss-Estonian
Cooperation beneficiaries ation information on a Cooperation
Programme is Target groups separate webpage Programme is
available Stakeholders on the website of available to all
The general the National interested parties
public Coordination Unit
Media
Information about Direct and Digital Publishing and Information Information about Regularly Programme Operators,
the support indirect communic updating is published the support Programme Component
measures and beneficiaries ation information measures and Operators
implemented Target groups on the websites of implemented Implementers
activities is Stakeholders Programme activities is
available The general Operators, available to all
public Programme interested parties
Media Component
Operators,
Implementers
Communication Programme Meeting Ensuring effective Meetings Internal Regularly NCU
activities are Operators, communication organised communication
thoroughly planned Programme with Programme works smoothly
(3-4 times
Component Operators,
in a year)
Operators, Programme
3
and Component
Implementers Operators and
NCU Implementers
Information about Direct and Digital Dissemination of Videos are The public is 18.02-18.05. NCU
the Swiss-Estonian indirect communic videos on disseminate informed about the 2026
Cooperation beneficiaries ation Facebook (as d Swiss-Estonian
If necessary,
Programme is Target groups advertisements) to Cooperation
the
available Stakeholders introduce the Programme
campaign
The general Swiss–Estonian
can be
public Cooperation
extended.
Programme and
implemented
activities to a
wider audience.
The videos are
also recommended
to be shared by
the Programme
Operators,
Programme
Component
Operators and
Implementers.
4
Annex 2
Webpages containing information about the Swiss–Estonian Cooperation Programme
General information about the Swiss-Estonian Cooperation Programme
NCU - State Shared in Estonian https://rtk.ee/toetused-ja-taotlemine/toetusfondid-ja-programmid/sveitsi-eesti-koostooprogramm
Service Centre in English https://rtk.ee/en/Swiss-Estonian-cooperation-programme
Support Measure “Supporting Social Inclusion” Support Measure “Biodiversity Programme”
Programme Operator - Ministry of Culture Programme Operator - Ministry of Climate
https://www.kul.ee/kultuuriline-mitmekesisus-ja-loimumine/loimumine/sveitsi-eesti- https://kliimaministeerium.ee/eesti-sveitsi-
koostooprogramm koostooprogramm
Component 1 Component 2 Component 3 Component 4 Component 1 Component 2
Ministry of Culture Ministry of Ministry of Ministry of the Environment Agency Environmental Board
https://www.kul.ee/kultuuriline- Social Affairs Education and Interior https://keskkonnaagent https://keskkonnaamet.
mitmekesisus-ja- Šveitsi-Eesti Research https://www.sisemi uur.ee/šveitsi-eesti- ee/šveitsi-eesti-
loimumine/loimumine/sveitsi-eesti- koostööprogramm https://www.hm.e nisteerium.ee/sveits koostooprogrammi- koostooprogrammi-
koostooprogramm | e/ministeerium- i-eesti- elurikkuse-programm elurikkuse-programm
Integration Foundation Sotsiaalministeeri uudised-ja- koostooprogramm-
Digimuutuste ettevalmistamine um kontakt/euroopa- sotsiaalse-
liit-ja- kaasatuse-
lõimumisvaldkonnas | Integratsiooni
Estonian Social rahvusvaheline- toetamine
Sihtasutus
Work koostoo/regionaal
Vabatahtlike kaasamine Association ne- National
lõimumistegevustesse | „Sotsiaalvaldkonn Foundation of
a spetsialistide Education and Civil Society
Integratsiooni Sihtasutus
tasemeõppe ja Youth Board Šveitsi-Eesti
Eesti kultuuri- ja komberuumi kvalifikatsiooni Šveitsi-Eesti koostööprogramm
tutvustavad tegevused | kaasajastamine koostööprogramm “Sotsiaalse
Integratsiooni Sihtasutus ning koolitus- ja "Sotsiaalse kaasatuse
tugisüsteemi kaasatuse toetamine” 2024
Nõustamisteenuste pakkumine | arendamine“ | toetamine" | kuni 2028 - SA
Integratsiooni Sihtasutus ESTA Haridus- ja KÜSK
Noorteamet
Eesti keele maja | Integratsiooni
Sihtasutus Õpime koos! |
Haridus- ja
National Library Noorteamet
5
https://www.rara.ee/raamatukogude
le/meedia-ja-digipadevuse-
arendamine/
MeediaRadar
https://meediaradar.ee/
6
Annex 7A
Monitoring Plan
Level of monitoring
Swiss-Estonian
Type of monitoring SM "Biodiversity SM "Supporting Social Monitoring topic Planned timing Reponsible authority Parties involved
Cooperation Project
Programme" Inclusion"
programme
The risks related to the cooperation programme are
assessed by POs, PCOs (only ministries) and the NCU.
Programme
The NCU consolidates the results of the risk assessment
Risk assessment of the Operators
yes and prepares a risk assessment table with risk once a year NCU
Cooperation Programme PCOs (only
mitigation measures. The implementation of mitigation
ministries)
measures is monitored to ensure their timely
implementation.
A separate project is opened in SFOS for each PO, PCO,
implementer, and for the Technical Assistance. A risk
assessment is carried out for each project. Based on the
result of the risk assessment, the sample for checking
the expense documents and sample for on-the spot
Risk assessment of projects in
yes controls are formed. Once a year, the results of once a year NCU
SFOS
controls, detected irregularities, observations made in
audit reports are analysed, and depending on the
results, the need for a new risk assessment of the
project is decided. Upon need, the risk assessment of
the project is carried out.
The need for on-the-spot controls is determined based
on the project's risk analysis. At the time of submitting
On-the-spot controls yes the Annual Cooperation Programme Report, no on-the- NCU
spot controls are foreseen in 2026 based on the risk
analysis.
Monitoring missions, as described in the Regulations for SM "Biodiversity Programme"
monitoring progress towards outputs and outcomes 27.04-28.04.2026 Tartumaa
according to agreed indicators, baselines, and targets,
are not planned. Progress can be monitored through SM "Biodiversity Programme"
Annual Support Measure Reports, RRs, and meetings of September 2026
the SC and Task Force. NCU POs, PCOs,
Monitoring missions/monitoring SCO
yes yes Joint meetings and visits involving the NCU and SCO, implementers,
visits
together with the PO, PCO, implementers, partners, partners
held alongside the SC and/or Annual Meetings, may
conditionally be referred to as monitoring visits. These
meetings and visits provide an opportunity to examine
more closely the activities of the PCO, implementer or
partner within the programme component.
The detailed requirements for
The NCU carries out various checks based on data
these checks are reviewed
available in SFOS, including checks on the timeliness of
following the annual
NCU checks* yes expenditure verification, payments to identify NCU
programme risk assessment
expenditure potentially affected by irregularities,
and adjusted on an ongoing
recoveries, etc.
basis where necessary.
Annual Cooperation Programme Reports provide an
overview of the progress of the cooperation programme
Annual Cooperation Programme – including the implementation of support measures, once a year POs, PCOs,
yes NCU
Reports management, audits, irregularities, achievement of by the end of April implementers
indicators, and other relevant aspects.
Annual Support Measure Reports provide an overview
POs, PCOs,
of the progress of the support measure – once a year
Annual Support Measure Reports yes yes POs implementers,
implementation, management, outputs, outcomes, by the end of March
NCU
achievement of indicators and other aspects.
1) Support Measures -
Reimbursement requests provide an overview of the twice a year
POs 1) PCOs,
Reimbursement requests yes yes expenses incurred and activities conducted under the by the end of March
2) Technical Assistance implementers,
support measure during the previous 6 months. by the end of September
Fund - NCU
During the meetings, progress of the cooperation
programme is assessed, risks are discussed, the
SCO,
milestones for the upcoming year are presented, the
Annual meetings yes once in a year NCU representatives of
annual cooperation programme report is discussed and
Switzerland
approved and decisions regarding the overall
cooperation programme are made.
SM Steering Committee supervises the progress of
Support Measure Steering implementation of the support measure, makes SCO, NCU, PCOs,
yes yes meets at least once in a year POs
Committee decisions regarding the support measure and approves implementers
modifications of the support measure.
PCOs, NCU,
implementers
Task Force monitors the implementation of the support
For the
Task Force meetings yes yes measure and components on an ongoing basis, meets twice in a year POs
"Biodiversity
proposes modifications to the Steering Committee.
Programme" also
SCO
*In spring 2025, the relevant working processes of the NCU were reviewed, and it was decided that a separate performance analysis will not be prepared for the Swiss-Estonian Cooperation Programme, as such a document is not required under any applicable
rules or procedures. Due to the limited number of projects under the programme, project implementation can be effectively monitored on the basis of SFOS data without preparing a separate performance analysis. Various checks continue to be carried out, and
checklists are completed to document them.
Performance analyses were not prepared in previous years either, as all projects were registered in SFOS only by the end of 2025 and, consequently, there was no data on which such analyses could be based.
Annex 7B
Evaluation Plan
Programme information Evaluation Information
Requested
Swiss
contribution Evaluation Objectives (reasons and learning Data needs and collection methods Knowledge Sharing (Who will benefit from the
Title Support Measure Type Executing Agency Objective Thematic Area Duration (starte/end) (CHF) Budget (CHF) Type of Evaluation goals) Timing (eports, interviews, surveys, other) evaluation? How will findings be shared?)
The following aspects are planned to be Qualitative and quantitative methods (e.g The beneficiaries are: the programme operator,
evaluated: reports, interviews etc) can be used. The component operators, policy makers; donor;
*Effectivesess, impact/predicted impact of best methodology for carrying out the general public.
the programme evaluation shall be provided by the The results can be used while preparing
Protecting the Nature
55 0000 Ex-post evaluation of the *Achievement of outcomes of the tenderer. strategies and new programmes.
Biodiversity Programme Programme Ministry of Climate environment and the conservation and 01.05.2024-31.08.2024 6 930 000 In 2028 (January-August)
(including VAT) programme programme Evaluation report will be availaible for the
climate biodiversity
*Lessons learned general public.
Additionally, positive changes initiated with
the support of the programme could be
identified.
The following aspects are planned to be Qualitative and quantitative methods (e.g The beneficiaries are: the programme operator,
evaluated: reports, interviews etc) can be used. The component operators, policy makers; donor;
Providing support *Effectiveness, impact/predicted impact of best methodology for carrying out the general public.
Managing migration to migration the programme evaluation shall be provided by the The results can be used while preparing
and supporting management and 55 0000 Ex-post evaluation of the *Achievement of outcomes of the tenderer. strategies and new programmes.
Supporting Social Inclusion Programme Ministry of Culture 01.06.2024-31.08.2024 18 600 000 In 2028 (January-August)
integration. Increasing promoting (including VAT) programme programme Evaluation report will be availaible for the
public safety integration *Lessons Learned general public.
measures Additionally, positive changes initiated with
the support of the programme could be
identified.
Second Swiss Contribution
Estonia
Annual Cooperation Programme Report
Reporting Period – 01.01.2025 - 31.12.2025
Report Number - 3
Report Submission Date 30.04.2026
Table of contents
1. Executive Summary ...........................................................................................................4
2. Cooperation Programme progress ...................................................................................5
2.1 Achievement of objectives of the Cooperation Programme ...........................................5
2.2 Status of implementation ..................................................................................................6
2.2.1 Support Measure “Supporting Social Inclusion” .................................................................7
2.2.1.1 Programme component 1 “Cultural and linguistic integration” .......................................7
2.2.1.2 Programme component 2 "Strengthening the social-and child protection services" ..10
2.2.1.3 Programme component 3 “Increasing multicultural competence in the education
sector”............................................................................................................................................11
2.2.1.4 Programme component 4 “Strengthening civil society through social innovation” ....13
2.2.2 Support Measure “Biodiversity Programme” .....................................................................15
2.2.2.1 Programme component 1 “Development of innovative monitoring
technologies/solutions and improvement of Environmental databases and systems” ...........15
2.2.2.2 Programme component 2 “Implementation of a systematic assessment of the social
and conservation outcomes of protected areas” ........................................................................17
2.2.3 Swiss partners ......................................................................................................................20
2.3 Work plan and financial planning ...................................................................................21
3. Cooperation Programme Management ..........................................................................22
3.1 Management and control systems..................................................................................22
3.2 Audits ...............................................................................................................................22
3.3 Irregularities .....................................................................................................................23
3.4 Monitoring and evaluation ..............................................................................................23
4. Communication activities................................................................................................24
5. Risk management at the level of the Cooperation Programme ....................................28
Annex 1: Reporting according to Swiss core indicators at Cooperation Programme level .....31
Annex 2: Status of implementation ..............................................................................................32
Annex 3: Financial status .............................................................................................................33
Annex 4: Work plan for the coming year .....................................................................................34
Annex 5: Financial planning (ongoing Support Measures) ........................................................35
Annex 6: Irregularities ...................................................................................................................36
Annex 7: Monitoring and evaluation plan for the coming years ................................................37
Annex 8: Overview of communication measures at country level during the reporting period
........................................................................................................................................................38
Annex 9: Overview of risk assessment on Support Measure Level ...........................................39
2
List of abbreviations
AI Artificial Intelligence
CHF Swiss Franc
EELIS A state information system database for the collection, management, and use of nature
data
eDNA environmental DNA
EU European Union
EUR Euro
GPS Global Positioning System
IT Information Technology
KESE A state information system database for the collection, storage, and publication of
environmental monitoring data
NCU National Coordination Unit
PCO Programme Component Operator
PlutoF A platform designed for storing and managing biodiversity data over the web
PO Programme Operator
REM Random Encounter Method
SAC Special Area of Conservation
SCO Swiss Contribution Office
SFOS Structural Funds Operating System
SM Support Measure
SSIP Supporting Social Inclusion Programme
3
1. Executive Summary
The Annual Cooperation Programme Report covers the period from 1 January 2025 to 31 December
2025.
Progress and Achievements
In 2025, the Swiss–Estonian Cooperation Programme moved from a largely preparatory phase
towards active implementation. Both support measures made progress in launching activities,
continuing the implementation of activities initiated earlier, and contributing to the achievement of
programme indicators. Under the SM “Supporting Social Inclusion”, achievements included
preparatory work for the digital transformation of integration services, development of volunteer
engagement models, piloting of counselling services, cultural activities for non-native speakers, media
literacy activities, development of social sector competence and training systems, education-sector
trainings, parent support activities, and the first social innovation activities. Under the SM “Biodiversity
Programme”, progress was made in procuring and testing innovative monitoring technologies,
developing biodiversity monitoring methods, launching voluntary monitoring campaigns, carrying out
eDNA testing, assessing protected areas, updating management planning guidelines, and preparing
species action plans.
Implementation Status
Both support measures were still affected by preparatory activities in 2025, especially the SM
“Supporting Social Inclusion”, where the legal framework, annual budgets, and activity plans
continued to be prepared and approved during the first half of the year. Nevertheless, substantive
activities were implemented under both support measures. By the end of 2025, 19 projects were
registered in SFOS (Structural Funds Operating System), and expenditure under 17 projects was
verified, and reimbursed. The timelines of the support measures were not formally amended, and
implementation was considered to be proceeding according to the general schedule, although some
activities shifted into 2026.
Challenges
The main challenges in 2025 were linked to the longer-than-expected preparatory period, delays in
establishing the legal framework, procurement-related difficulties, and limited time for implementation.
In the SM “Supporting Social Inclusion”, some activities started later than planned, which affected
participant numbers and indicator achievement in 2025. For example, cultural activities were delayed
due to an unsuccessful procurement, and education-sector trainings started later than expected
because of the timing of the ministerial decree approval. In the SM “Biodiversity Programme”, the
main challenge relates to the timing of IT developments. Given these delays and the relatively tight
remaining implementation period, it may be necessary to extend the support measures to ensure the
full implementation of activities, full use of funds, and achievement of indicators.
Financial Overview
Financial implementation remained relatively slow in 2025, mainly due to the long preparation period
and the fact that several activities only began during the reporting year. At the end of 2025,
expenditure accounted for 7,51% of the total programme budget, based on the reimbursement
requests submitted in March 2026. In September 2025, the first reimbursement requests for the
support measures were submitted, and further reimbursement requests were submitted in March
2026. Although spending has been slower than expected, this is explained by the preparatory nature
of the early implementation phase rather than by major implementation failures.
Risk Management
Risk management was carried out within the framework of the annual risk assessment conducted by
the NCU. The assessment covered management and control system risks as well as fraud risks, and
mitigation measures were planned for significant risks. The overall risk level of both support measures
was assessed as medium-low. For the SM “Supporting Social Inclusion”, the most significant risks
concerned the implementation timeframe, management staff capacity, and procurement complexity.
For the SM “Biodiversity Programme”, the only medium-high risk concerned the possibility that IT
developments may take longer than planned. No risks were assessed as high, and no programme
components were identified as high risk.
4
Audit
The second Annual Audit Report of the Swiss–Estonian Cooperation Programme covered the period
from 1 July 2024 to 30 June 2025. The Audit Authority issued an unqualified opinion and concluded
that the accounts were complete, accurate, and truthful, that the expenditure declared for
reimbursement was legal and regular, and that the management and control system functioned
properly. The overall level of assurance was assessed as high. No findings were identified in relation
to the audits of accounts or expenditure, no errors were detected, the total and residual error rates
were 0%, and no financial corrections were required. Two significant system audit findings were
identified, but they were not considered systemic or a significant risk to the functioning of the
management and control system.
Monitoring
Monitoring was carried out through SFOS, risk assessments, structured reporting, Steering
Committee and Task Force meetings, regular coordination meetings and monitoring visits. A risk
assessment was carried out for each project registered in SFOS, and the results were used to
determine the scope of expenditure verification and the need for on-the-spot controls. In 2025, the
NCU checked two events: the opening event of social innovation activities in Viljandi and the Media
Literacy Conference in Rakvere. No shortcomings were identified. No other on-the-spot controls were
carried out, as no need was identified through risk assessment or expenditure verification. Evaluations
of the support measures are planned for 2028.
Communication
Communication and visibility activities were implemented at programme, support measure, and
component level. Activities included public events, campaigns, websites, newsletters, podcasts, social
media outreach, media articles, videos, and targeted stakeholder communication.
At programme level, visibility was strengthened through participation in Europe Day in Tallinn, where
the programme was presented to the general public, and through the production of six public
information videos. The NCU also maintained a central SharePoint overview of communication
activities, including press releases, social media posts, events, photos, and videos. Regular Teams
meetings with POs, PCOs, implementers, and partners supported coordinated communication and
consistent presentation of the programme.
2. Cooperation Programme progress
2.1 Achievement of objectives of the Cooperation Programme
In 2025, the Cooperation Programme moved from a mainly preparatory phase towards active
implementation. Although the SM “Supporting Social Inclusion” was still affected by preparatory
activities, especially during the first half of the year, substantial progress was made in launching new
activities, continuing activities initiated earlier, developing systems, piloting services and contributing
to programme indicators. The necessary directives for the implementation of programme components
were established, and both support measures started to generate the first measurable results.
In the SM “Supporting Social Inclusion”, the 2025 results show that the support measure
progressed from preparatory work to the first visible outputs across all programme components. While
many mid-term and long-term outcomes cannot yet be fully measured due to the early stage of
implementation, qualitative evidence, including participant feedback and stakeholder engagement,
indicates that the activities are relevant and well aligned with target group needs. Quantitatively, 701
migrants and forcibly displaced persons participated in new or expanded integration measures, 38%
of service development processes were completed, 15% of services were created and made available
to the target group, participant satisfaction and knowledge gain reached 80%, and 74% of trained
professionals reported that they had acquired the competences needed to work effectively in
multicultural contexts. The activities also strengthened cooperation between ministries, implementing
agencies and the Swiss partner, creating a strong basis for scaling up implementation in 2026–2028.
The SM “Biodiversity Programme” also provides clear quantitative evidence of progress under the
objective of protecting the environment and the climate. In 2025, the programme achieved initial
5
progress in improving the efficiency and reliability of biodiversity monitoring, while the effectiveness
of management planning of protected areas, protected species and habitats reached 90% of the
planned target. New monitoring technologies and solutions were developed, tested or prepared for
implementation, including the Random Encounter Method, eDNA sampling, AI-based species
detection, drones, bat detectors and other field equipment, while the procurement of four mobile 3D
bird radars was completed. In addition, 97 protected areas were assessed, three protected area
management plans were approved, twelve draft plans were prepared, and the categories of nine
protected species groups covering 238 protected species were reviewed. The programme also
strengthened civic engagement through ten voluntary monitoring campaigns, with 846 volunteers
benefiting from training or web-based instructions. These results demonstrate that the support
measure contributes both to evidence-based nature conservation and to broader public participation
in biodiversity protection.
2.2 Status of implementation
Both support measures were still affected by preparatory activities in 2025. This was particularly the
case for the SM “Supporting Social Inclusion”, where the preparation and establishment of directives
for the implementation of programme components, as well as the preparation and approval of annual
budgets and activity plans, continued during the first half of 2025. Nevertheless, various activities were
implemented under both support measures, contributing to the achievement of the indicators.
Legal framework
In 2025, the preparation and establishment of agreements and directives for the implementation of
programme components, which had begun in 2024, continued. In 2024, only one agreement between
the Ministry of the Interior and the National Foundation of Civil Society for the implementation of
Component 4 “Strengthening Civil Society through Social Innovation” under the SM “Supporting Social
Inclusion” was signed.
In the first half of 2025, the following directives for the implementation of programme components
were signed:
On 28 February 2025, a directive was signed establishing the conditions for the implementation
of activities under the programme components of the Support Measure “Biodiversity Programme”.
On 24 March 2025, a directive was signed establishing the conditions for the implementation of
activities under Programme Component 2 of the Ministry of Social Affairs, “Strengthening social
and child protection services”.
On 15 May 2025, a directive was signed establishing the conditions for the implementation of
activities under Programme Component 1 of the Ministry of Culture, “Cultural and linguistic
integration”.
On 3 July 2025, a directive was signed establishing the conditions for the implementation of
activities under Programme Component 3 of the Ministry of Education and Research, “Increasing
multicultural competence in the education sector”.
Annual Cooperation Programme Report, Communication Concept and Annual Meeting of the Swiss-
Estonian Cooperation Programme
The NCU submitted the second Annual Cooperation Programme Report and updated Communication
Concept to the SCO on 30 April 2025. The sSecond annual meeting took place in Tallinn on 18 June
2025.
The Annual Cooperation Programme Report for the previous year was discussed and approved during
the meeting.
Annual plan and budget
The NCU submitted the annual plan and budget for the Technical Support for 2026 to the SCO on 31
October 2025. Both documents were approved by the SCO on 08 December 2025.
The Annual Plan outlines the activities of the NCU, the Paying Authority and the Audit Authority, while
the annual budget includes the costs related to those activities.
Reimbursement Requests
6
In March 2025, the Paying Authority submitted the Reimbursement Request No. 2 for the
Technical Assistance Fund in the amount of CHF 13 583,51.
In September 2025, the Paying Authority submitted the first reimbursement requests for the
support measures.
SM “Supporting Social Inclusion”, in the amount of CHF 169 049,02.
SM “Biodiversity Programme”, in the amount of CHF 532 031,61.
Also, Reimbursement Request No. 3 for the Technical Assistance Fund in the amount of CHF
15 709,49 was submitted.
In March 2026 the Paying Authority submitted the following reimbursement requests.
SM “Supporting Social Inclusion”, in the amount of CHF 623 825,33.
SM “Biodiversity Programme”, in the amount of CHF 447 103,76.
Technical Assistance Fund, in the amount of CHF 17 287,48.
Meetings of the Steering Committees
In 2025, two meetings of the Steering Committee of the SM “Supporting Social Inclusion” were held,
on 17 February in Viljandi and on 11 November in Tartu.
The Steering Committee of the SM “Biodiversity Programme” also convened twice in 2025, from 14
to 16 April in Saaremaa and from 6 to 7 October in Ida-Virumaa.
Activities within the components of the Support Measures
2.2.1 Support Measure “Supporting Social Inclusion”
2.2.1.1 Programme component 1 “Cultural and linguistic integration”
Key achievements in Component 1 during 2025 included laying the groundwork for a
comprehensive digital transformation of integration services, initiating the development of a
sustainable and more inclusive volunteering system, piloting counselling services that support
independent language learning, expanding opportunities to engage with Estonia’s cultural
space, and launching a multilingual media literacy programme that builds critical thinking and
digital skills.
Across all five activities, the component focused on reducing barriers for people with diverse
linguistic and cultural backgrounds, thereby contributing directly to Estonia’s national integration
strategies and Estonia’s efforts to address EU‑identified priorities in digital inclusion, social cohesion,
and the strengthening of societal resilience. These efforts collectively established strong foundations
for integration pathways that will continue scaling in 2026 and beyond.
Activity 1 “Preparation of digital transformation in the field of integration”
During 2025, Activity 1 focused on laying the groundwork for a well-informed and needs-based
digital transformation in the field of integration. To achieve this, a public tender was announced,
and a service provider ASKEND OÜ was contracted in October 2025 to conduct an in-depth analysis
of existing digital platforms supporting integration. This analysis, which will continue until spring
2026, aims to identify areas for improvement, propose optimization scenarios, and explore
possibilities such as creating new systems or consolidating existing ones under a single access point.
In parallel, a “Digital Solutions for Integration” working group was established, bringing together
experts in migration and integration from across Estonia. The working group held two meetings in
2025 to gather diverse input for the potential development of digital tools. To ensure that proposed
solutions reflect actual user needs, the ideas generated were validated through online
questionnaires and focus group interviews conducted in English and Russian with the target audience.
Feedback from participants of the working group as well as the focus groups was highly positive,
particularly regarding the inclusive approach taken by the Integration Foundation.
Activity 2 “Inclusion of volunteers in the integration activities”
In 2025, a partner conducted a comparative research “Practices for engaging volunteers” on
volunteer engagement in Estonia and five European countries, and the results were discussed
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with key stakeholders. The findings are being used to develop a volunteer engagement model for
the Integration Foundation, including impact assessment, training, and support mechanisms.
At the same time, a partner was selected to develop a mandatory six‑hour online foundational
course for volunteers, to be hosted on the Digital State Academy, the central state e‑learning
platform in Estonia. The course consists of three modules focusing on an introduction to integration
and the role of the Integration Foundation, cultural sensitivity and communication, and the role of the
volunteer and self‑care. It is expected to be finalised in 2026.
At the end of 2025, a partner was involved to develop volunteer engagement model, which is
developed based on research, earlier analyses, discussions with managers and partners, volunteer
feedback, and the project manager’s experience. The model is expected to be completed in 2026.
Volunteers who had previously contributed to the Foundation’s activities were actively involved in the
development process. Their expectations and needs were gathered through meetings, visual
exercises, group work, and discussions. An autumn seminar-training was organised to strengthen
engagement and provide intercultural training focused on volunteers’ roles, adaptation experiences,
and reflection on their volunteer journey. 14 volunteers1 attended the training, of whom 8 people
gave feedback that they want to volunteer at Integration Foundation (Core indicator CIV_CI_3:
Number of trained volunteers).
Throughout the year volunteers, colleagues, and partners were actively involved in mapping needs
and expectations, reviewing good practices, and preparing online solutions.
Activity 3: "Development and implementation of a counselling and information system"
In 2025, the focus was on prototyping and testing independent language learning counselling
and peer counselling services to better understand their value from the customer perspective and
ensure their relevance and quality. Counselling sessions were recorded with consent to support
reflection and team-based quality development, and counsellors worked in regular groups to share
experiences and improve services. This collaborative approach strengthened team ownership and
service quality.
Counselling services were launched in September 2025 and delivered over four months, resulting
in 64 individual one-hour sessions and one group counselling session on independent language
learning, reaching 74 migrants and forcibly displaced persons2 and demonstrating strong initial
engagement with the services (OCIN 1.2 Core Indicator MIGR_CI_1). Although the initial target of 300
sessions was not reached, the year prioritized establishing a strong foundation through counsellor
onboarding, service familiarization, and the development of a flexible counselling framework. This
framework was continuously refined based on real user and counsellor feedback.
Professional development of counsellors was further supported through a coaching-focused
training session held in December 2025, attended by 17 counsellors3 (Core Indicator CC_CI_1
Counsellors receive regular training). Valuable lessons were learned regarding timing, and future
training sessions will be scheduled earlier in the year to maximize participation and impact.
Services are currently available via a self-service portal, with sessions offered both onsite and
online via Zoom. As the services are still in an active prototyping phase, full public descriptions will be
published in 2026.
1 People who participated in the trainings, as well as those interested in volunteering at the Integration
Foundation, were born in Estonia and are native Estonian speakers. Eight participants gave positive feedback
and expressed willingness to continue. Five respondents were female and three were male. In future activities,
greater focus will be placed on volunteers with a migrant or refugee background.
2 Of all 74 individuals who received counselling, 62 were female and 31 were male; 36 were newcomers, 11
were refugees from Ukraine, and 43 were people whose mother tongue is not Estonian and whose country of
origin is not Estonia. The mother languages spoken by individuals who received counselling included Rus-sian,
Ukrainian, English, Turkish, Punjabi, and other languages; and the countries of origin included Russia, Ukraine,
India, Turkey, Belarus, and others.
3 All participants were female.
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The first phase of service development focused on understanding user needs in close cooperation
with partners and the target group. Although the user research was not fully completed in 2025,
important groundwork was laid. The comparison of service offers was finalized in October 2025, after
which the partner Brand Manual OÜ began conducting the research. The remaining research activities
will be completed in 2026, providing valuable insights for the next stages of service development.
Looking ahead, the team is actively exploring opportunities to reach more people through expanded
group counselling formats.
Activity 4: “Activities Introducing the Estonian Cultural Space”
In 2025, the goal was to increase cultural awareness among non-native speakers and promote social
cohesion by introducing the Estonian cultural environment.
During the reporting period, the film programme4 was prepared and successfully implemented in
Ida-Viru County from August to December 2025. Watching films and discussing them provided a
simple and engaging way to experience the language. This helped locals overcome the language
barrier and learn more about Estonian culture and customs.
A public procurement was prepared and conducted to provide activities introducing the Estonian
cultural space. The first procurement, launched in July, failed because no bids were submitted, but a
second procurement, launched in the autumn, was successful and resulted in the selection of two
contractual partners. The procurement covers the provision of cultural programmes - a systematic
series of activities designed to support both the discovery of the Estonian cultural space and the
strengthening of ties with it, while also offering opportunities for Estonian language practice. The
activities were launched in December 2025 and will continue throughout 2026.
In addition, collaborative activities with cultural institutions were also made available to the target
group. In the fourth quarter of 2025, two seminars on cultural sensitivity were held for cultural
institutions, including museums, libraries, and community centres. The aim was to raise awareness of
organisations providing services to people from different linguistic and cultural backgrounds about
adaptation, integration and cultural diversity. Feedback from the target group was positive, and in
2026 there are plans to continue mapping the needs of the target group and providing collaborative
activities and training.
A public procurement for structured cultural programmes combining cultural activities with
opportunities for informal Estonian language practice was launched in December 2025.
All planned activities were launched, although later than scheduled due to the unsuccessful
procurement. As a result, the number of target group participations in 2025 remained below the
planned target of 800. This shortfall is expected to be compensated for in 2026 as activities scale up.
Activity 5: Provision of media literacy training
By the end of 2025, the media literacy programme had moved from preparation to active
implementation and produced a solid foundation for long-term services that support the digital and
media skills of people from different linguistic and cultural backgrounds. The planned learning
materials were completed, including the media literacy trainer’s guide, “How to Navigate an
Information-Rich Environment“ and the handbook “Digital Skills Guidebook” in Estonian and
Russian. In addition, an online educational game on conspiracy theories was developed in both
languages. A multilingual website, MeediaRadar, was created and will provide structured access to
all programme materials from early 2026.
A network of 40 media experts and journalists was established to support programme delivery. With
their involvement, several events were organised for the target group, using different methods such
4 Overall participation number was 905.
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as media walks, workshops and public discussions. Altogether, these activities reached 143
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participants from diverse cultural and linguistic backgrounds.
Activities for libraries and community centres strengthened the capacity of local trainers to work
with multilingual audiences. Regional seminars were held, helping practitioners better understand the
needs of the target group, test new event formats and build stronger partnerships. Interviews and
focus groups confirmed the need for culturally sensitive and practical learning formats, as well as
additional psychological and communication skills. In response, preparatory work began for a
psychology and adult-learning training course for library staff.
2.2.1.2 Programme component 2 "Strengthening the social-and child protection services"
In 2025, the component was launched in full and focused on building the foundation for a
complementary education and training system for child protection and social sector workers. Key
preparatory steps included establishing cooperation between the Ministry of Social Affairs, Social
Insurance Board, and Estonian Social Work Association, approving the ministerial decree outlining
the conditions and procedures for implementing the programme component activities, and conducting
study visits to Switzerland, Ireland, and Finland.
Overall, the year was dedicated to mapping national and international practices and aligning social
service quality requirements with professional roles, qualifications, and education needs.
Activity 1: curricula and professional qualification modification
A social sector competence profile framework was developed under the coordination of Estonian
Social Work Association, in cooperation with the Ministry of Social Affairs, the Ministry of Education
and Research, and the Estonian Qualifications Authority. This framework is a major milestone, as it
creates a unified basis for developing competence profiles and supports future curriculum
development.
Preparations were also made for updating professional qualification principles in the social sector.
Tender documentation was compiled so that profession-specific proposals for revising qualification
requirements can be developed in 2026, including for professions where such requirements have not
previously existed.
To involve educational institutions in updating the curricula, conditions for engaging higher education
institutions and vocational schools as project partners were prepared. This was supported by a
research-based analysis of curriculum development needs, a survey completed by nine
institutions, and a cooperation meeting with 11 educational institutions. Schools are expected to join
the activities in the first half of 2026.
In addition, Estonian Social Work Association piloted a digital professional qualification
examination for care workers at levels 3 and 4. 27 participants took part, achieving an average score
of 83 out of 96. Preparations also continued for designing a workforce inclusion programme for people
from different language and cultural backgrounds to enter the social sector.
Regarding the public awareness campaign on new opportunities and positive changes in social care
and child protection studies and work, initial preparations were made. However, it was decided not to
implement the campaign on the originally planned large scale. The further approach will be decided
in the first half of 2026, with preparation expected in the second half of 2026 and campaign activities
starting in 2027.
5 Under indicator OCIN 1.2 Core Indicator MIGR_CI_1 137 attendances were registered during the period
among migrants and forcibly displaced persons. Of these, 110 were women and 27 were men; 16 were inter-
national or temporary protection beneficiaries; 19 were Ukrainian refugees; and 56 had lived in Estonia for less
than five years.
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Activity 2: training and counselling system
In 2025, important steps were taken to strengthen the training and support system for social sector
specialists. Since the Social Insurance Board is the national provider of further training in the social
field, it carried out an internal mapping of its training activities, while a nationwide continuing education
study is planned for 2026–2027. The Social Insurance Board also developed and tested a
prototype feedback and evaluation system for trainings, using pre- and post-training
questionnaires and follow-up surveys six months later to assess both the acquisition of skills and
application of skills in the work environment.
At the same time, the Estonian Social Work Association and the Social Insurance Board developed
and launched five new training programmes: difficult conversations, introduction to adult education,
an adult educator basic knowledge e-course, ethics and self-care for care workers, and intercultural
communication with digital skills, including AI. Altogether, 197 participants took part, including 144
specialists working with adults and 53 working with children (Core indicator CC_CI_1
Professionals trained). Among those who responded to the feedback questionnaire, more than half
stated that they were willing to apply their newly acquired skills when working with clients from different
cultural backgrounds.
In addition, several activities supported the development of counselling and support systems for
social sector workers. Estonian Social Work Association began developing a “Tips Corner” section
on its website to provide practical tools and self-development resources, organised Master
Workshops to share best practices, supported the creation of a video-based financial literacy tool
for social workers in the minuraha.ee environment, and published two expert podcasts. Together,
these activities helped create practical support elements for professionals in the social sector.
2.2.1.3 Programme component 3 “Increasing multicultural competence in the education
sector”
Activity 1: In-service training for professionals of the education sector
In 2025, a solid and systematic foundation was created for the delivery of high-quality in-service
training for professionals in the education sector. Although the year’s results remained below the
originally planned volume, the activities carried out established the necessary basis for achieving the
relevant indicators in the coming years.
The in-service training courses delivered by Tallinn University began in September 2025, later
than expected. Because of this delay, not all planned activities could be completed within the year,
and part of the implementation was postponed to 2026. In total, three in-service training
programmes were completed during 2025. The delay was mainly caused by the longer-than-
anticipated approval process for the decree setting out the conditions and procedures for
implementing the programme component activities, which meant that training marketing partly
coincided with the holiday period. This negatively affected enrolment and led to the postponement of
several training start dates. As a result, indicator achievement in 2025 was only partial in quantitative
terms, though fulfilment in 2026 appears highly probable.
Despite the delayed start, the programme produced meaningful results. In the first half of 2025, 54
professionals in the education sector acquired knowledge and skills needed to work in multicultural
environments (Core indicator CC_CI_1 Professionals trained). A total of 64 participants registered,
and 54 completed the training, giving a completion rate of about 84%. Most participants were teachers
from early childhood and general education, since most training activities were specifically
designed for teachers. One course with a broader target group also included a small number of school
leaders, support specialists, a youth sector representative, and a higher education lecturer.
Immediate participant feedback was very positive. Based on feedback from two trainings available at
the reporting stage, 94% of participants stated that they had acquired the necessary knowledge and
skills for working in multicultural environments and were ready to apply them in practice.
In parallel with the training activities, Tallinn University also prepared and carried out several
development activities, including preparing new study modules, mapping and developing training
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content, and planning academic staff training for 2026. The course “Multicultural and Multilingual
Learning Environment,” which is part of all degree programmes of the School of Educational
Sciences, is scheduled to be updated in 2026. These changes are based on feedback from the Swiss
partner following participation in the course in spring 2026. A preparatory study programme was
developed jointly with the University of Tartu and has entered implementation. In-service training
and micro-credential modules were aligned with programme objectives, particularly focusing on
multiculturalism and multilingualism.
The in-service training programmes directly support the transition to Estonian-language instruction,
addressing identified gaps in learning materials and methodological preparation in schools previously
operating in Russian-language instruction. As a result, the programme’s direct effect can be seen in
increased competence among education professionals, while its indirect effect is expected to
appear in better support for children and young people in multicultural learning environments.
At the same time, several challenges emerged in 2025. One of the most notable was the very low
participation of men, with only one male participant per training group. Another major challenge was
the delay in implementation, which reduced the size of training groups and lowered the overall number
of participants. These issues partly limited the achievement of the planned results during the reporting
year.
To address these shortcomings, several improvements are planned for 2026. Greater attention will
be given to increasing completion rates and reducing drop-out by offering participants additional
support, such as extra consultations and more flexible deadlines. More effort will also be made to
attract male participants through targeted communication and more gender-balanced outreach. In
addition, communication and dissemination activities will be launched earlier and implemented more
systematically in cooperation with educational institutions and local authorities. Another important
priority will be the assessment of long-term impact through follow-up evaluations carried out six
months after training completion.
Activity 2: Informing, consulting, and supporting parents, including those from diverse cultural
and linguistic backgrounds
Mapping of multiculturalism-related topics
In November 2025, a focus group interview was carried out to explore the experiences and
expectations of Estonian-speaking parents whose children study in multicultural classrooms. Based
on the findings, an analytical report, “Supporting Social Inclusion in a Multicultural Classroom”,
was prepared.
The report shows that parents generally view multicultural classrooms positively, recognising their role
in broadening children’s perspectives and fostering tolerance and cooperation. At the same time, it
identifies several challenges, including language adaptation difficulties for newly arrived children,
insufficient information for parents, and limited interaction between families from different linguistic
and cultural backgrounds.
Overall, the report concludes that a successful multicultural learning environment depends on
openness, cooperation, and trust-based communication among all stakeholders. Its findings can also
support the planning of future parent conferences by highlighting the areas in which parents need
more knowledge and support.
Development of multicultural awareness-raising activity programs
During the reporting period, four training programmes were delivered, comprising 12 seminars in
total. Each programme included three face-to-face sessions for parents and focused on strengthening
parenting competences, supporting children’s development, and improving cooperation between
schools and families in multicultural and multilingual environments.
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A total of 106 parents6 took part in the trainings. Most participants were women, which is common in
parental education programmes. The trainings were intentionally organised in small groups in order
to encourage active participation, experience-sharing, individual feedback, and practical guidance in
a safe and supportive environment.
In addition to face-to-face trainings 8 video lectures were developed to provide parents with flexible
and accessible support in guiding their child’s development in a multilingual and multicultural
environment. This format was designed to reach parents who are unable or unwilling to attend in-
person trainings and to help them apply new knowledge in everyday life.
The video lectures address important topics ranging from children’s emotional well-being to the role
of parents in supporting children through changes, such as adapting to a new environment or coping
with traumatic experiences. One new video is published each month.
During the reporting period, three video lectures were published:
1. October 2025: “Trauma and Child Development – How to Be an Aware and Supportive Parent”
2. November 2025: “Parents’ Expectations and Reality: A Child’s Adjustment to a New Environment”
3. December 2025: “Children’s Mental Health and Emotional Well-being”
The viewing figures indicate that the video lectures are effectively reaching the target audience and
that digital-format materials can serve as an important complement to traditional in-person trainings.
In the next reporting period, the program's communication partner will take a more active role in
supporting the dissemination of the video lectures to ensure they reach the target audiences through
appropriate channels and engage an even larger number of parents.
2.2.1.4 Programme component 4 “Strengthening civil society through social innovation”
Activity: Building civil society competence, raising public awareness and disseminating
information on social innovation
In 2025, the implementation of the activity focused both on launching the first substantive actions and
on preparing the remaining interventions for delivery in 2026 and 2027. The overall implementation
was guided by an action plan for civil society competence-building activities, including target group
mapping, competence needs, planned activities, expected results, and links to the overall outputs and
outcomes of the component. The plan was developed through team capacity-building, stakeholder
meetings and dialogues, analysis of target group needs, and consideration of the Estonian Social
Innovation Ecosystem mapping prepared by Tallinn University in 2023. The action plan is updated
regularly in line with the implementation timeline.
The activity under this component includes five interventions:
Advising on the development, renewal, scaling or continuation of innovative products and
services with social impact
This intervention includes the creation and delivery of incubation programmes and social
hackathons aimed at developing solutions to social inclusion challenges, particularly those related to
migrants and refugees.
By the end of the year, the procurement process for the service provider responsible for delivering the
two hackathons and two incubation programmes planned for 2026 and 2027 had reached its final
stage, and the contract was expected to be signed at the beginning of 2026.
Providing workshops and trainings to target groups to increase knowledge on social
innovation
This intervention includes workshops on international best practices, tailor-made training
programmes for consultants and advisers, an online course, and study visits within Europe.
6 The participant profile shows that the activities successfully reached the intended target group. 19 participants were new
immigrants who had lived in Estonia for less than five years, and three were Ukrainian war refugees. Most participants were
Russian-speaking, while a small number had Estonian, Ukrainian, or other mother tongues. Overall, the statistics indicate
that the training programmes contributed to improving families’ awareness, coping capacity, and inclusion in the Estonian
education system.
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Further activities under this intervention were prepared in 2025 but were not yet delivered. Two tailor-
made training programmes for consultants and advisers are planned for 2026 and 2027. The
procurement documents for these programmes have already been prepared on the basis of mapped
needs and target group competences, and the call for tender is scheduled for early 2026.
Similarly, two workshops on best practices from the Nordic countries on the inclusion of new
immigrants through social innovation and social entrepreneurship were originally foreseen, but the
2025 workshop was rescheduled to 2026 in order to ensure stronger participation and greater impact
once more activities are operational. Preparatory work for these workshops already took place in 2025
through networking, information gathering, and cooperation discussions.
Disseminating information to raise public awareness on social innovation
Several activities were carried out in 2025 to raise awareness of social innovation among wider
audiences.
To promote awareness of social innovation a podcast concept was developed, and two podcast
episodes were released under the name “Mõjulood” (Stories of Impact), which was chosen through
a public naming competition.
Preparatory work was also carried out for the planned broadcast series. The procurement documents
were prepared in 2025, while filming, recording, and production are scheduled for 2026
In addition, 13 newsletters were published between 28 February and 17 December 2025, with a high
average opening rate of 58.82%. The newsletters shared information on research opportunities,
webinars, trainings, inspirational stories, podcasts, videos, thematic materials, programme activities,
and partner initiatives. Satisfaction with these materials was strong: 80% of newsletter subscribers
who viewed or listened to the materials reported being satisfied.
Supporting the emergence and development of social innovation networks to promote
cooperation between target groups
The main activity implemented in 2025 under this intervention was the first study visit in South
Estonia on 28–29 October 2025. It brought together 22 participants and 2 organisers from the
Estonian public and private sectors to learn about social innovation methods, explore Estonian social
initiatives, and exchange practical experience.
The participant feedback was very positive. After the event, 15 participants submitted feedback, and
all respondents stated that they had gained new knowledge on how to implement social innovation
methods. Participants highlighted that they received valuable information on social innovation,
relevant materials, existing initiatives, and professionals working in the field whom they could contact
in the future. Feedback also indicated that the study visit was inspiring, practically useful, and
beneficial for learning from other communities and organisations.
Network-building was an important outcome of the first study visit. The event helped participants
create and strengthen connections within the field of social innovation. Interest in the activity was
almost three times higher than the number of available places, showing strong demand. Participants
were highly motivated to remain in contact after the event, and therefore a private Facebook group
was created for participants of this and future study visits to support continued networking and
collaboration.
All feedback and experience gathered from it are being used as input for the preparation of similar
study visits in 2026.
3 additional study visits in Estonia are going to be organised in 2026 and 2027. Preparation for the
second one started at the beginning 2026, considering the experiences and the participants’ feedback
from the first study visit. 2 study visits to countries within Europe are going to be delivered in 2026
and 2027. First preparations were made in 2025, including learning about different countries’ practices
by attending international online and physical events, conversing about possible visits and reaching
out to specialists for more information.
Collecting, systematising, and disseminating social innovation know-how and best
practices
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In 2025, progress was made in preparing both of the key outputs under this intervention. The
preparation of a handbook on social innovation advanced to the stage where the initial analysis of
existing materials was completed and an action plan for compiling and disseminating the handbook
was prepared. Before drafting the final handbook, an external expert will be involved to assess the
concept and suggest improvements where necessary. The handbook is expected to be published by
the end of 2026.
At the same time, work progressed on the systematised collection of social innovation examples
in Estonia. A prototype solution for the best practices database was prepared and is currently in the
testing phase. Additional examples are being added in line with the concept, and the structure of the
database is being developed further so that input from different sectors can be incorporated. After
further testing and expert feedback, the collection will be released. Best practices will continue to be
gathered on a regular basis.
2.2.2 Support Measure “Biodiversity Programme”
2.2.2.1 Programme component 1 “Development of innovative monitoring
technologies/solutions and improvement of Environmental databases and systems”
Development and implementation of the new methods, technology and approaches
Acquisition of four mobile 3D bird radars
The Terms of Reference (technical specifications) and other documents for the international
procurement of the radars were prepared during the first quarter of 2025. The international
procurement was conducted from 19 May to 26 June 2025. Only one offer, submitted by Swiss
Birdradar Solution AG in the amount of EUR 675,400.00, was received. The contract was signed
on 15 September 2025, and the delivery deadline for all four mobile 3D bird radars is 15 June 2026.
Acquisition and testing of new technologies for wildlife biodiversity monitoring
The first procurement was prepared by the end of 2024. In 2025, new technological equipment for
wildlife biodiversity monitoring was procured and received for testing. The equipment is being tested
in various national and voluntary monitoring activities, including bird, bat, seal, insect and other wildlife
monitoring, with the aim of assessing its suitability for wider use in biodiversity monitoring methods.
The equipment tested in 2025 proved suitable for use in several biodiversity monitoring projects.
Based on these positive results, a new procurement was prepared and launched at the end of the
year to acquire additional equipment and support its wider integration into national and voluntary
monitoring methods. Fully automated insect monitoring devices will be tested further before any
additional units are procured, as their data management and adaptation for use in Estonia require
more time.
Wider deployment of Random Encounter Methodology (REM) and training of Artificial
Intelligence (AI)
The Random Encounter Method was under practical testing in 2025, and software development to
incorporate AI was also in the testing phase.
REM testing during the spring period (May–June) of 2025 was conducted in 41 monitoring
areas. In each area, 25–26 trail cameras were installed for at least 35 days. From all photo series,
all positive image cases (including the start and end time of each series), the species present, and
the number of animals in each series were recorded.
From the spring 2024 photos, 9,289 cases of different animals were detected: 7,533 mammals,
1,464 birds, 110 insects, and 9 reptiles (lizards).
From the spring 2025 photos, 11,218 cases were detected: 9,967 mammals, 1,200 birds, and 62
insects. The most frequently detected species were roe deer, wild boar, and badger.
In addition, fieldwork using 19 trail cameras was carried out in spring on Muhu Island.
Software development for using AI in species detection from trail camera photos is still in the
testing phase.
Environmental DNA (eDNA) testing
Testing of eDNA use in biodiversity monitoring methods has been divided into two parts.
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First testing phase (aquatic environment):
The first phase began in the second half of 2024 and it includes testing eDNA usability and method
cost-effectiveness in aquatic environment (rivers) with focus on species identification (crayfish,
mussels, dragonflies, diving beetles) and the detection of species distribution (Habitats Directive fish
species).
For this purpose, a separate procurement was successfully prepared, and the Estonian University of
Life Sciences was contracted. In total, 193 eDNA samples were collected from 14 rivers and one
lake (96 sampling sites) in June, with repeated sampling conducted in August. Preliminary results
indicate that the eDNA analysis has been very successful. However, as the final report is still under
revision, the results will be presented in the next annual report.
Second testing phase (terrestrial environment):
The second phase will focus on testing the usability and cost-effectiveness of eDNA methods in
terrestrial environments. The emphasis will be on bar-coding applications, such as analysing animal
dispersal within the same species (e.g. flying squirrel), and comparing current capture-and-release
methods with eDNA usage, which do not disturb the animals. This phase is planned for
implementation in 2026.
Promoting citizen science and creating a network of volunteers
The year 2025 was the first full year with a complete set of voluntary monitoring campaigns. In total,
ten campaigns were carried out.
Main activities:
Moose – Animal of the Year 2025
A year-round social-media-based campaign was conducted in cooperation with the Estonian
Theriological Society and other third sector associations. More than 500 observations were
collected.
Bats – two separate campaigns:
o wintering campaign in social media group (1 February–5 March 2025): a total of 104
observations, recording 175 bats.
o simple mobile-based sound recorders usage in summer count (17 June–10 July 2025):
31 transects were completed in Tallinn and 12 transects across the rest of Estonia.
Geese monitoring at migration roosts (1 March–31 May 2025).
Amphibian monitoring (campaign from 28 March to 30 June 2025):
A total of 594 observations were made by 332 volunteers.
Reptile monitoring (campaign in 1 January–31 December 2025).
Globeflower (Trollius europaeus) monitoring (campaign in 1 May–31 October 2025):
More than 500 observations were collected.
Diving beetles monitoring (15 April–30 September 2025):
Carried out using a simple “catch–photo–release” method.
Observations were made in more than 120 waterbodies.
Two Habitats Directive species were detected in 12 waterbodies.
The planned voluntary monitoring networks to be tested and launched with campaigns in 2026 are
as follows:
Hedgehog – animal of the Year 2026, in cooperation with the Estonian Theriological Society and
other third sector associations.
Bats – two campaigns: wintering campaign in a social media group and simple mobile based
sound recorders usage in summer count.
Geese – monitoring at migration roosts.
Crows and magpies, slow worm; amphibians; diving beetles; pollinators; moths; swifts and
swallows; cranes.
The results of these campaigns will be presented publicly during the volunteer gathering in
December 2026.
Development of IT systems
In 2025, work on developing the IT systems (including establishing interfaces between KESE and
EELIS; establishing an interface between EELIS and eBiodiversity (PlutoF); developing the
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management plans assessment tool; and developing the fieldwork tool) focused mainly on preparatory
decisions and the signing of cooperation agreements.
Key steps completed in 2025:
Framework contract
In September 2024, the IT Centre of the Ministry of the Environment signed a framework contract with
the IT developer Inversion Software OÜ, which won the framework procurement for implementing the
IT developments for the next four years (2025–2028).
Cooperation agreement
In June 2025, the Estonian Environment Agency and the IT Centre of the Ministry of the Environment
signed a cooperation contract establishing the framework for all four developments listed above.
Testing of EELIS2
EELIS2 (the new version of the IT system) has been tested by the Chief Specialist (IT system
specialist) at the Environmental Agency, who is responsible for providing input to the IT developments
and conducting testing activities.
The specialist participated in weekly development meetings for EELIS2 and in meetings related to
EELIS1 (the old system), as well as in various workshops providing feedback to the developer on
topics such as massive data import, data handling, protected areas and objects, data forms, object
migration, and more.
Data transfer and interface preparation:
A data manager at the Environmental Agency manually transferred data from KESE to EELIS, while
simultaneously testing details relevant to the future interface development.
The data manager also carried out testing of Tableau analytics and open data functionalities.
All four developments/interfaces will be implemented during the upcoming periods of the programme.
2.2.2.2 Programme component 2 “Implementation of a systematic assessment of the social
and conservation outcomes of protected areas”
Activity 1. Conservation Management Effectiveness Assessment
The year 2024 served as the preparatory phase for the management effectiveness assessment, and
the actual assessment work began in 2025.
Four assessors were hired on 1 January 2025. During 2025, a total of 97 protected areas were
assessed using an adapted methodology.
A detailed manual for assessors was prepared to support consistent interpretation and application
of the assessment framework. The assessment questionnaire was further developed to enable
responsive data entry and to enable the automated generation of reports with normalised scores. All
assessment reports were uploaded to the public document management system.
In addition, supporting data tools and analytical workflows were developed to identify indicator
species, interpret results through a traffic-light system, and carry out data analysis. These
improvements enhanced the consistency, comparability, and practical usability of assessment results
across different types of protected areas.
Furthermore, on 16 September 2025, an online seminar was organised on the conservation
management assessment for the conservation management planning department.
Activity 2. Conservation Management Planning
The guidelines for protected area management plans were finalised and are now ready for use.
They include all compulsory (legally required) chapters, and several sections were refined based on
the testing process. During the testing phase, specialists prepared protected area management plans
and provided feedback for improving or amending the guidelines. This feedback was incorporated,
resulting in further refinement of the guidelines.
In addition, the guidelines were expanded with technical solutions, including:
visitor management online maps,
the Environmental Portal webpage, and
full translations of the lists of pressures, threats, and conservation measures.
Under the new guidelines, 3 management plans (Anne loodusala, Kaasiku loodusala, Andresaare
loodusala) were approved and twelve draft plans have been prepared and are awaiting approval.
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Visitor management infrastructure is planned using a web tool (virtual office) that was developed in
cooperation with the Land and Spatial Development Board.
In 2025, management plans were linked to the following web pages:
Data sheet about protected areas
The data sheet about protected areas was completed in 2025. It is built using the Tableau data
analytics tool, and the information is displayed on the Environmental Portal (Keskkonnaportaal). All
data originate from the Estonian Nature Information System (EELIS).
The page has been publicly available since November 2025.
As this web page consolidates all essential information related to protected areas in one place, there
is no longer a need to provide detailed descriptions or create separate maps when presenting the
area and its values in management plans.
Web map for inventories
In cooperation with the Land and Spatial Development Board, a web map for inventories
was developed and made publicly accessible.
The map provides:
an overview of all inventories carried out in Estonia,
information for landowners on which inventories are conducted on their land, and
access for other institutions (e.g., the Environmental Agency, Forest Management Centre), who
can also upload inventory data directly to the site.
Action Plans for Habitats
Lakes and springs
The draft version of the action plan for lakes and springs is under revision at the Environmental Board
and the Estonian University of Life Sciences. It will be presented to stakeholders in 2026.
The new guidelines for inventories of lakes were completed, along with additional materials such as
guidelines for mapping plants and a methodology for estimating representativeness
Inventories were carried out for and completed on 64 small lakes and 62 coastal lagoons.
Forest habitats
An action plan outlining and planning administrative measures for the protection of forest habitats is
under revision and will be introduced to stakeholders once the review is completed.
Bogs, mires and fens
The updated action plan for bogs, mires, and fens is under revision and will be presented to
stakeholders after the review process.
Rivers and streams
An action plan for rivers and streams is under preparation. A new expert was hired at the beginning
of February 2026 to lead this work.
Inventories of rivers and streams are ongoing and are being carried out in accordance with the newly
developed guidelines.
By the end of 2025, all 14 assignments commissioned in 2024 were completed. These included nine
inventory-related assignments and seven expert opinions or expert assessments, with some
assignments combining both inventory work and expert analysis.
In 2025, a total of 64 assignments were ordered. These included 59 inventory-related assignments
and 6 expert opinions, with one assignment combining both inventory work and an expert opinion. 20
inventory-related assignments were completed in 2025.
Under this activity, two seminars were organised. On 30 January 2025, an online seminar was held
via MS Teams to introduce the new guidelines for lake habitat inventories. The seminar was organised
by the Environmental Board in cooperation with experts from the Estonian University of Life Sciences
and was attended by 185 participants.
On 12 June 2025, the seminar “Water Crossroads in Nature” took place at the University of Tartu.
It was jointly organised by the Institute of Ecology and Earth Sciences of the University of Tartu, the
Environmental Board, and the Estonian Nature Fund, and brought together 117 participants (CC_CI_1
Number of people benefiting from training). The presentations were recorded and are uploaded HERE
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Activity 3. Species Protection
Updating the Guidelines for Species Action Plans
The guidelines of species’ action plans were updated, and a separate guideline was developed for
the short-format species action plan. The same principles as those applied in the management plan
guidelines were followed, including the introduction of a new system for assessing pressures, threats,
and protection measures. New topics were also incorporated, such as the conditions for archiving or
deleting species habitats. In addition, data from previous action plans and draft versions were
gathered. In cooperation with the Ministry of Climate, discussions were held to identify the species for
which action plans are required and to streamline the preparation process. As a result, species were
categorised, and it was agreed that certain groups may be covered by joint action plans, while others
may be addressed through short-format plans. The preparation of these plans is ongoing.
The project team updated two species action plans - Hammarbya paludosa and Cerastium alpinum.
These plans have been approved by the Environmental Board and published on its website for public
access. Additional action plans have been updated and submitted for public consultation; constructive
feedback from this process will be incorporated before the plans are forwarded for approval. The
project team is working on updating 7 more action plans. In total, 10 action plans are being updated
by project staff.
Procurement procedures were completed, and contracts were signed for the preparation of an
additional ten action plans. All contracted plans are either group plans or plans that cover at least
two species. Several plans have been commissioned together with field inventories to ensure that up-
to-date data are used in the planning of conservation measures and actions within species
conservation action plans.
2 inventories and 2 expert opinions were ordered in 2024 and completed in 2024 or 2025.
In 2025, a total of 14 assignments were ordered to support species protection and the preparation
or updating of species action plans. These included nine inventory-related assignments and two
expert opinions, while the remaining assignments concerned the preparation of action plans. By
the end of the reporting period, two inventory-related assignments and one expert opinion were
completed.
Changing the Categories of Protected Species
Data on all protected species has been collected and analysed. The principles for assessing species
categories were developed and discussed with the Ministry of Climate.
On 22 January 2025, the project team organised for experts a kick-off seminar entitled “Changing
the Categories of Protected Species” at the University of Tartu. A total of 119 participants
attended the event in Tartu, and more than 140 people followed the seminar online. (CC_CI_1
Number of people benefiting from training) Presentations were delivered by representatives of the
Environmental Board, the Ministry of Climate, and the University of Tartu. A Latvian expert was
invited to present Latvia’s approach to updating its lists of protected species. The seminar also
provided an overview of the project team’s work in 2024, including data collection, principles of
assessing the categories, and updates to the guidelines for management plans, habitat and species’
action plans. The seminar programme, presentations, videos, and photos were made available on the
website of the Environmental Board.
In 2025 (March, April and June), 8 expert group meetings were held. During these meetings, the
categories of nine species groups—mammals, fish, amphibians, reptiles, molluscs, insects, lichens,
mosses and fungi—were reviewed, covering a total of 238 protected species. A total of 39 experts
participated in these discussions.
In addition, three follow-up meetings with the Ministry of Climate took place in August and September.
Based on all discussions, the proposal to change the categories of the species’ groups has been
compiled.
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2.2.3 Swiss partners
SM “Supporting Social Inclusion”
The partnership with Bern University of Applied Sciences aims to enhance cooperation and
bilateral relations between partners through workshops, study trips, and other joint activities.
Kick-off meetings for joint planning and development took place in all components in 2024. Specific
activities were planned and tailored to each component. In almost all components, it was decided to
start with online workshops. This format enabled broad participation at lower cost and facilitated initial
exchange, providing a solid basis for more targeted study visits or expert exchanges in the following
years.
The activities were designed to promote open communication and exchange rather than one-way
delivery, allowing participants to learn from one another. It is also worth noting that the partnership
already extends beyond the SSIP, as the partners exchange information on publications and events
outside the scope of the programme.
The activities carried out in the components in 2025 varied in intensity due to the different stages of
implementation of the SSIP programme.
Within the first component, several online workshops took place, alongside the participation of a
Swiss expert in the RARA conference in Estonia. At the conference, the expert delivered a
presentation on digital content moderation, highlighting the mental health challenges, low wages, and
high pressure faced by online content moderators. The session raised important questions about
responsibility for moderators’ well-being and the role of media literacy in protecting both users and
moderators. The Swiss expert also took part in a panel discussion on disinformation and political
manipulation, joining other experts to explore how such strategies undermine trust and create
divisions in society.
In the second component, activities focused on the study trip to Switzerland, which provided a
very enriching exchange for everyone. The study trip included the organization of practical training in
both formal and complementary education, as well as labour programmes and best practices for
integrating individuals from different linguistic and cultural backgrounds into the care sector. The
participants exchanged best practices of different state agencies, educational institutions, and social
sector professional organisations.
In the third component, online workshops were also held on various topics. The workshops
provided a comprehensive understanding of how multiculturalism and diversity are addressed across
different educational levels in Switzerland. Feedback from the workshops highlighted the need to
distinguish between the concepts of multiculturalism and multilingualism and to understand them
within different national and regional contexts. A public workshop on this topic is planned for 2026.
In the fourth component, a few workshops were held in line with the needs arising from the
implementation of the component’s activities. These workshops laid a solid foundation for a shared
understanding of social innovation, which will be further developed in 2026 through a study trip and
visits to relevant projects.
Altogether there were 13 thematic online workshops. They were structured to ensure a balanced
combination of input, reflection, and interactive exchange. Each session began with a presentation by
the Estonian team, providing insights into specific themes, current developments, and related
challenges. The core of the workshop consisted of a thematic input by Swiss experts, followed by
discussion and exchange among participants. At the end of each workshop, padlet was used to
summarise key lessons learned, address open questions, and generate ideas for further collaboration
and future exchange.
During the implemented activities, it became apparent how different the social and education systems
in Estonia and Switzerland are, making it necessary to clarify basic principles and terminology in order
to learn from one another. Getting to know each other personally through face-to-face meetings, such
as study visits, also facilitates exchange and mutual understanding.
The year 2025 concluded with workshops for planning the 2026 Action Plan.
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SM “Biodiversity Programme”
There are no Swiss partners involved in the implementation of the support measure “Biodiversity
Programme”, but, if necessary and feasible, contact is maintained with various Swiss companies to
procure the best possible equipment. Study visits to Switzerland are also organised to establish new
contacts and exchange experiences.
The Environmental Board organised a study trip to Switzerland from 22 to 26 September 2025.
The group of ten participants visited the Swiss National Park, Jurapark Aargau, the Canton of Zurich,
and the Swiss Federal Institute for Forest, Snow and Landscape Research. The project activities were
introduced during the visit. The Swiss National Park, Jurapark Aargau, and the Canton of Zurich
presented how conservation areas and protected species are managed in Switzerland, how visitor
management and nature education are organised, and what conservation activities are carried out.
The institute organised lectures to present its latest research projects.
Products and services supplied by Swiss contractors
Procurement for the acquisition of four mobile 3D bird radars
The terms of reference (technical specifications) and other necessary documents for the international
procurement of the radars were prepared during the first quarter of 2025 and coordinated within the
Estonian Environment Agency and with the State Shared Service Centre. The international
procurement procedure was carried out in June 2025. Only one offer was received and passed the
evaluation. This offer was submitted by Swiss Birdradar Solutions AG in the amount of EUR
675,400. The contract was signed on 15 September 2025. The delay was caused by the holiday
period and the need to conclude the contract on paper; however, this does not affect the
implementation of the project. The delivery deadline for all four mobile 3D bird radars is 15 June 2026.
2.3 Work plan and financial planning
Financial planning
By the end of 2025, 19 projects were registered in SFOS. By the end of the year expenditure under
17 of these projects was submitted, verified and reimbursed. Only the expenditure of two projects
under Component 3 of the SM “Supporting Social Inclusion”, implemented by the Ministry of Education
and Research and the Education and Youth Board, was verified and approved in early 2026 and is
therefore not reflected in the reimbursement request submitted in March 2026.
At the end of 2025, expenditure accounted for 7.51% of the total programme budget and 7.51% of the
Swiss contribution, based on the reimbursement requests submitted in March 2026. The rate of
budget implementation has been relatively slow, mainly due to a longer-than-expected preparation
period. Although the support measures were launched in summer 2024, activities in 2024 were largely
preparatory. In the case of the SM “Supporting Social Inclusion”, the development and approval of the
legal framework also continued during the first half of 2025.
A tight implementation timeline had already been identified as a risk during the preparation of the SM
“Supporting Social Inclusion”, and it is highly likely that an extension of the support measures will be
required to ensure the full use of the planned funds, the implementation of the planned activities, and
the achievement of the planned indicators. In the case of the SM “Biodiversity Programme”, an
extension may also be needed to allow sufficient time for the IT developments planned under
Component 1. However, no clear indication has yet been received from the partner responsible for
the activity as to whether such an extension will be necessary. This matter will be analysed in greater
detail in the second half of 2026.
Information on financial planning is included in Annex 5.
Work plan
The timeline of neither support measure has been amended and, as the timeline is relatively general,
the implementation of the support measures is proceeding according to schedule.
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There can be minor shifts in the timing of the Steering Committee and Task Force meetings; however,
this does not constitute a significant change, as the meetings are arranged on an ongoing basis in
agreement with the meeting participants, taking into account whether the meeting will be held
electronically or in person, and whether it can be coordinated with the monitoring of component
activities.
Key activities in 2026
Meetings
On 15 January 2026 Task Force meeting/quarterly meeting of the SM “Biodiversity Programme”
on Teams.
On 03 June 2026 Task Force meeting/quarterly meeting of the SM “Biodiversity Programme” on
Teams.
On 03 February 2026 Task Force meeting of the SM “Supporting Social Inclusion” on Teams.
On 25 May 2026 hybrid Task Force meeting of the SM “Supporting Social Inclusion” on Teams.
On 5 March 2026, the Steering Committee meeting of the SM “Supporting Social Inclusion” in
Pärnu.
On 27 to 28 April the Steering Committee meeting of the SM “Biodiversity Programme” and a
monitoring visit in Tartumaa.
On 01 June 2026 the Annual Meeting of the Swiss-Estonian Cooperation Programme.
In September 2026, a meeting of the Baltic NCUs.
In September 2026 the Steering Committee meeting of the SM “Biodiversity Programme”
In October 2026 the Steering Committee meeting of the SM “Supporting Social Inclusion”.
Reports
31 March 2026 - the deadline for submitting the Annual Support Measure Reports, the
Reimbursement Requests and the Annual Audit Report to the SCO.
30 April 2026 - the deadline for submitting the Annual Cooperation Programme Report to the SCO.
30 September 2026 - the deadline for submitting the Reimbursement Requests to the SCO.
30 October 2026 – the deadline for submitting the annual plan and budget for the Technical
Support to the SCO.
31 December 2026 - the deadline for submitting the updated audit strategy to the SCO.
Information regarding the work plan is provided in Annex 4.
3. Cooperation Programme Management
3.1 Management and control systems
In 2025, there were no changes to the structure of the NCU, the Paying Authority, or the Audit
Authority. In 2025, one change took place in the staffing of the NCU. Following the departure of Ege
Ello at the end of 2024, Anu-Maaja Pallok took up the position of Head of the Cross-Border
Cooperation Programmes Management Division in May 2025.
3.2 Audits
The second Annual Audit Report of the Swiss-Estonian Cooperation Programme, covering the period
from 1 July 2024 to 30 June 2025, was prepared by the Financial Control Department of the Ministry
of Finance of Estonia, acting as the Audit Authority.
Based on the audit work performed, the Audit Authority issued an unqualified opinion. It concluded
that the accounts present complete, accurate and truthful information, that the expenditure declared
for reimbursement is legal and regular, and that the management and control system functions
properly. The overall level of assurance was assessed as high.
No findings were identified in relation to the audits of accounts or the audits of expenditure. The
total audit population amounted to EUR 956,320.07 and included expenditure under Technical
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Assistance, the SM “Biodiversity Programme”, and the SM “Supporting Social Inclusion”. No errors
were detected in the audited expenditure, the total and residual error rates were both 0%, and no
financial corrections were required.
The system audit identified two significant findings. First, the conditions of the Swiss–Estonian
Cooperation Programme were not fully reflected in the payment checklist. Second, certain provisions
in the Support Measure Agreement were found to be inconsistent with the Framework Agreement and
the Swiss Regulation. Nevertheless, these issues were not considered systemic in nature and were
not assessed as posing significant risks to the functioning of the management and control system as
a whole. One finding has already been closed, while the other remains under monitoring in accordance
with the agreed timetable.
The report further confirms that no fraud or suspicions of fraud were detected during the audit work,
no relevant subsequent events occurred after the submission of the accounts, and no additional
mitigating or corrective measures are currently considered necessary. Overall, the report provides a
positive assessment of the financial management, legality and regularity of expenditure, and the
functioning of the programme’s management and control systems during the reporting period.
3.3 Irregularities
In 2025, no complaints were received and no irregularities were detected.
3.4 Monitoring and evaluation
Once the agreements were signed or the directives for the implementation of the programme
components were established, the annual budgets and activity plans of the implementers were
approved, separate projects were opened in SFOS for each PO, PCO, implementer and for the
Technical Assistance. SFOS is an information system used for submitting grant applications,
processing project applications and monitoring implementation. By the end of 2025, a total of 19
projects under the Swiss-Estonian Cooperation Programme had been registered in SFOS.
A risk assessment was carried out for each project registered in SFOS. Based on this assessment,
the scope of expenditure verification and the need for on-the-spot controls were determined. Project
risks are generally assessed once a year; however, depending on the risk level of the project,
assessment may also be carried out less or more frequently.
The NCU may also carry out additional on-the-spot controls where the need for such checks does
not arise from the risk assessment. This may be the case, for example, where expenditure verification
gives rise to suspicion of non-compliance and such suspicion cannot be verified by desk-based
methods (i.e. on the basis of documents), or where the NCU receives information indicating that
significant problems have arisen in the implementation of project activities and these cannot be
verified without an on-the-spot check.
In accordance with the NCU’s working procedures, checks of events may also be carried out by the
programme expert. Such checks may include verifying whether the content of the event is consistent
with the activities of the programme component, whether it corresponds to the agenda, whether the
participants correspond to the target group, whether the communication requirements have been
fulfilled, and, where necessary, other relevant aspects.
In 2025 the programme expert checked two events. The first was the opening event of the social
innovation activities, organised by the National Foundation of Civil Society in Viljandi on 18 February
2025. The second was the Media Literacy Conference, organised by the National Library in Rakvere
on 23 October 2025. No shortcomings were identified in either check.
In 2025, the NCU did not carry out any other on-the-spot controls. No such need was identified in the
risk assessment of any project, nor were any issues detected during expenditure verification.
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Monitoring missions, as described in the Regulations for monitoring progress towards outputs and
outcomes according to agreed indicators, baselines, and targets, are not planned. Progress can be
monitored through Annual Support Measure Reports, Reimbursement Requests, and meetings of the
Support Measure Steering Committee and Task Force. In addition, the NCU meets approximately
once a month via Teams with the representatives of each component of the SM "Supporting Social
Inclusion“. The meetings are attended by the PO, PCO and implementers, and are used to discuss
the status of activities, problems, and other relevant topics. As the "Biodiversity Programme" includes
only two PCOs and a PO, separate meetings by component are not held; instead, a single meeting is
organised covering the entire support measure.
Where feasible, monitoring visits are organised alongside the Steering Committee and the Annual
Meetings in order to gain a better understanding of the activities planned within the framework of the
Support Measures. These visits provide an opportunity to examine more closely the activities of the
PCOs, implementers and partners.
In 2025, monitoring visits were carried out alongside the Steering Committee meetings of the SM
“Biodiversity Programme” in April in Saaremaa and in October in Ida-Virumaa.
Monitoring visits were also conducted alongside the Steering Committee meetings of the SM
“Supporting Social Inclusion”. In February, the monitoring visit to Viljandi provided an opportunity to
examine the activities of the National Foundation of Civil Society more closely, while the monitoring
visit to Tartu in October focused on the activities of the Ministry of Education and Research and the
Education and Youth Board. In June, following the Annual Meeting, the National Library presented
its activities and introduced its newly renovated building.
Evaluations of the support measures are planned to be carried out in 2028.
4. Communication activities
In 2025, communication and visibility activities were implemented across the cooperation programme,
at the support measure level and within individual programme components, to ensure consistent
visibility, promote the programme’s objectives and results, and raise awareness among stakeholders,
target groups, and the wider public.
When publishing information, the target audience is taken into account, and the communication
channel that best ensures reaching that audience is chosen. Information about events and activities
is shared through websites, press releases, social media channels (such as Facebook and LinkedIn),
and newsletters. In addition, activities are presented, where possible, at various events related to the
respective field.
At the programme level, visibility was strengthened through participation in major public events such
as Europe Day in Tallinn, the production of six public information videos, and the continued
publication of information on the websites of the NCU, Programme Operators, Programme
Component Operators, implementers and partners. Across both support measures, communication
activities included public events, campaigns, websites, newsletters, podcasts, social media outreach,
media articles, and targeted stakeholder communication, helping to raise awareness of the
programme, its objectives, and its results among target groups, experts, and the wider public.
Regular coordination meetings involving the NCU, POs, PCOs, implementers, and partners were
held on Teams throughout the year to review completed activities, plan upcoming communication,
address emerging questions, and exchange experience on how to present the programme most
effectively to the public.
In addition, the NCU maintained a central overview in SharePoint of communication activities carried
out across the programme, including published press releases, social media posts, organised and
planned events, as well as photos and videos from activities and events. All institutions and partners
responsible for implementing communication activities regularly uploaded information to SharePoint,
ensuring a comprehensive and up-to-date overview of both completed and planned activities.
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Key events and activities in 2025 at the level of the cooperation programme
Europe Day
On 9 May 2025, the Swiss–Estonian Cooperation Programme was presented at the Europe Day event
held at Freedom Square in Tallinn. The purpose of participating in the event was to introduce the
cooperation programme to the general public and raise awareness of the issues it addresses.
Representatives of the NCU, the Ministry of Culture, and the SCO took part in the event.
The cooperation programme stand attracted considerable attention and welcomed a steady flow of
visitors throughout the day. A quiz featuring questions about Switzerland, Estonia, and the cooperation
programme proved especially popular and could be completed both on paper and online. Visitors also
had the opportunity to take home fact sheets about the cooperation programme, as well as materials
provided by the programme component operators and partners, offering further information about their
activities.
The event also demonstrated strong public interest in Switzerland and highlighted Europe Day as a
valuable opportunity to present Switzerland more broadly, including its tourism opportunities, which
could be further utilised in the coming years. The number of on-site participants in Tallinn was
estimated at 10,000, and the event received wide media coverage across all major television and
radio channels.
Videos about the Swiss-Estonian Cooperation Programme
The NCU commissioned videos to inform the public about the Swiss–Estonian Cooperation
Programme and implemented activities. By the end of 2025, six videos were completed. One of
them is more general and provides an overview of the entire cooperation programme and both support
measures. The other five videos focus on specific activities, introducing training courses for parents,
the night cinema initiative in Ida-Viru County, eDNA sampling, and the monitoring of bats and diving
beetles.
The videos are publicly available on YouTube and on the NCU website. They will be promoted in
spring 2026 through paid YouTube posts.
Information on webpages
General information about the Swiss-Estonian Cooperation Programme is published on the separate
webpage of the website of the State Shared Service Centre, in Estonian https://rtk.ee/toetused-ja-
taotlemine/toetusfondid-ja-programmid/sveitsi-eesti-koostooprogramm and in English
https://rtk.ee/en/Swiss-Estonian-cooperation-programme
General information about the support measures is published on the webpages of the POs, while the
websites of the PCOs contain general information about the components. More detailed information
about component activities is available on the webpages of the implementers.
SM “Supporting Social Inclusion”
The Programme Operator, together with the National Coordination Unit, participated in the Europe
Day event held on 9 May 2025 at Vabaduse Väljak, where the Cooperation Programme was
introduced to the wider public.
The Ministry of Culture also took part in the Opinion Festival, held in Paide in August 2025, where it
organised the cultural diversity area. Among other topics, a discussion related to activities
implemented by the National Library under Component 1 was held, focusing on critical thinking,
media consumption, and trust in information among people with different linguistic and cultural
backgrounds. To support visibility, the Ministry of Culture published overview articles on its website
both before and after the event, complemented by social media posts.
Programme Component 1: Cultural and Linguistic Integration
Communication activities varied by activity.
Activity 1 - no major public communication actions were undertaken in 2025, as key outputs had not
yet been finalised. However, the Working Group on Digital Solutions for Integration also served as a
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visibility measure by raising awareness among experts about the role of digitalisation in the integration
field.
Activity 2 - the Integration Foundation used its social media channels to acknowledge volunteers on
Volunteer Day, share the results of the volunteer engagement survey, and encourage dialogue within
the volunteer community.
Activity 3 - preparations were made for the updated counselling information phone line, including new
visuals for social media and the website, as well as automated voice messages.
Activity 4 - information about the cultural activities was published on the Integration Foundation’s
website. Before the start of the Ida-Viru Night Cinema programme, information was shared on social
media channels, including Facebook, in Estonian, Russian, and English. The partners of activities
also supported dissemination through their own communication channels and newsletters.
Activity 5 - communication activities combined public events, social media outreach, and targeted
communication to reach multilingual target groups and professional partners. The project was
presented at major events in Tallinn and Narva, where interactive formats were used to introduce the
initiative, gather feedback, and share practical media and digital literacy advice. Participation in
national Museum Night and the organisation of “media-savvy city walks” further increased the project’s
visibility.
Communication with libraries and community centres was supported through direct contact, as well
as through the National Library’s social media channels and newsletters for sector experts. A closed
Facebook group and mailing list were established for trainers who completed the MeediaRadar course
and a Russian-language podcast episode on disinformation in the European Union was produced and
published on Spotify and Apple Podcasts.
In addition, a dedicated MeediaRadar https://meediaradar.ee/ website was developed in 2025 to
improve access to information and materials. The platform is expected to become fully operational in
Estonian, English, and Russian in 2026. In the second half of the year, media literacy topics also
received additional visibility through articles published in Estonian Public Broadcasting media
channels.
Programme Component 2: Strengthening Social and Child Protection Services
Public communication by the Ministry of Social Affairs remained limited in 2025, as the main focus
was on preparatory work and stakeholder engagement. Nevertheless, relevant stakeholders were
involved through discussions and consultations to support implementation. More visible
communication activities were carried out by the Estonian Social Work Association, which regularly
shared information about component activities through its website ESTA - Eesti Sotsiaaltöö
Assotsiatsioon and Facebook page, including posts about meetings, trainings, workshops, and study
visit. The Social Insurance Board also carried out communication activities to recruit participants to
trainings.
Programme Component 3: Increasing Multicultural Competence in the Education Sector
Activity 2 - communication activities in 2025 focused on preparing and launching the campaign “Let’s
Learn Together” (“Õpime koos”) aimed at parents. A communication agency was engaged to
support implementation, and a communication strategy and detailed action plan for the period from
October 2025 to January 2027 were developed to increase the visibility of the activity, raise awareness
among target groups, and support participation.
During the reporting period, the campaign’s visual concept was developed, and communication
materials were prepared for both digital and print dissemination, including use on the website, social
media platforms and in the e-school environment.
Work also continued on the development of the “Learning Together” website in cooperation with the
Education and Youth Board. The website was supplemented with a digital map for parents,
multilingual content, experience stories, articles, and podcasts to support children’s acquisition of the
Estonian language and the transition to Estonian-language education. Feedback from target groups
was collected to further improve the content. In addition, informative video clips for Estonian Public
Broadcasting media channels were prepared to support the campaign’s visibility and dissemination of
key messages. The website is expected to become publicly available in the first half of 2026.
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Programme Component 4: Strengthening Civil Society through Social Innovation
A wide range of channels were actively used to disseminate information on social innovation.
Communication activities aimed to raise awareness of social innovation, share thematic content, and
engage both professional audiences and the wider public.
Social innovation-related content was actively disseminated through Facebook, LinkedIn, Instagram,
newsletters, websites, articles, podcasts, and events. During 2025, numerous articles and newsletters
were published, and the website content was significantly expanded, including an English-language
section, a news area, frequently asked questions, project background information, and useful
materials.
A Wikipedia page on social innovation was also created.
To further promote awareness, a podcast concept was developed and two episodes of the podcast
Mõjulood (“Stories of Impact”) were released, accompanied by a series of short videos shared mainly
on Facebook and Instagram.
Communication also covered cooperation network development, international study visits, and the
sharing of Estonian good practices at both physical and virtual events.
SM “Biodiversity Programme”
Programme Component 1: Development of Innovative Monitoring Technologies/Solutions and
Improvement of Environmental Databases and Systems
In 2025, communication and outreach activities under Programme Component 1 focused primarily on
raising awareness of biodiversity monitoring and engaging volunteers in citizen science activities. A
series of public webinars, study tours, seminars were organised and presentations were delivered
throughout the year to introduce voluntary monitoring methods, share project progress, and present
planned activities under the “Biodiversity Programme”.
Particular emphasis was placed on voluntary observation campaigns for different species and
habitats, including wintering bats, amphibians, bats in summer feeding areas, geese, reptiles,
globeflowers, moose, and swan migration. These activities were supported by training events held in
different regions of Estonia, as well as by presentations delivered to professional audiences, including
the Estonian Naturalists’ Society, the Estonian Environment Agency, and biodiversity experts within
the administrative area of the Ministry of Climate.
Visibility activities were further supported through social media and web communication. Numerous
posts were published throughout the year to launch and promote voluntary observation campaigns,
invite participation, share monitoring methods, and present results. These communication activities
helped to increase public awareness of biodiversity monitoring and encouraged participants to enter
the observations into one of the two open online databases for citizen science in Estonia
In addition, project-related activities and newly acquired innovative monitoring devices were presented
at several seminars and professional events in the second half of the year.
Overall, communication activities in 2025 contributed to the visibility of Programme Component 1,
supported volunteer engagement, and strengthened awareness of innovative biodiversity monitoring
methods among both the general public and expert audiences.
Programme Component 2 “Implementation of a systematic assessment of the social and
conservation outcomes of protected areas”
In 2025, a broad range of meetings, workshops, seminars, and public discussions were organised,
and press releases and social media posts were published to support the implementation of the
programme component and raise awareness of its activities and objectives. A major focus during the
year was the updating of the categories of protected species. This process began with a kick-off
seminar “Changing the Categories of Protected Species” on 22 January 2025, which attracted
strong participation both on site and online. There were 119 participants (50 men and 69 women) in
Tartu and more than 140 online. It was followed by a series of expert commission meetings throughout
the year covering mammals, fish, amphibians and reptiles, molluscs, insects, mosses, lichens, and
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fungi. These activities supported evidence-based revision of species protection categories and
promoted cooperation among experts and institutions.
Further progress was made in the development and dissemination of conservation methodologies and
management approaches. An online seminar introducing the new guidelines for lake habitat
inventories was organised in January, and in June a joint seminar, “Water Crossroads in Nature”,
brought together stakeholders to discuss water-related issues in nature conservation. In September,
an online seminar on the assessment of conservation management was held for the conservation
management planning department. The component also supported practical conservation planning
through meetings with local authorities and the State Forest Management Centre, public discussions
on Natura 2000 forest habitat and species protection measures, and discussions on specific
management plans, including for Anne and Vinni-Pajusti Special Areas of Conservation. In addition,
regular meetings were held with the Eagle Club of Estonia to support the preparation of action plans
for eagles.
International cooperation and knowledge exchange formed an important part of implementation.
Representatives of the Environmental Board participated in the monitoring visits in Saaremaa and
Ida-Viru County, while a study trip to Switzerland in September enabled participants to gain insight
into conservation management practices in Zurich Canton, the Swiss National Park, and Jurapark
Aargau. Lessons learned from the visit were later shared within the Environmental Board through an
internal seminar. The component was also presented at meetings and workshops, including a
management planning workshop at the nature conservation conference in Saaremaa in October 2025.
Communication and outreach activities supported the visibility of the component throughout the year.
Information was disseminated through the project web page, press releases, articles, and social media
posts. Particular attention was given to communicating the process of updating the protected species
lists, promoting key seminars, and sharing project results, including the results of the conservation
management assessment carried out by the Environmental Board project team. Overall, the activities
implemented in 2025 created a strong basis for more systematic assessment and improved
management of protected areas, while strengthening expert cooperation, stakeholder engagement,
and public awareness.
The updated Communication Concept is provided in a separate document.
5. Risk management at the level of the Cooperation Programme
The State Shared Service Centre, which serves as the main managing, paying, and coordinating
authority for most funds implemented in Estonia, conducts an annual risk assessment covering the
majority of these funds and involving the main stakeholders. The assessment addresses both
management and control system risks as well as fraud risks. Based on its results, mitigation measures
are introduced, where possible, for significant risks to reduce the likelihood of their occurrence. For
risks assessed as critical or high, mitigation measures are planned and corresponding deadlines and
responsibilities are agreed. These measures are linked to institutional work plans and are therefore
integrated into day-to-day management. The NCU, together with those responsible for the mitigation
measures, monitors their implementation. Where mitigation activities have not been carried out as
planned, additional information is requested from the responsible parties and any necessary follow-
up actions are decided.
The risks related to the implementation of the cooperation programme were assessed as part of the
annual risk assessment, which also formed the basis for the risk analysis presented in the Annual
Support Measure Reports. Based on those reports, the current risk assessment indicates that the
overall risk level of both support measures can be classified as medium-low.
SM “Supporting Social Inclusion”
The risks related to the implementation of the support measure were reviewed as part of the annual
risk assessment mentioned above and also during the Task Force meeting held on 3 February 2026,
and the assessment presented in the previous annual report was updated accordingly. The
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reassessment indicated a lower likelihood that the activities would fail to meet the needs of the
target groups, as considerable work was carried out in 2024–2025 to identify existing studies and
assess current needs.
At the same time, the likelihood of risks related to target group engagement, the implementation
time-frame, and management staff capacity increased, reflecting external pressures, the
implementation delays, and staff changes in several organisations. The security risk was broadened
to include the wider global trend of increasing autocratisation, while procurement risk was reassessed
as having a greater potential impact on implementation timelines, although its likelihood was
considered somewhat lower based on experience so far. By contrast, the likelihood of operational
risks was reduced due to effective cooperation, communication, and coordination among the parties
involved.
Based on the risk assessment provided in the SM Annual Report, the overall risk level of the support
measure is medium-low. Nine out of twelve risks are assessed as either low or low-medium, while
the highest-rated risks relate to the implementation timeframe, management staff and
procurement. The report also notes that the support measure is complex, as it involves several
ministries and partners, but that this complexity is mitigated by close cooperation and good
communication.
No risks were assessed as “high”. The highest category used in the assessment is medium-high. No
programme components were rated as high risk.
The individual risks rated medium-high are the following:
1. Challenging time-frame of the support measure
This is one of the most significant risks identified in the assessment. It suggests that delays in
implementation could affect the timely delivery of activities and results. The planned mitigation
measures include consistent time management, strong commitment from the support measure project
team, and regular monitoring through the Task Force, Steering Committee, and regular meetings. The
report also refers to the possible extension of the support measure, if needed, in order to ensure timely
completion. In addition, there is an intention to ensure that project teams have sufficient resources.
2. Management staff risk (not enough personnel, staff changes, or overload with other tasks)
This risk reflects the possibility that implementation could be weakened by insufficient staffing
capacity, personnel turnover, or excessive workload. The mitigation approach is quite broad and
focuses on organisational resilience. Measures include honest communication with donors, quick
response to emerging needs, and optimal planning of staff resources. Institutions are expected to
have procedures to monitor workloads, introduce flexibility in resource allocation to prevent
overloading, and ensure the smooth transfer of tasks. The proper storage of documents is also
highlighted as a way to preserve institutional memory. In addition, cooperation days can be organised
to support knowledge sharing and team continuity.
3. Complexity of procurement process (donor involvement, donor approval process, procurement
irregularities, or failed procurements)
This risk is particularly important because procurement difficulties can directly delay implementation
and may also influence the timeframe risk. The mitigation measures are detailed and practical. They
include swift and good cooperation with the donor, rapid translation and submission of procurement
materials, and consultations with procurement experts of the State Shared Service Centre. The report
also foresees market research before launching procurement, informing potential bidders in advance,
proactive planning and timely preparation of procurement procedures, including careful scheduling to
avoid holiday periods. Further measures include strengthening information sharing with potential
bidders during the procurement process and broadening the pool of potential suppliers.
Taken together, these three medium-high risks indicate that the main vulnerabilities of the support
measure are not strategic or political in nature, but rather operational and implementation-related. The
assessment suggests that the support measure is generally under control, but that timely delivery
depends on adequate staffing, effective procurement planning, and strong coordination mechanisms.
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SM “Biodiversity Programme”
Based on the risk assessment presented in the SM Annual Report, the overall risk level of the Support
Measure was assessed as medium-low. Compared with the risk assessment in the previous annual
report, the risk levels of all identified risks remained unchanged. Six of the seven identified risks were
rated either low or low-medium. No risks were rated high, and only one risk was assessed as medium-
high. This indicates that, overall, the Support Measure is not considered to face any critical
implementation risks, although certain areas still require continued monitoring.
The only risk rated medium-high concerned the possibility that IT developments might take longer
than planned. To mitigate this risk, procurement documentation was prepared in advance in order to
save time and enable implementation to begin as soon as possible.
All other risks listed in the table were assessed as either low or low-medium, including institutional
reforms, changes in legislation, increases in the prices of services and equipment, a limited number
of service providers, low service quality, and possible difficulties in recruiting personnel.
No high-risk Programme Components with specific risks and mitigation measures were identified.
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Annex 1: Reporting according to Swiss core indicators at Cooperation Programme level
Objectives of the Core Indicators (CI code) Baseline Target Achieved this Cumulatively Cumulatively
Swiss period achieved achieved as % of
Contribution target
Managing migration OCIN 1.2 Core Indicator 0 20000 701 participations 7 701 3,5%
and supporting MIGR_CI_1: Number of
integration. migrants and forcibly
Increasing public displaced persons
safety and security participating in new or
SM “Supporting expanded measures for social
Social Inclusion” and economic integration
(disaggregated by gender and
background (Estonian,
migrant))
Cross-cutting OPI 1.8 / Core Indicator 0 30 trained 178 17 57%
SM “Supporting CC_CI_1 Counsellors receive counsellors
Social Inclusion” regular training
Cross-cutting OPI 2.12 / Core Indicator 0 5 500 2519 251 4,56%
SM “Supporting CC_CI_1 Professionals
Social Inclusion” trained
Promoting civic OPI 3.8: / Core indicator 0 3000 14 14 0,47%
engagement and CIV_CI_3: Number of trained
transparency volunteers
SM “Supporting
Social Inclusion”
7 Component 1: Activity 2 – 0 participations; Activity 3 – 74 participations; Activity 4 – 490 participations; Activity 5 – 137 participations.
444 female, 170 male, 87 undefined;
155 newly (< 5 years) arrived migrants;
43 refugees from Ukraine;
The mother languages spoken by individuals included Russian, Ukrainian, English, Turkish, Punjabi, and other languages;
The countries of origin included Russia, Ukraine, India, Turkey, Belarus, Sweden, Finland, Latvia, Norway, Georgia, Lithuania, Kazakhstan, Mordovia, and others.
8 Component 1 Activity 3
9 The achievement is presented as the total of all Components contributing to this indicator. The breakdown by Components is as follows: Component 2 – 197 social sector
professionals (144 work with adults, 53 work with children), Component 3 – 54 professionals in the education sector.
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Promoting civic OPI 3.9: / Core indicator 0 100 0 0 0
engagement and CIV_CI_3: Number of trained
transparency volunteer leaders
SM “Supporting
Social Inclusion”
Cross-cutting CC_CI_1 Number of people 0 350 236 people have 236 people have 67%
SM ”Biodiversity benefiting from training to benefitted from benefitted from
Programme” improve institutional and trainings (89 men and trainings (89 men and
professional capacity 147 women)10 147 women)
(disaggregated by gender)
Annex 2: Status of implementation
SM name Status Swiss Start date End date SM Agreement Reporting status Assessment of
including Swiss contribution to and progress by NCU
and Partner the SM in CHF Amendments
State SM codes (dates of entry
into force)
SM “Biodiversity In implementation on track
01.05.2024 31.08.2028 01.05.2024
Programme” 6 930 000 on track
7F-10768.01
SM “Supporting In implementation on track
01.06.2024 31.08.2028 01.06.2024
Social Inclusion” 18 600 000 on track
7F-10699.01
Technical In implementation
Assistance 390 000 21.02.2023 03.12.2029 21.02.2023 on track on track
7F-10899.01
10 In addition 846 volunteers benefitted from trainings (352 men and 494 women)
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Annex 3: Financial status11
SM name including Swiss and Swiss contribution to the SM Total reimbursements received % of Swiss contribution to the
Partner State SM codes [CHF] from CH [CHF] SM received from CH
SM “Biodiversity Programme”
7F-10768.01 6 930 000 979 135,37 14,13%
SM “Supporting Social Inclusion”
7F-10699.01 18 600 000 792 874,35 4,26%
Technical Assistance Fund 390 000 77 863,62 19,97%
7F-10899.01
Support Measure Preparation Fund 80 0000 62 583,93 78,23%
Total 26 000 000 1 912 457,27 7,36%
11 The information is based on the reimbursement requests submitted in March 2026.
33
Annex 4: Work plan for the coming year
SM name including Swiss Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
and Partner State SM codes
SM “Biodiversity Programme” TFM SC, MV TFM SC
7F-10768.01
ASMR, RR RR COM
COM COM COM COM COM COM COM COM COM COM COM
SM “Supporting Social TFM SC TFM TFM SC
Inclusion”
ASMR, RR RR
7F-10699.01
COM COM COM COM COM COM COM COM COM COM COM COM
Cooperation Programme level RR ACPR AM RR
Technical Assistance
COM COM COM COM COM COM COM COM COM COM COM COM
7F-10899.01
Abbreviations:
Annual Meeting AM
Annual Cooperation Programme Report ACPR
Annual Support Measure Report ASMR
Communication activity COM
Task Force Meeting TFM
Monitoring visit MV
Reimbursement Request RR
Steering Committee Meeting SC
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Annex 5: Financial planning (ongoing Support Measures)
SM name Swiss
including Swiss contribution
2024-2025 2026 2027 2028 2029
and Partner to the SM
State SM codes [CHF]
SM “Biodiversity
Programme” 6 930 000,00 979 135,37 1 963 280,00 2 196 560,00 1 791 024,26
7F-10768.01
SM “Supporting
Social Inclusion” 18 600 000,00 792 874,35 1 636 663,00 7 188 849,00 8 981 613,65
7F-10699.01
SM “Technical
Assistance Fund” 390 000,00 77 863,62 19 000,00 66 000,00 69 000,00 158 136,38
7F-10899.01
Support Measure
80 000,00 62 583,93
Preparation Fund
Total 26 000 000,00 1 912 457,27 3 618 943,00 9 451 409,00 10 841 637,91 158 136,38
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Annex 6: Irregularities
No irregularities were detected.
SM name Irregularity Swiss Nature of actual or suspected Estimation of Proposed financial Status
including Swiss reference contribution irregularity total financial correction in case of
and Partner State number to the SM in damage in CHF financial damage
SM codes CHF (if any)
Choose an element.
Choose an element.
Choose an element.
Choose an element.
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Annex 7: Monitoring and evaluation plan for the coming years
A Overview
SM name including Swiss and Partner 2026 2027 2028 2029
State SM codes Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
SM “Biodiversity Programme” MV MV MV MV
7F-10768.01 E E E
SM “Supporting Social Inclusion” MV MV
7F-10699.01 E E E
Cooperation Programme
Monitoring visit: MV
Evaluation: E
Please see also Excel table Annex 7A
B Additional information on the strategic planning of evaluations
Information is provided in Excel table Annex 7B
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Annex 8: Overview of communication measures at country level during the reporting period
Positive results in terms of visibility and Lessons learnt (e.g. related to (timing, place,
Communication measure
awareness of the Cooperation Programme adjustment to target groups, use of logo etc.)
and CH’s image (media response,
feedbacks etc.)
Information and experiences are shared Scheduled exchanges of information facilitate the
Regular meetings with representatives of
between both support measures and across all alignment of communication with the needs of target
both support measures
levels. All parties are included in the same audiences while promoting the coherent and proper
information space, providing them with a clearer application of the programme’s visual identity across
overview of activities, future plans, and related all measures and levels.
developments. Scheduled meetings facilitate
discussions on progress, allow for addressing
any arising issues, and enable planning of
future actions.
When publishing information, the target Considering the target audience when selecting
Choosing an appropriate communication
audience is taken into account, and the communication channels significantly improves
channel for the target audience
communication channel that best ensures outreach. Using a combination of websites, press
reaching that audience is chosen. releases, social media, newsletters, and sector-
specific events ensures broader visibility. Timely
Information about events and activities is publication and appropriate channel selection are key
shared through websites, press releases, social to effective communication.
media channels (such as Facebook and
LinkedIn), and newsletters. In addition, activities
are presented, where possible, at various
events related to the respective field.
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Annex 9: Overview of risk assessment on Support Measure Level
SM name including Overall risk Assessment and comments by the NCU
Swiss and Partner State
SM codes
SM “Biodiversity Low-Medium The overall risk level of the SM was assessed as low-medium. In general, the overall risk exposure was
Programme” considered low, although several individual risks were identified at low-medium level. No risks were
7F-10768.01 assessed as high. The only risk rated medium-high concerned the possibility that IT developments may
take longer than planned. To mitigate this risk, procurement documentation was prepared in advance
in order to save time and enable implementation to begin as soon possible. The remaining identified
risks, including changes in legislation, increases in the prices of services and equipment, the limited
number of potential service providers, and the quality of services, were assessed at either low or low-
medium level and were accompanied by appropriate mitigation measures. Based on the information
provided in the SM Annual Report, no Programme Components were identified as high risk, and no
component-specific high risks requiring separate mitigation measures were reported.
SM “Supporting Social Low-Medium The overall risk level of the support measure was assessed as low-medium, as nine of the twelve
Inclusion” identified risks were rated either low or low-medium. No risks were assessed as high. The most
7F-10699.01 significant risks remained those rated medium-high, namely the challenging timeframe for
implementation, management staff risk, and procurement process complexity. The timeframe risk was
addressed through consistent time management, regular monitoring by the Task Force and Steering
Committee, and consideration of an extension of the support measure, if necessary, to ensure timely
completion. Management staff risk was mitigated through careful resource planning, workload
monitoring, flexible allocation of responsibilities, measures to ensure continuity and institutional
memory, and activities supporting knowledge sharing within teams. Procurement-related risk was
mitigated through close cooperation with donors, timely preparation and translation of procurement
materials, consultation with procurement experts, advance market research, early communication with
potential bidders, and efforts to broaden the pool of suppliers. Overall, the assessment indicates that
the support measure is complex and involves several ministries and partners, but that the risks remain
manageable due to close cooperation, regular coordination, and good communication. Based on the
information provided, no specific Programme Components were identified as high risk.
39