Submission of the Annual Cooperation Programme Report

Monitoring Plan

Swiss-Estonian

Cooperation

programme

SM "Biodiversity

Programme"

SM "Supporting Social

Inclusion" Project

Risk assessment of the

Cooperation Programme yes

The risks related to the cooperation programme are

assessed by POs, PCOs (only ministries) and the NCU.

The NCU consolidates the results of the risk assessment

and prepares a risk assessment table with risk

mitigation measures. The implementation of mitigation

measures is monitored to ensure their timely

implementation.

once a year NCU

Programme

Operators

PCOs (only

ministries)

Risk assessment of projects in

SFOS yes

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

controls are formed. Once a year, the results of

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.

once a year NCU

On-the-spot controls yes

The need for on-the-spot controls is determined based

on the project's risk analysis. At the time of submitting

the Annual Cooperation Programme Report, no on-the-

spot controls are foreseen in 2026 based on the risk

analysis.

NCU

Monitoring missions/monitoring

visits yes yes

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, RRs, and meetings of

the SC and Task Force.

Joint meetings and visits involving the NCU and SCO,

together with the PO, PCO, implementers, 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.

SM "Biodiversity Programme"

27.04-28.04.2026 Tartumaa

SM "Biodiversity Programme"

September 2026

NCU

SCO POs, PCOs,

implementers,

partners

NCU checks* yes

The NCU carries out various checks based on data

available in SFOS, including checks on the timeliness of

expenditure verification, payments to identify

expenditure potentially affected by irregularities,

recoveries, etc.

The detailed requirements for

these checks are reviewed

following the annual

programme risk assessment

and adjusted on an ongoing

basis where necessary.

NCU

Level of monitoring

Annex 7A

Parties involvedType of monitoring Monitoring topic Planned timing Reponsible authority

Annual Cooperation Programme

Reports yes

Annual Cooperation Programme Reports provide an

overview of the progress of the cooperation programme

– including the implementation of support measures,

management, audits, irregularities, achievement of

indicators, and other relevant aspects.

once a year

by the end of April NCU

POs, PCOs,

implementers

Annual Support Measure Reports yes yes

Annual Support Measure Reports provide an overview

of the progress of the support measure –

implementation, management, outputs, outcomes,

achievement of indicators and other aspects.

once a year

by the end of March POs

POs, PCOs,

implementers,

NCU

Reimbursement requests yes yes

Reimbursement requests provide an overview of the

expenses incurred and activities conducted under the

support measure during the previous 6 months.

twice a year

by the end of March

by the end of September

1) Support Measures -

POs

2) Technical Assistance

Fund - NCU

1) PCOs,

implementers,

Annual meetings yes

During the meetings, progress of the cooperation

programme is assessed, risks are discussed, the

milestones for the upcoming year are presented, the

annual cooperation programme report is discussed and

approved and decisions regarding the overall

cooperation programme are made.

once in a year NCU

SCO,

representatives of

Switzerland

Support Measure Steering

Committee yes yes

SM Steering Committee supervises the progress of

implementation of the support measure, makes

decisions regarding the support measure and approves

modifications of the support measure.

meets at least once in a year POs SCO, NCU, PCOs,

implementers

Task Force meetings yes yes

Task Force monitors the implementation of the support

measure and components on an ongoing basis,

proposes modifications to the Steering Committee.

meets twice in a year POs

PCOs, NCU,

implementers

For the

"Biodiversity

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.

Title Support Measure Type Executing Agency Objective Thematic Area Duration (starte/end)

Requested

Swiss

contribution

(CHF) Budget (CHF) Type of Evaluation

Evaluation Objectives (reasons and learning

goals) Timing

Data needs and collection methods

(eports, interviews, surveys, other)

Knowledge Sharing (Who will benefit from the

evaluation? How will findings be shared?)

Biodiversity Programme Programme Ministry of Climate

Protecting the

environment and the

climate

Nature

conservation and

biodiversity

01.05.2024-31.08.2024 6 930 000 55 0000

(including VAT)

Ex-post evaluation of the

programme

The following aspects are planned to be

evaluated:

*Effectivesess, impact/predicted impact of

the programme

*Achievement of outcomes of the

programme

*Lessons learned

Additionally, positive changes initiated with

the support of the programme could be

identified.

In 2028 (January-August)

Qualitative and quantitative methods (e.g

reports, interviews etc) can be used. The

best methodology for carrying out the

evaluation shall be provided by the

tenderer.

The beneficiaries are: the programme operator,

component operators, policy makers; donor;

general public.

The results can be used while preparing

strategies and new programmes.

Evaluation report will be availaible for the

general public.

Supporting Social Inclusion Programme Ministry of Culture

Managing migration

and supporting

integration. Increasing

public safety

Providing support

to migration

management and

promoting

integration

measures

01.06.2024-31.08.2024 18 600 000 55 0000

(including VAT)

Ex-post evaluation of the

programme

The following aspects are planned to be

evaluated:

*Effectiveness, impact/predicted impact of

the programme

*Achievement of outcomes of the

programme

*Lessons Learned

Additionally, positive changes initiated with

the support of the programme could be

identified.

In 2028 (January-August)

Qualitative and quantitative methods (e.g

reports, interviews etc) can be used. The

best methodology for carrying out the

evaluation shall be provided by the

tenderer.

The beneficiaries are: the programme operator,

component operators, policy makers; donor;

general public.

The results can be used while preparing

strategies and new programmes.

Evaluation report will be availaible for the

general public.

Evaluation Plan

Programme information Evaluation Information

Annex 7B

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

2

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

3

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

4

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.

5

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

6

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

7

 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

8

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.

9

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.

10

as media walks, workshops and public discussions. Altogether, these activities reached 143 5participants 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.

30

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.

31

Annex 1: Reporting according to Swiss core indicators at Cooperation Programme level

Objectives of the

Swiss

Contribution

Core Indicators (CI code) Baseline Target Achieved this

period

Cumulatively

achieved

Cumulatively

achieved as % of

target

Managing migration

and supporting

integration.

Increasing public

safety and security

SM “Supporting

Social Inclusion”

OCIN 1.2 Core Indicator

MIGR_CI_1: Number of

migrants and forcibly

displaced persons

participating in new or

expanded measures for social

and economic integration

(disaggregated by gender and

background (Estonian,

migrant))

0 20000 701 participations 7 701 3,5%

Cross-cutting

SM “Supporting

Social Inclusion”

OPI 1.8 / Core Indicator

CC_CI_1 Counsellors receive

regular training

0

30 trained

counsellors

178

17

57%

Cross-cutting

SM “Supporting

Social Inclusion”

OPI 2.12 / Core Indicator

CC_CI_1 Professionals

trained

0 5 500 2519 251 4,56%

Promoting civic

engagement and

transparency

SM “Supporting

Social Inclusion”

OPI 3.8: / Core indicator

CIV_CI_3: Number of trained

volunteers

0 3000 14 14 0,47%

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.

32

Promoting civic

engagement and

transparency

SM “Supporting

Social Inclusion”

OPI 3.9: / Core indicator

CIV_CI_3: Number of trained

volunteer leaders

0 100 0 0 0

Cross-cutting

SM ”Biodiversity

Programme”

CC_CI_1 Number of people

benefiting from training to

improve institutional and

professional capacity

(disaggregated by gender)

0 350 236 people have

benefitted from

trainings (89 men and

147 women)10

236 people have

benefitted from

trainings (89 men and

147 women)

67%

Annex 2: Status of implementation

SM name including Swiss and Partner State SM codes

Status Swiss contribution to the SM in CHF

Start date

End date SM Agreement and Amendments (dates of entry into force)

Reporting status Assessment of progress by NCU

SM “Biodiversity Programme” 7F-10768.01

In implementation 6 930 000

01.05.2024

31.08.2028

01.05.2024

on track on track

SM “Supporting Social Inclusion” 7F-10699.01

In implementation 18 600 000

01.06.2024

31.08.2028

01.06.2024

on track on track

Technical Assistance 7F-10899.01

In implementation 390 000 21.02.2023 03.12.2029 21.02.2023 on track

on track

10 In addition 846 volunteers benefitted from trainings (352 men and 494 women)

33

Annex 3: Financial status11

SM name including Swiss and Partner State SM codes

Swiss contribution to the SM [CHF]

Total reimbursements received from CH [CHF]

% of Swiss contribution to the 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 7F-10899.01 Support Measure Preparation Fund

390 000 80 0000

77 863,62 62 583,93

19,97% 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.

34

Annex 4: Work plan for the coming year

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

SM name including Swiss and Partner State SM codes

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

SM “Biodiversity Programme” 7F-10768.01

TFM

COM

COM

ASMR, RR

COM

SC, MV

COM

COM

TFM

COM

COM

COM

SC

RR

COM

COM

COM

COM

SM “Supporting Social Inclusion” 7F-10699.01

TFM

COM

COM

SC

ASMR, RR

COM

COM

TFM

COM

COM

COM

COM

TFM

RR

COM

SC

COM

COM

COM

Cooperation Programme level Technical Assistance 7F-10899.01

COM

COM

RR

COM

ACPR

COM

COM

AM

COM

COM

COM

RR

COM

COM

COM

COM

35

Annex 5: Financial planning (ongoing Support Measures)

SM name including Swiss

and Partner State SM codes

Swiss contribution

to the SM [CHF]

2024-2025 2026 2027 2028 2029

SM “Biodiversity Programme” 7F-10768.01

6 930 000,00 979 135,37 1 963 280,00 2 196 560,00 1 791 024,26

SM “Supporting Social Inclusion” 7F-10699.01

18 600 000,00 792 874,35 1 636 663,00 7 188 849,00 8 981 613,65

SM “Technical Assistance Fund” 7F-10899.01

390 000,00 77 863,62 19 000,00 66 000,00 69 000,00 158 136,38

Support Measure Preparation Fund

80 000,00 62 583,93

Total 26 000 000,00 1 912 457,27 3 618 943,00 9 451 409,00 10 841 637,91 158 136,38

36

Annex 6: Irregularities

No irregularities were detected.

SM name including Swiss and Partner State SM codes

Irregularity reference number

Swiss contribution to the SM in CHF

Nature of actual or suspected irregularity

Estimation of total financial damage in CHF (if any)

Proposed financial correction in case of financial damage

Status

Choose an element.

Choose an element.

Choose an element.

Choose an element.

37

Annex 7: Monitoring and evaluation plan for the coming years

A Overview

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

SM name including Swiss and Partner

State SM codes

2026 2027 2028 2029

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

SM “Biodiversity Programme”

7F-10768.01

MV MV MV

E

MV

E

E

SM “Supporting Social Inclusion”

7F-10699.01

MV MV

E

E

E

Cooperation Programme

38

Annex 8: Overview of communication measures at country level during the reporting period

Communication measure

Positive results in terms of visibility and

awareness of the Cooperation Programme

and CH’s image (media response,

feedbacks etc.)

Lessons learnt (e.g. related to (timing, place,

adjustment to target groups, use of logo etc.)

Regular meetings with representatives of

both support measures

Information and experiences are shared

between both support measures and across all

levels. All parties are included in the same

information space, providing them with a clearer

overview of activities, future plans, and related

developments. Scheduled meetings facilitate

discussions on progress, allow for addressing

any arising issues, and enable planning of

future actions.

Scheduled exchanges of information facilitate the

alignment of communication with the needs of target

audiences while promoting the coherent and proper

application of the programme’s visual identity across

all measures and levels.

Choosing an appropriate communication

channel for the target audience

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.

Considering the target audience when selecting

communication channels significantly improves

outreach. Using a combination of websites, press

releases, social media, newsletters, and sector-

specific events ensures broader visibility. Timely

publication and appropriate channel selection are key

to effective communication.

39

Annex 9: Overview of risk assessment on Support Measure Level

SM name including

Swiss and Partner State

SM codes

Overall risk Assessment and comments by the NCU

SM “Biodiversity

Programme”

7F-10768.01

Low-Medium The overall risk level of the SM was assessed as low-medium. In general, the overall risk exposure was

considered low, although several individual risks were identified at low-medium level. No risks were

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

Inclusion”

7F-10699.01

Low-Medium The overall risk level of the support measure was assessed as low-medium, as nine of the twelve

identified risks were rated either low or low-medium. No risks were assessed as high. The most

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.

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

2

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.

3

Annex 1

Annual Action Plan for 2026

Objective Target

audiences

Channel Activity Output Result Timeline Responsible body

Information about

the Swiss-Estonian

Cooperation

Programme is

available

Direct and

indirect

beneficiaries

Target groups

Stakeholders

The general

public

Media

Digital

communic

ation

Publishing and

updating

information on a

separate webpage

on the website of

the National

Coordination Unit

Information

is updated

Information about

the Swiss-Estonian

Cooperation

Programme is

available to all

interested parties

Regularly NCU

Information about

the support

measures and

implemented

activities is

available

Direct and

indirect

beneficiaries

Target groups

Stakeholders

The general

public

Media

Digital

communic

ation

Publishing and

updating

information

on the websites of

Programme

Operators,

Programme

Component

Operators,

Implementers

Information

is published

Information about

the support

measures and

implemented

activities is

available to all

interested parties

Regularly Programme Operators,

Programme Component

Operators

Implementers

Communication

activities are

thoroughly planned

Programme

Operators,

Programme

Component

Operators,

Meeting Ensuring effective

communication

with Programme

Operators,

Programme

Meetings

organised

(3-4 times

in a year)

Internal

communication

works smoothly

Regularly NCU

4

and

Implementers

NCU

Component

Operators and

Implementers

Information about

the Swiss-Estonian

Cooperation

Programme is

available

Direct and

indirect

beneficiaries

Target groups

Stakeholders

The general

public

Digital

communic

ation

Dissemination of

videos on

Facebook (as

advertisements) to

introduce the

Swiss–Estonian

Cooperation

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.

Videos are

disseminate

d

The public is

informed about the

Swiss-Estonian

Cooperation

Programme

18.02-18.05.

2026

If necessary,

the

campaign

can be

extended.

NCU

5

Annex 2

Webpages containing information about the Swiss–Estonian Cooperation Programme

General information about the Swiss-Estonian Cooperation Programme

NCU - State Shared

Service Centre

in Estonian https://rtk.ee/toetused-ja-taotlemine/toetusfondid-ja-programmid/sveitsi-eesti-koostooprogramm

in English https://rtk.ee/en/Swiss-Estonian-cooperation-programme

Support Measure “Supporting Social Inclusion” Support Measure “Biodiversity Programme”

Programme Operator - Ministry of Culture

https://www.kul.ee/kultuuriline-mitmekesisus-ja-loimumine/loimumine/sveitsi-eesti-

koostooprogramm

Programme Operator - Ministry of Climate

https://kliimaministeerium.ee/eesti-sveitsi-

koostooprogramm

Component 1 Component 2 Component 3 Component 4 Component 1 Component 2

Ministry of Culture

https://www.kul.ee/kultuuriline-

mitmekesisus-ja-

loimumine/loimumine/sveitsi-eesti-

koostooprogramm

Integration Foundation

Digimuutuste ettevalmistamine

lõimumisvaldkonnas | Integratsiooni

Sihtasutus

Vabatahtlike kaasamine

lõimumistegevustesse |

Integratsiooni Sihtasutus

Eesti kultuuri- ja komberuumi

tutvustavad tegevused |

Integratsiooni Sihtasutus

Nõustamisteenuste pakkumine |

Integratsiooni Sihtasutus

Eesti keele maja | Integratsiooni

Sihtasutus

National Library

Ministry of

Social Affairs

Šveitsi-Eesti

koostööprogramm

|

Sotsiaalministeeri

um

Estonian Social

Work

Association

„Sotsiaalvaldkonn

a spetsialistide

tasemeõppe ja

kvalifikatsiooni

kaasajastamine

ning koolitus- ja

tugisüsteemi

arendamine“ |

ESTA

Ministry of

Education and

Research

https://www.hm.e

e/ministeerium-

uudised-ja-

kontakt/euroopa-

liit-ja-

rahvusvaheline-

koostoo/regionaal

ne-

Education and

Youth Board

Šveitsi-Eesti

koostööprogramm

"Sotsiaalse

kaasatuse

toetamine" |

Haridus- ja

Noorteamet

Õpime koos! |

Haridus- ja

Noorteamet

Ministry of the

Interior

https://www.sisemi

nisteerium.ee/sveits

i-eesti-

koostooprogramm-

sotsiaalse-

kaasatuse-

toetamine

National

Foundation of

Civil Society

Šveitsi-Eesti

koostööprogramm

“Sotsiaalse

kaasatuse

toetamine” 2024

kuni 2028 - SA

KÜSK

Environment Agency

https://keskkonnaagent

uur.ee/šveitsi-eesti-

koostooprogrammi-

elurikkuse-programm

Environmental Board

https://keskkonnaamet.

ee/šveitsi-eesti-

koostooprogrammi-

elurikkuse-programm

6

https://www.rara.ee/raamatukogude

le/meedia-ja-digipadevuse-

arendamine/

MeediaRadar

https://meediaradar.ee/

Lõkke 4 / 10122 Tallinn / 663 8200 / [email protected] / www.rtk.ee / Registrikood 70007340

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]