--- language: "en" --- # Interreg NPA Programme Manual ![decorative](https://programmemanual.interreg-npa.eu/__attachments/a_79a7171c2799ab6b65442fb2c717ef95b1d6e2f813fbbd4cda1e5697f4c0c5d6/1.png?cb=440b695bf88bbc416aa56623d1cc889d) This manual is targeted at applicants and project managers. It contains the essential information needed for developing and implementing an NPA project. * [Overview of Changes](https://programmemanual.interreg-npa.eu/ProgrammeManual/overview-of-changes.md) * [1. Introduction to the Interreg NPA](https://programmemanual.interreg-npa.eu/ProgrammeManual/1-introduction-to-the-interreg-npa.md) * [2. How to Develop a Project](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-how-to-develop-a-project.md) * [3. How to Apply](https://programmemanual.interreg-npa.eu/ProgrammeManual/3-how-to-apply.md) * [4. How to implement](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-how-to-implement.md) * [5. Where to find guidance](https://programmemanual.interreg-npa.eu/ProgrammeManual/5-where-to-find-guidance.md) * [6. Annexes](https://programmemanual.interreg-npa.eu/ProgrammeManual/6-annexes.md) * [Download Centre](https://programmemanual.interreg-npa.eu/ProgrammeManual/download-centre.md) * [YOUTH CALL GUIDANCE](https://programmemanual.interreg-npa.eu/ProgrammeManual/youth-call-guidance.md) * [Frequently Asked Questions](https://programmemanual.interreg-npa.eu/ProgrammeManual/frequently-asked-questions.md) * [Recordings and Tutorials](https://programmemanual.interreg-npa.eu/ProgrammeManual/recordings-and-tutorials.md) --- language: "en" --- # 1. Interreg NPA and the Youth Call Interreg NPA (Northern Periphery and Arctic) is a funding programme that supports people and organisations to work together across different countries. It helps communities share ideas, learn from each other and create solutions to common challenges. ## Where does it happen? The programme covers some of Europe's most northern and remote regions, including parts of Sweden, Finland, Norway, Ireland, Iceland, Greenland, and the Faroe Islands. ### Why does it matter? Many places in the NPA region face similar challenges. Communities can be far apart, populations can be small, and access to services or opportunities can sometimes be limited. Instead of solving these problems alone, people can work together and learn from each other. ### What is transnational cooperation? Interreg NPA is a transnational cooperation programme because it spreads across 7 different countries divided by seas, mountains, and cultures. Transnational cooperation is more than online meetings across different time zones -- it is an experience in itself. Working transnationally is about building understanding, perspectives, and connections that last beyond the project period. Cooperating across longer distances is naturally more challenging, but also highly rewarding, as it allows partners to explore different sides of the same problem and bring in cultural perspectives that enrich the work. How to work transnationally? * Be curious about how others see the same challenge and how they approach it * Go beyond just dividing tasks - design activities where partners work together and learn from each other * The aim is not for everyone to do the same thing, but for each partner to contribute something different to a shared outcome * Bring your own experience while staying open to other perspectives and new ideas ### What makes it special for young people? Through the Youth Call, the Interreg NPA gives young people a chance to connect with others, share ideas, and help shape their communities. Through youth call projects, young people can test ideas, learn new skills, build networks and create positive change where they live. The Interreg NPA is not just about money. It is about teamwork, learning, and creating opportunities together. Even small projects can open the door to new experiences, partnerships, and ideas for the future. For the Youth Call, what is the age limit for youth? Can children also be involved? Interreg NPA defines young people as those aged 35 and below. Any organisation working with or for young people in this age group can apply, as long as young people have a meaningful role in the project. Interreg NPA funds organisations only -- individual grants are not supported. Organisations working with children are also welcome to take part in projects. Read the [Terms of Reference](https://www.interreg-npa.eu/media/1uepniot/youth-call-terms-of-reference.pdf). --- language: "en" --- # 1. Introduction to the Interreg NPA ![Interreg Logo Northern Periphery and Arctic RGB Color.png](https://programmemanual.interreg-npa.eu/__attachments/a_1009ea4d4b6fb31df16e82005ed015a578c7cebc4f5a18d0496e0ff88c0609ad/Interreg%20Logo%20Northern%20Periphery%20and%20Arctic%20RGB%20Color.png?cb=fb345d4d3753be07cff352a6b389931b) ## 1.1 The Programme in short The Interreg Northern Periphery and Arctic (NPA) Programme area spans the northernmost parts of Europe and North Atlantic territories. From its inception the first Interreg period for this programme, 2000-2006, the programme was called "The Northern Periphery Programme" in order to highlight the peripheral and northern position of the Programme area compared to Europe in general. In 2014, the Arctic dimension was underlined in the Programme title "The Northern Periphery and Arctic Programme" (NPA). The background for this was the growing international and EU interest in the developments in the Arctic area, mainly driven by climate change and the new challenges and opportunities that it brings. It is, however, important to stress that the programme area does not solely have Arctic coverage but also includes non-Arctic areas. In the EU Member States, the Programme area covers Northern and Eastern Finland, Northern and Western Regions of Ireland, and Northern Sweden. In the Non-EU Member States, the Faroe Islands, Greenland, Iceland, Northern parts of Norway belong to the Programme area. Sparse population and extreme peripherality from the economic centres of the EU are defining characteristics that present a functional rationale for cooperation across the territory. The Programme provides a framework for the countries and regions to cooperate on common and shared issues in ways that recognise the particular demands of, in particular, the geographical characteristics of the area. The Programme encourages effective cooperation, e.g. to maximise place-based development, builds on the strengths within sparsely populated communities, and finds innovative solutions to support links into larger markets and more populated areas. Through transnational cooperation, the Interreg NPA Programme addresses the challenges and opportunities in the programme area through 3 Priorities. For a more detailed description of each priority, its underlying specific objectives, and actions supported, please see the Interreg NPA Cooperation Programme document[\[1\]](#). *Figure 1 - Interreg NPA Priorities and Specific Objectives* ![image-20230515-202823.png](https://programmemanual.interreg-npa.eu/__attachments/a_77e1007735f843c8001ee8ddf15ec18fd41fa0773d93d3547a6ab374a9bdecba/image-20230515-202823.png?cb=f97b6d74535bd3e1e13cf964e4792bba) [Interreg NPA Priority 1 Innovation Capacity.pdf](https://programmemanual.interreg-npa.eu/__attachments/a_30bc22b90adf5c910b57b03018c7d72b016dd19904a6cb6a80a7babf91cd8b82/Interreg%2520NPA%2520Priority%25201%2520Innovation%2520Capacity.pdf.md?cb=2fe460a51b3866a10b8f6ab677aade67) ![image-20230515-202844.png](https://programmemanual.interreg-npa.eu/__attachments/a_3302710f81845db7543f06acde3bfaf8b3e30027b1652f93f2ebde6b800215b8/image-20230515-202844.png?cb=17af81b565aaa2d097e9fac20502e1a5) [Interreg NPA Priority 2 Climate change.pdf](https://programmemanual.interreg-npa.eu/__attachments/a_3d63feae94054c1f161320ebbb6267098273ee3411fe3d89c1bd7f22525d4a84/Interreg%2520NPA%2520Priority%25202%2520Climate%2520change.pdf.md?cb=acbf34534e6473bfe9d8dd229c4aeff0) ![image-20230515-202911.png](https://programmemanual.interreg-npa.eu/__attachments/a_70f53ea552a77aee0865655b5d722b55aca2e854270a6a00b4ac391c07b0f9de/image-20230515-202911.png?cb=ba225b085186b5141f3be91fa00ae3b0) [Interreg NPA Priority 3 Capacity Building.pdf](https://programmemanual.interreg-npa.eu/__attachments/a_712b36884456a39fd00338a10f69a8f4790fc934b8ba048470bb6ba4ec116c40/Interreg%2520NPA%2520Priority%25203%2520Capacity%2520Building.pdf.md?cb=a8fac47cddde58e98532f0d7af929763) *** ** * ** *** ## 1.2 Programme area The NPA area consists of regions inside the EU Member States of Finland, Ireland, and Sweden, as well as regions outside the EU, in Norway, Iceland, the Faroe Islands, and Greenland. *Table 1 - List of regions in the NPA Programme area* |-------------------|-----------------|------------------------| | **Country** | **Region code** | **Region name** | | **Finland** | FI193 | Keski-Suomi | | **Finland** | FI1D | Pohjois-ja Itä-Suomi | | **Ireland** | IE04 | Northern and Western | | **Ireland** | IE051 | Mid-West | | **Ireland** | IE053 | South-West | | **Sweden** | SE32 | Mellersta Norrland | | **Sweden** | SE33 | Övre Norrland | | **Norway** | NO06 | Trøndelag | | **Norway** | NO07 | Nord-Norge | | **Norway** | NO0B | Svalbard and Jan Mayen | | **Iceland** | IS00 | Entire territory | | **Faroe Islands** | - | Entire territory | | **Greenland** | - | Entire territory | Figure 2 - Programme area map ![NPA MapKit draft v5-01-01.png](https://programmemanual.interreg-npa.eu/__attachments/a_2b158b391c54d8d3a4f3ad63d361bdaee5b4149a66965e56798081a4dacfbdd0/NPA%20MapKit%20draft%20v5-01-01.png?cb=aa99fb9bee214bfc0951639d9fc59c4d) *** ** * ** *** ## 1.3 Programme funding Between 2021-2027, the Programme will allocate 46 909 187 Euros to projects, of which 39 978 162 EUR in European funding (ERDF) will be available to partners in Member States (Finland, Ireland, Sweden) and 6 931 025 EUR for partners in the Non-EU partner countries (Norway, Iceland, Faroe Islands, Greenland). The Euro (€) is used for all transactions in the Programme. The funding available for projects (100%) has been distributed as follows: * Priority 1: 45% * Priority 2: 45% * Priority 3: 10% The Programme is financed by European Regional Development Fund (ERDF) contributions from the EU Member States, ERDF equivalent funding from the Non-EU partner countries, supplemented by match funding from projects. Projects apply to the Programme for ERDF or ERDF equivalent co-financing, and they contribute to the project with public or private match funding. *Table 2 - Funding Sources Interreg NPA* |----------------------------------------------|-----------------|-------------------------------------|------------------| | **Source** | **Type** | **Funding allocation for projects** | **Grant Rate\*** | | **Member States (Finland, Ireland, Sweden)** | ERDF | 39 978 162 EUR | 65% | | **Norway** | ERDF equivalent | 2 710 020 EUR | 50% | | **Iceland** | ERDF equivalent | 2 622 600 EUR | 65% | | **Faroe Islands** | ERDF equivalent | 772 286 EUR | 65% | | **Greenland** | ERDF equivalent | 826 119 EUR | 65% | *** ** * ** *** ## 1.4 Programme bodies The programme is managed and supported by a number of programme bodies that are responsible for administering the programme and assisting projects. Contact details for the programme bodies can be found on the programme website: [http://www.interreg-npa.eu](http://www.interreg-npa.eu/) . ### 1.4.1 Joint Secretariat The Joint Secretariat (JS) carries out the day-to-day operational administration of the programme. The Secretariat consists of a small team based in Copenhagen, Denmark. The Secretariat is happy to assist with any queries regarding project ideas, partnerships, draft applications, project management, etc. The Secretariat also has a role in the assessment of project applications and in the drafting of decision proposals for approval or non-approval. Applicants are strongly encouraged to consult and involve the Secretariat in the development of their projects. The Secretariat works in close cooperation with the Regional Contact Points. ### 1.4.2 Regional Contact Points The Interreg NPA covers a large geographical area. For this reason, each of the participating programme partner countries has a Regional Contact Point (RCP), who functions as a local source of advice and information on the programme in your own language. RCPs work in close cooperation with the Joint Secretariat and have expertise and knowledge on how to develop and manage a transnational project. They also hold programme events throughout the year. This is why it is always worthwhile to consult your RCP in the planning and implementation of your project. When it comes to project selection, RCPs carry out regional appraisals of preparatory projects, and make a recommendation on whether or not to support the project. For main projects, RCPs collect and summarise the regional appraisals carried out by Regional Advisory Groups (see below). ### 1.4.3. Managing Authority The Managing Authority (MA) is the body formally responsible for managing the programme on behalf of the participating partner countries. It is the County Administrative Board of Västerbotten based in Umeå, Sweden. The MA issues the Grant Letter and signs the contracts on behalf of the programme. The MA also plays an important role in the financial claim process for project partners, where the MA is responsible for ensuring that all project expenditure has been adequately checked and validated by the controllers before it can be authorised for payment. The MA also handles the transfer of payments to projects. ### 1.4.4 Monitoring Committee The Monitoring Committee (MC) is responsible for supervising the programme and its overall task is to ensure the quality and effectiveness of the programme's implementation. The MC is also responsible for the selection of project applications. Each programme partner country is represented on the committee and decisions are made by consensus. In addition, the European Commission attends meetings of the MC in an advisory capacity. An overview of MC members and permanent observers can be found on the Interreg NPA website. ### 1.4.5 Regional Advisory Groups Regional Advisory Groups (RAGs) have been established in each programme partner country. These groups have an advisory role in the assessment procedure of main project applications. RAGs consider the suitability and priority of project applications from a regional perspective and make a recommendation on whether or not to support the project. Their input is used in the Secretariat's decision proposal to the MC before it takes a final decision on the project application. The members of the RAGs have different fields of expertise upon which they base their recommendations. The RAGs also promote and facilitate project development. ![Picture 1.png](https://programmemanual.interreg-npa.eu/__attachments/a_eaeabe463c7f028244f68c61fc42962ea919f448d3aaa5afb8c7510ad98d66d8/Picture%201.png?cb=ec3891617aa5cdfcded15b0441a2abd0) Figure 3 - Programme bodies and their role in the application process *** ** * ** *** [\[1\]](#) Interreg NPA Cooperation Programme document extract [Link](https://www.interreg-npa.eu/fileadmin/Call_2021-2027/CP_Short_version_FINAL.pdf) --- language: "en" --- # 10. Budget and eligible costs The project budget describes what costs each partner expects to pay to carry out the project. The project budget depends on the project duration. * 50.000 EUR for 6-month projects * 100.000 EUR for 12-month projects * 200.000 EUR for 18-month projects These are the maximum project budgets, including both Interreg NPA funding and the partners' own contributions. For most partners, the Interreg NPA grant covers 65% of the total budget, with partners contributing 35%. For Norwegian partners, the Interreg NPA grant is 50%, and partners' own contribution is also 50% of the total budget. ## Your questions What type of costs can be paid using the NPA funding? The Interreg NPA grant can be used to pay different categories of expenses: · the salary of people employed on the project (Staff costs), · the costs for having and running an office (Office \& Administration) · the tickets for travelling and accommodation during meetings (Travel \& Accommodation) · hiring experts, consultants, venues or services provided by other companies not in the project (External experts) · tools, equipment and materials necessary to carry out the project. (Equipment) There are specific rules which need to be followed to make sure that the money is used according to the EU regulations that apply to Interreg NPA, which are called Eligibility rules. Put it simply, whenever you spend money from the project budget, it has to be for something clearly connected to the project, paid by a project partner and within the duration of the project. You should carefully read the eligible expenditure in the [Programme Manual](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-8-eligibility-of-expenditure) or in the presentation delivered at [#2 Youth Track event](https://www.interreg-npa.eu/media/3q2nnim2/how-to-draft-workplan-outrach-activities-budget.pdf). What is the general rule on eligibility of expenditure (staff, travel, external expertise, equipment, office)? All expenditure in the allowed categories must be project related. This means that it should be clearly connected to project activities traceable in the approved application form. Furthermore, the expenditure must be incurred, entered into the project accounts and paid by, or on behalf of, the project partner during the project period determined by the Managing Authority in the Grant Letter. Who covers the expenses of Associated Partners? Travel and accommodation costs of Associated Partners can be covered by the Partner organisation they are connected to. These costs are part of the External Expertise cost category. Invoicing between partners, including associated partners, is not allowed. Can the project hire an external service provider? Yes, external experts can be hired by the partner organisation to deliver services that are outside of scope of partner organisations. External services and expertise should be limited to studies or surveys, training, translations, IT support \& development, promotion \& communication, financial management, etc. You can find the full list of services and expertise allowed in the [Programme Manual.](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-8-eligibility-of-expenditure#id-2.8Eligibilityofexpenditure-2.8.4Externalexpertiseandservicescosts) Can one partner invoice other partner for services such as venue rental? No, invoicing between partners, including associated partners, is not allowed. Will project expenses be audited? Yes, youth projects can also be selected for audits, even though they are paid according to a lump-sum principle. Therefore, it is important that partners follow the eligibility criteria and keep the documents supporting project expenses available for 5 years after the last payment has been made. The details on what is needed for audit trails in different cost categories is listed in the [Programme Manual](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-8-eligibility-of-expenditure). ### Questions about volunteer work and staff Can volunteer time working on the project be counted as organisation's own co-financing? No, own work can only be counted as an organisation's own co-financing if a salary has been paid and entered into the project account. Read more [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-8-eligibility-of-expenditure#id-2.8Eligibilityofexpenditure-2.8.1Staffcosts). My organisation is made up of volunteers or part-time workers, who are not the organisation's leaders. Would it be eligible to apply? Before applying, your organisation should assess whether it has the administrative capacity and resources needed to take part in a transnational project. If your organisation employs staff, their time can be included as eligible staff costs under an Interreg NPA project, whether they work part-time or full-time on the project. Read more [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-2-partnership). Is volunteer work eligible as staff cost? No. To be eligible as staff cost, the work must be based on a formal employment relationship (or equivalent). This means there must be an employment contract, payslips, and proof that the salary has been paid. Read more [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-8-eligibility-of-expenditure#id-2.8Eligibilityofexpenditure-2.8.1Staffcosts). *** ** * ** *** --- language: "en" --- # 11. Payments All youth projects are paid based on the **lump-sum principle**. This means that payments are made once the project delivers the agreed deliverables for the reporting period, just like reaching a milestone. The payment amounts and milestones will be decided between the Lead Partner and the NPA programme once the project is approved. To release the payment, the Joint Secretariat will check whether the submitted deliverables correspond to what was approved in the project application and agreed to in the pre-contracting phase. ## Payment schedule When a milestone is completed*(usually at the end of the 6-month period)*and approved by the Joint Secretariat, the payment will be released. It doesn't matter if the actual costs were higher or lower. Partners do not need to submit any receipts, just to evidence that the milestone has been reached. ### Start-up payment Youth projects have several payment milestones. First, **the start-up payment** is released once the partnership agreement is delivered. The start-up payment can be up to 35.000 EUR, or maximum 50% of the total project budget, whichever is lowest. Out of the start-up payment, Interreg NPA will cover 65% (50% for Norwegian partners). ### Following payments Secondly, after **each 6-month** period there will be a progress report *(to be submitted by the Lead Partner within 3 months after the period ended)* presenting what has been achieved and a corresponding payment will be released. Lastly, when the project closes, the Lead Partner will submit a **final report** *(within 3 months).* Once this report is assessed by the Joint Secretariat, the final payment will be released ![Screenshot 2026-07-09 at 13.56.57.png](https://programmemanual.interreg-npa.eu/__attachments/a_be0f3e8f4ade576c8649adc929acf557366759f1c94231cdddf5a27c9d669a53/Screenshot%202026-07-09%20at%2013.56.57.png?cb=0a93ce67ecc984e6fad2f1ceb1620827) Click to enlarge the payment schedule ### Your questions How will the start-up payment be handled? Start-up payment refers to a portion of the project budget that can be released at the beginning of the project to help cover initial costs. This payment can be up to 35.000 EUR or 50% of the project budget, whichever is lower. Of this amount, the Interreg NPA grant covers 65% (or 50% for Norwegian partners). The start-up payment is released once a signed Partnership Agreement has been uploaded in JEMS. This option is mainly intended to support smaller organisations in launching project activities. Larger and more established organisations will need to justify the need for a start-up payment. Will all partners receive payments directly from the NPA Secretariat? All the payments are made by the Interreg NPA Managing authority and are sent to Lead Partner's bank account. It is Lead Partner's responsibility to distribute the payments to individual partner organisations. What happens if my expenses are in NOK, SEK or Icelandic króna? Interreg NPA uses EUR as an official currency. Therefore, all the budgets are requested to be in EUR, and all the payments will also be made in EUR What happens if the project's deliverable spreads across 12 months, how will the payment be done? The payments and corresponding deliverables will be adjusted in the pre-contracting period by the Lead Partner and Joint Secretariat. It is possible that some longer deliverables would be split to fit better the 6-months periodical payments. If, for any reason, the deliverable cannot be split, the Lead Partner and the Desk Officer can agree on a mid-term milestone that will indicate that the project is progressing well towards finalizing the deliverable and the payment can be released. --- language: "en" --- # 12. Match funding Interreg NPA funds cover only a part of the total project budget. For Swedish, Finnish, Irish, Icelandic, Greenlandic, and Faroese partners, the Interreg NPA grant will cover 65% of their partner budgets. For Norwegian partners, the Interreg NPA can cover 50% of partners' budgets. This means that partners are asked to provide remaining 35% (or 50% in case of Norwegian partners) from their own sources. In some cases, it is possible to seek regional match funding. By signing the Partner statement *(as part of the Mandatory attachments when submitting the application)*partners confirm that they intend to provide own contribution or external cash contribution to the project's budget. ## Your questions Where can I find financial support to help cover the 35% (or 50% for Norwegian partners) own contribution? In some NPA regions, it is possible to seek financial support from local or regional authorities. Below are some examples. However, applicants are strongly encouraged to discuss these opportunities with [Regional Contact Points](https://www.interreg-npa.eu/contact/regional-contact-points/), who are best placed to provide the most up-to-date information on possible deadlines, eligibility conditions, limitations, and available funding opportunities. **Sweden** - It is possible to apply for co-financing from regional councils within the programme area (Region Norrbotten, Region Västerbotten, Region Jämtland Härjedalen, and Region Västernorrland). As each region has its own process and deadlines, applicants are encouraged to contact the relevant region as early as possible. Municipalities may also be a potential source of co-financing. **Finland** - In Finland, a structural co-financing mechanism is in place. Finnish project partners receiving funding from the Programme may apply for co-financing through the Regional Council of Lapland, which can cover up to 70% of the remaining 35% of the partner budget. Exceptions may apply. **Norway** -- A regional co-financing mechanism for Interreg programmes is available through the three northern county councils ([Startside](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fregionalforvaltning.no%2FStartside%2FVelkommen.aspx%3FOrdning_Id%3D3973%26Cookie%3D0&data=05%7C02%7Clucia.brhlikova%40interreg-npa.eu%7Cca7749bc26d44697129708ded1b800b7%7C08838790564e4e13952438524c913d30%7C0%7C0%7C639178785440506527%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=4TKDof62C0DjI7a8Gfiq9ebYzM5fovIJRYBqa7l3wuU%3D&reserved=0)). The Barents Secretariat also provides co-financing for Interreg projects, but applications can only be made after project approval and require documentation of an application to the regional co-financing scheme mentioned above. **Iceland** - There is currently no formal match-funding mechanism available for NPA projects in Iceland. However, Icelandic applicants are encouraged to contact their regional associations of municipalities, which often provide economic development and entrepreneurship support, to explore potential co-financing opportunities. **Faroe Islands** -- There is currently no formal match-funding mechanism available in the Faroe Islands. Applicants may, however, request financial support from e.g. municipalities. **Ireland** \& **Greenland**-- There is currently no formal match-funding mechanism available in Ireland and Greenland. Can partners contribute more than the required co-financing? Yes. By default, Interreg NPA covers 65% of a partner's budget (50% for Norwegian partners). These are the maximum co-financing rates, and applicants may choose to request a lower contribution from the Interreg NPA Programme. For example, a partner could apply for 10% funding from Interreg NPA, while covering the remaining 90% with their own resources. --- language: "en" --- # 13. Selection All application forms received in Jems by the call deadline are assessed based on the [Selection Criteria](https://programmemanual.interreg-npa.eu/ProgrammeManual/3-3-eligibility-and-selection-criteria) agreed by the Interreg NPA Monitoring Committee. The assessment consists of three steps: 1. The admissibility assessment checks if the application is complete. 2. The eligibility assessment checks against the eligibility criteria to ensure that the application fulfils the technical requirements of the Programme. At this stage it is also assessed if the Lead Partner and the partnership are eligible. 3. Eligible applications undergo a quality assessment, looking at the fit of the project with the youth criteria, programme objectives, a coherent and logical, a budget that presents value-for-money, and a suitable partnership. In addition, the Regional Advisory Groups (RAGs) will evaluate the regional relevance of the project proposal and the partnership seen from their point of view. The Monitoring Committee will decide which projects to approve based on the assessments outlined above. ## Your questions How long does it take to know the outcome of the assessment? Project applicants will be informed on the decision of the Monitoring Committee few days after their meeting on 8^th^ December 2026. An email will be sent to the contact person of the Lead Partner indicated in the application form. The Lead Partner will share the information with the partners. Is it possible to provide additional information during the assessment? No. Applications are assessed exclusively on the basis of the information provided in the Application Form and the mandatory attachments. Any additional documents submitted or sent after the deadline cannot be taken into account in the assessment. This ensures a fair and equal assessment of all applications. What happens next? The Joint Secretariat will share a document outlining the Monitoring Committee's decision with the Lead Partner of each project. In the case of non-approved projects, a letter will explain the reasons for non-approval. For approved projects, the letter will outline the conditions that must be met before the project can be contracted. These conditions usually involve minor corrections to the Application Form and are addressed by the partnership with direct support from the Joint Secretariat. The Lead Partner can expect one or more meetings with the Desk Officer to fulfil these conditions. At this stage, the start-up payment, milestones, and corresponding payment amounts will also be defined. Normally, the conditions are met within two to three months after approval. The project is then contracted and can begin implementation. When is a project expected to start? Normally, projects are contracted and can start within 2 to 3 months from the date of approval, which would be February -- March 2027. The project can only start on the 1^st^ day of a month. --- language: "en" --- # 2.1 Project types The Interreg NPA programme supports different project types, which are described below. Please note that eligibility and selection criteria vary depending on the different project types. Besides this, additional expectations and requirements may be included in the Terms of Reference for the call. ## 2.1.1 Main projects Main projects are the standard project type supported by the Interreg NPA programme to achieve the objectives of the programme. Main projects typically have a transnational partnership of between 5-7 partners, an average budget size of 1 500 000 EUR, and an implementation period of 3 years. Main projects are expected to develop concrete project outputs, such as jointly developed solutions, which have a positive impact on the project's target groups. Besides main projects, the Interreg NPA also supports different types of small-scale projects, all of which are handled as lump sums. ## 2.1.2 Preparatory projects to develop main projects Preparatory projects are an important tool for development of strong and well-balanced project partnerships in a dispersed geography where long distances and costs are obstacles for project development. Preparatory projects bring potential project partners together to generate high-quality main project applications. Experience from previous programme periods has shown that preparatory projects often result in more successful main project applications. Typically, a preparatory project has a total budget of up to 100 000 EUR, and runs for 6-12 months. Preparatory projects are expected to address their chosen specific objective with actions such as feasibility studies, stakeholder mapping, and recommendations with the purpose of developing project ideas, ideally concluding with the presentation of a main project application addressing a call for main project proposals ## 2.1.3 Small-scale projects for capacity building in Priority 3 (ISO 1) The purpose of these small-scale projects is to strengthen the organisational capacity among NPA communities to make better use of cooperation opportunities, and thereby develop more resilient communities. This includes working with natural and cultural heritage to protect, promote and develop these important features for the programme area and developing wider territorial synergies and links to the benefits of the programme area. This type of projects can also be a tool for building up capacity and experience for representatives of specific underrepresented groups (e.g. young people, and indigenous peoples) in relation to the Interreg NPA programme. On the one hand, the ambition is that partners shall become better suited for engagement in main projects as partners in the future. On the other hand, these smaller projects might complement main projects and support the Programme to foster changes that are of importance for people living in the programme area. Typically, a Priority 3 capacity building project has a total budget of up to 200 000 EUR, and runs for 18 months. ## 2.1.4 Clustering projects Clustering projects are a means of diversifying and capitalising on outputs and results from two or more previously implemented or ongoing projects. Clustering projects are a tool to further integrate results as well as disseminate their impacts by reaching a wider group of stakeholders with project outputs, supplementary learning, and capacity building. During 2014-2020, clustering of projects has been used both for combinations of projects inside the programme, but they have also allowed collaboration across programmes, in particular, Arctic clustering projects, in order to take advantage of synergies between projects funded by EU programmes in the Arctic. Typically, a clustering project has a total budget of up to 200 000 EUR, and runs for up to 12 months. Besides the small-scale projects described above, the Monitoring Committee may decide on additional small project types on a call-by-call basis, for example, to further capitalise on project results. --- language: "en" --- # 2.10 State Aid The Interreg NPA Programme is bound to comply with the State Aid rules, which apply in the European Union (EU) and the European Economic Area (EEA). The EU/EEA rules generally prohibit State Aid, but they allow for State Aid to be compatible with the EU Treaty in closely-defined circumstances, where it can contribute to certain policy objectives. According to Article 107 of the Treaty of the functioning of the European Union, State Aid is defined as *"any aid granted by a Member State or through State resources in any form whatsoever which distorts or threatens to distort competition by favouring certain undertakings of the production of certain goods"*. As a general principle, all project activities will be assessed at partner level to determine if they are State Aid relevant or not. Private, public, non-profit organisations, universities, etc. may all be State Aid relevant, depending on the activities to be supported rather than the legal status of the organisation. Questions to ask in order to conclude if a State Aid case exists: * Is the project partner an undertaking? (i.e. an entity engaged in economic activity, offering goods or services on a given market.) * Are the project activities identified as being economic? * Is there a selective advantage involved in supporting the project activities identified as being economic? the answer to all questions above is YES, the support from the NPA programme is likely to constitute State Aid. Submitted applications undergo a State Aid assessment, and the result of this may lead to one or more of the following scenarios: * **No state aid case:**no further action. * **Direct State Aid:** the support is regarded as State Aid granted under any of the exemption regulations, if applicable. * **Indirect State Aid to end beneficiaries:**State Aid cases might occur where support is provided by the project to end beneficiaries, such as training, business support, etc. Project partners have the responsibility to ensure that State Aid rules are complied with. Where support to a project is identified as State Aid, the programme has two tools through which it can grant State Aid in compliance with the State Aid rules and regulations; the General Block Exemption Regulation (EU) 2021/1237, Articles 20 and 20a, and the De Minimis regulation. Partners are asked to fill in a self-assessment section in the application form. During the application assessment, this information will help the JS determine whether activities are subject to state aid or not and to clarify which State Aid tool to apply. If needed, the project partner will be asked to provide a De Minimis declaration or any other relevant documentation. The programme informs about the state aid relevance of each partner in the state aid section in Jems. In case neither De Minimis nor the GBER can be applied, the applicant has to remove the State Aid relevant activities from the application. ## 2.10.1 Direct aid granted under GBER Primarily, the Programme will consider State Aid within the scope of Article 20 of the General Block Exemption Regulation (GBER). The GBER Regulation does not apply to aid to export-related activities, aid contingent upon the use of domestic over imported goods and aid to undertakings in difficulty. Funding granted on the basis of this Article follows the same eligibility rules as the Programme, and can have an aid intensity of up to 80% for partners. By aid intensity is meant, the funding from the Interreg NPA programme plus any other public sources. The partner's own contribution and any external private contribution should not be included in the calculation of aid intensity. Where activities are State Aid relevant, and partners foresee that they would receive external match funding for project activities, this needs to be discussed with the Joint Secretariat before the application is submitted. ### Documentation obligations for GBER, Article 20: The Managing Authority will notify the project partner in writing of the maximum aid granted and deal with reporting obligations established in the GBER. Project partners are instructed to maintain records with information and supporting documentation in regard to state aid for 10 years from the date on which the aid was granted. Recoverable VAT is not eligible for partners funded under GBER. ## 2.10.2. Direct aid granted under De Minimis In those cases where the GBER cannot be applied, the De Minimis regulation (EU) No 1407/2013 will be used. Partners can receive funds from the programme only if they did not receive public aid under the de minimis rule totalling more than EUR 200.000 within the previous three fiscal years from the date of granting the aid. This maximum amount is per undertaking, per Member State. De Minimis aid cannot be granted to undertakings active in the fishery and aquaculture sectors, primary production of agricultural products, nor to export-related activities. ### Documentation obligations for De Minimis: Before granting the aid the Managing Authority shall obtain a self-declaration from the undertaking about any other de minimis aid received during the previous two fiscal years and the current fiscal year The Managing Authority will notify the project partner in writing of the prospective amount of aid Project partners are instructed to maintain records with information and supporting documentation regarding individual de minimis aid for 10 fiscal years from the date on which the aid was granted. ## 2.10.3. Indirect aid granted to end beneficiaries If end users receive advantages through the project's activities (for example, through the provision of services or training to SMEs, access to facilities or other non-financial support), they could possibly be recipients of State Aid. When preparing the project application, each applicant must consider whether its activities will constitute State Aid to end users. It may be possible to frame such support under GBER Article 20a, an exemption for aid of limited amounts in the context of Interreg. To use this article, the amount of aid granted indirectly by a project partner to an undertaking cannot exceed 22.000 Euro per undertaking and per project. ### Documentation obligations for indirect aid: Where a partner provides State aid to end users, the project partner providing the advantage will need to calculate and document the value of the supportive activities. A template is provided by the programme in the [Download centre](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md). The partner is responsible for ensuring that the terms of the GBER Regulation are met. The requirement to maintain records with information and supporting documentation regarding state aid for 10 years from the date on which the aid was granted does not apply for GBER Article 20a. However, the programme rules on document retention apply. Recoverable VAT is not eligible for partners funded under GBER 20a. --- language: "en" --- # 2.2 Partnership Partnerships in the Interreg NPA Programme are built on 3 types of partners: Lead Partners, project partners, and associated partners. In general, all partners should have the capacity and knowledge in the project subject area to participate fully and to deliver the envisaged project outputs . In addition, all partners need to have the administrative and adequate resources required to participate in a transnational project. Organisations must not be included into a partnership with the intention to undermine procurement laws. This in particular concerns bodies whose main scope of activities, within their business profile as well as their project role, consists of project coordination, management, communication, knowledge management or other activities that are of a mere executive or supporting character (i.e. service providers). Furthermore, all partners are required to provide supporting documents required by the Managing Authority, Joint Secretariat, controllers, or auditors. Where suitable, partnerships should try to involve a cross-sector of partners from the national, regional and local level. In order to develop tangible and viable outputs and long-lasting results, it is essential to have the appropriate partnership constellation capable of developing and implementing the project outcomes. A project application will be judged on the partnership constellation and this can be a deciding factor in the project's approval. ## 2.2.1 Eligible partners Organisations from the public and private sectors can participate in Interreg NPA projects and receive direct financial support, including: * National, regional and local authorities * Regional and local development agencies, chambers of commerce * Universities, colleges, higher education, research institutions * Non-governmental organisations (NGOs) * Sectoral agencies and business support organisation * Voluntary sector organisations * Other relevant organisations contributing to the development of the programme area * Micro, and small and medium sized enterprises (SMEs) * Larger enterprises, if their participation brings a significant asset otherwise not available to the project, e.g. playing a role as R\&D providers Partner organisations are deemed public if they have all of the following characteristics[\[1\]](#): 1. they are established for the specific purpose of meeting needs in the general interest, not having an industrial or commercial character; 2. they are a legal entity, and; 3. they are financed, for the most part, by the State, regional or local authorities, or by other bodies governed by public law; or are subject to management supervision by those authorities or bodies; or have an administrative, managerial or supervisory board, more than half of whose members are appointed by the State, regional or local authorities, or by other bodies governed by public law. Please note that the legal status of a partner organisation impacts on their eligibility to be a Lead Partner. ## 2.2.2 Lead Partners The Interreg NPA Programme applies the *Lead Partner principle*, meaning that a Lead Partner takes additional responsibilities and coordinates the project on behalf of the project partners. A Lead Partner should be nominated for each project. The Lead Partner is formally the final beneficiary of the Programme funding and acts as a link between the project partners and the Programme. Lead Partner responsibilities are stipulated in Article 26 of the Interreg Regulation (EU) 2021/1059. The Lead Partner is responsible for the submission of the joint application form via the Joint Electronic Monitoring System (Jems), as well as: * Overall project management; * Being contact person for the Joint Secretariat in Copenhagen; * Delivery of project reports and documentation; * Delivery of project outputs; * Producing the documents required for controls and payments and ensuring that all expenditure has been certified by controllers, where relevant; * Ensuring that the certified expenditures for all partners are matching activities outlined in the approved application and any other decisions; * Concluding a partnership agreement for its relations with the other project partners, where relevant; * Informing the JS/MA immediately about any circumstances that delay, hinder or make impossible the realisation of the project, as well as circumstances that mean a change of the project as outlined in the approved application. ### Eligibility of Lead Partners * The role of Lead Partner can only be held by a public organisation. * The Lead Partner is based in the NPA Programme area, unless they have a national remit that covers the Programme area. The demands on a Lead Partner are higher than those on other project partners. A Lead Partner must have the proficient administrative and financial capacity to be able to manage a transnational project. Therefore, all project applications must demonstrate that the Lead Partner has the capability to manage a transnational project. ## 2.2.3 Project Partners Project partners are project beneficiaries with a defined role and a budget in the project. They can be any type of organisation defined in the list of eligible partners, and are expected to be located in the Interreg NPA Programme area, unless they have a national remit inside the Programme area. ### Partners from outside the Interreg NPA Programme area In exceptional and fully justified circumstances the Monitoring Committee may allocate ERDF to a partner located outside the (Union part) of the programme area. Note that geographical flexibility is only applied as an exception and where a partner from outside the programme area has a significant asset that is not otherwise available and benefits the programme area. In duly justified cases, the Monitoring Committee may apply the flexibility criteria but it is not an obligation and the final decision is at the discretion of the MC. Besides this, when a project involves one or several partners located in a territory of a country that is not represented in the Monitoring Committee, the Managing Authority needs to have a written acceptance by this country, in accordance with Article 52(2) of Regulation (EU) No 1059/2021, or another type of guarantee. To ensure the legality and regularity of the expenditure incurred, the partners outside the programme area must undergo the same control procedures as any other NPA project partner. The Lead Partner is responsible for setting up all arrangements regarding the partner outside the programme area. These arrangements should be defined in the Partnership Agreement. In addition, a system of audit needs to be set up in the external country. In practice, this means that participation of external partners is expected to be limited to EU countries outside the NPA area. Exceptions for certain third countries could be made at a later stage, when administrative arrangements for geographical flexibility are in place. **Note:**Applicants planning to include an external partner in their project should be aware that meeting the above mentioned pre-conditions can be a time-consuming procedure, possibly delaying the issuing of the Grant Letter. It is strongly recommended that applicants planning to include an external partner contact the Joint Secretariat in the early stages of project development. ## 2.2.4 Associated Partners Associated partners are not part of the formal partnership, but they are directly involved in the project's implementation for various reasons. Often an associated partner is closely linked to one particular project partner and a project partner may have several associated partners. For example, a project partner may wish to involve a number of companies in the project and, to avoid the administrative burden of full project partnership, they could become associated partners. The inclusion of associated partners can also lead to the creation of a network connected to the project, which could facilitate project implementation. However, if an organisation will play a vital role in the implementation of the project outcomes, it is expected to participate as a full partner where possible. *Table 3 - Minimum partnership requirements by project type* |---------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------| | **Project type** | **Minimum requirements** | **Recommended** | | **Main projects** | Involvement of partners from ++at least 3 programme partner countries++, at least one of which from an EU Member State. The partnership is clearly of a transnational character. | Include at least 2 of the 3 zones of the programme area: Finland-Sweden-Norway; Ireland; Faroe Islands-Greenland-Iceland | | **Preparatory projects to develop main projects** | Involvement of partners from ++at least 2 programme partner countries++, at least one of which from an EU Member State. | Include at least 2 of the 3 zones of the programme area: Finland-Sweden-Norway; Ireland; Faroe Islands-Greenland-Iceland | | **Small-scale projects for capacity building in ISO1 (Priority 3)** | Involvement of partners from ++at least 3 programme partner countries++, at least one of which from an EU Member State. The partnership is clearly of a transnational character. | Include at least 2 of the 3 zones of the programme area: Finland-Sweden-Norway; Ireland; Faroe Islands-Greenland-Iceland | | **Clustering projects** | Involvement of partners from ++at least 3 programme partner countries++, at least one of which from an EU Member State. The partnership is clearly of a transnational character. | Include at least 2 of the 3 zones of the programme area: Finland-Sweden-Norway; Ireland; Faroe Islands-Greenland-Iceland | | **Other small-scale projects (to be decided by the MC)** | To be decided by the MC on a call-by-call basis. | To be decided by the MC | *** ** * ** *** [\[1\]](#) Article 2(4) of Directive 2014/24/EU of the European Parliament and of the Council on Public Procurement --- language: "en" --- # 2.3 Project outputs, results and indicators ## 2.3.1 Programme and project logic The Interreg NPA programme has defined 3 priorities to be able to achieve its overall vision; "*a Northern Periphery and Arctic area where communities cooperate with each other to harness opportunities, find common solutions to shared challenges and together become more prosperous and resilient."* Inside each priority, the programme has defined a number of specific objectives to help achieve each priority. Inside each specific objective, you can find a description of the types of actions supported, tailored to needs in the programme area, as well as envisaged target groups. For each specific objective the following logic is applied, with * achievements of the projects supported by the programme, measured through output indicators, which projects will report on and are based on their immediate achievements; * the results of projects, measured and expected to contribute to the medium-long term impacts on the overall programme objectives. These elements together form the programme intervention logic, see figure 1 in the next page. A similar logic should also be found in the project setup. This means that all elements of a project application should be put together in a coherent and logical way, from the choice of activities, the envisaged outputs and results, and how these are measured in indicators, in order to achieve the overall objective of the project. The logic should also be supported by a suitable partnership and a coherent budget. The programme logic forms the basis for the types of projects that the programme wishes to fund, in order to achieve the programme's overall vision. For this reason, it is important that projects carefully match their project idea with a programme priority and specific objective. The best starting point is the description of actions supported inside each programme specific objective. In this way, the project logic and the programme logic are connected. ![image-20230522-092322.png](https://programmemanual.interreg-npa.eu/__attachments/a_04364202d360ee821d54972a2b8284161b0b3123510f82d8961b4ae928fdc79f/image-20230522-092322.png?cb=3d2bb2d9ab06793faeea90cb7181d0ae) Figure 4 - Link between project and programme intervention logic. Source: NPA methodology paper, EPRC ## 2.3.2 Performance framework As required by the Common Provisions Regulation, the Interreg NPA Programme has established a performance framework with: * Output and result indicators linked to programme specific objectives; * Milestones to be achieved by the end of the year 2024 for output indicators; and * Final targets to be achieved by the end of the year 2029 for output and result indicators. The programme level milestones and targets will be achieved through the combined effort of projects funded by the programme. For the 2021-2027 period, a set of common indicators was defined in the ERDF Regulation, allowing easier and more consistent reporting across all ERDF programmes in Europe. Among these are Interreg specific indicators, which are tailored to the types of outputs and results that Interreg projects typically produce, broad enough to capture most project actions, and allowing for a good comparison and aggregation with other transnational programmes. The Interreg NPA has chosen a combination of Interreg specific indicators across specific objectives, and some thematic indicators, where appropriate and feasible for Interreg projects to report on. A full description of the common output and result indicators including the methodology can be found in the annex of the Commission Staff Working Document[^\[1\]^](#). A good indicator system is a useful tool, by giving an accurate picture of project and programme progress. In addition, the indicator system can help support a better communication of project and programme results, by collecting useful data and information in practical formats for further processing and online sharing. Indicators can help quantify outputs and results. However, it is important to be aware of their limitations. Indicators can only capture some aspects of the wide range of results that projects and programmes deliver. In addition, indicator values are only as good as their underlying documentation. For this reason, a good indicator system should always be part of a wider evaluation strategy, which has the capacity to capture also the more intangible impacts, which are no less valuable than the tangible impacts of transnational cooperation. ## 2.3.3 Project Outputs Projects are expected to deliver viable outputs, whose impacts contribute to programme objectives. Each of the Priorities have been designed to focus project applicants on delivering tangible, durable outputs, assisting the delivery of the programme's ambitions of measurable, positive changes in the Programme area. Project outputs are defined as the outcome of the activities funded, describing what will actually be produced for the funds granted to the project, with the aim of leading to a positive impact on the project's target groups. For example, a new jointly developed solution, a jointly developed pilot action, a jointly developed strategy or action plan, a certain number of SMEs supported, etc. An output should be captured by a programme output indicator, and directly contribute to the achievement of the result indicator(s). **Project outputs** are expected to be transnational in nature, meaning that they are based on the added value of transnational cooperation. The degree of transnationality is measured according to 4 cooperation criteria: * **Joint development** (compulsory): partners have to be involved in an integrated way in developing ideas, priorities and actions in the project development process. * **Joint implementation** (compulsory): project activities must be carried out by partners in a cooperative way that ensures clear content-based links and be coordinated by the Lead Partner. * **Joint financing** (compulsory): the joint project budget shall be organised in line with activities carried out by each project partner. The Lead Partner is responsible for the administration and reporting towards the programme bodies as well as the distribution of the funds to the partners. * **Joint staffing** (optional): the project should not duplicate functions within the partnership. In particular, project management functions should be appointed only once at project level. Ideally, outputs should also bring a transnational experience to the end users of the project outputs. Other expectations for project outputs: * **Concrete**: the outputs are recognisable as a tangible solution, and they have an impact on end users. * **Innovative** *:* the outputs go beyond existing practice in the sector/programme area/participating countries, or adapt or transfer already developed solutions. * **Focused**: the outputs contribute directly to the project main objective and the intended result. * **Relevant**: the development of the outputs is based on target group demands. Also, the outputs take into account the current situation in each partner area. * **Viable**: the outputs are supported by realistic delivery models and appropriate promotional plans that allow the project output to provide a significant and durable contribution to solving the challenges targeted, also when the project support ends. In addition, the outputs are applicable and replicable, e.g. transferable to other areas than the partner areas. * **Value-for-money**: the development and implementation of the outputs is proportional to the challenge or opportunity addressed, and the expected benefit/impact/return on investment. If applicable, the money generating or money saving aspect can be demonstrated. Overall, project activities and outputs are expected to take into account or make a positive impact on the horizontal principles. This means that the activities should strive for sustainable development, with equal opportunities for men and women, non-discrimination and accessibility and inclusion of underrepresented groups, including indigenous peoples and other culturally and linguistically distinct groups originating from the NPA area. Activities should be carried out with respect for fundamental rights. For more information, please see chapter 2.5 on Horizontal Principles. ## 2.3.4 How to choose output indicators Progress on the delivery of project outputs is measured through output indicators. A set of output indicators has been defined for each programme specific objective, see below. Table 4 - Output indicators |---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | **Interreg output indicators** | **Thematic output indicators** | | RCO 83 - Strategies and action plans jointly developed RCO 84 - Pilot actions developed jointly and implemented in projects RCO 87 - Organisations cooperating across borders RCO 116 - Jointly developed solutions | RCO 01 - Enterprises supported (of which: micro, small, medium, large) RCO 04 - Enterprises with non-financial support RCO 05 - New enterprises supported RCO 10 - Enterprises cooperating with research institutions RCO 14 - Public institutions supported to develop digital services, products and processes | First, applicants are expected to carefully select the output indicator(s) best matching the outputs that the project plans to develop. Definitions for each output indicator can be found in [Annex 6](https://npa-pm.scrollhelp.site/ProgrammeManual/6-1-output-indicator-definitions). Second, applicants must set a realistic target value for the output indicator, which they expect to achieve by the end of the project lifetime. For each output indicator, the programme has made an assumption about the average output achievement a project can reach, based on the performance framework. See Annex 6.3. However, each project has its own rationale and setup, and should therefore only use the assumption as a general guidance. The baseline is always zero. Third, the application should provide details demonstrating how the achievement of the output indicator(s) will be evidenced through supporting documentation. It is important that projects from the start plan how they will collect data and documentation, to be able to support the achievement of the output indicator in progress reports. This includes, where relevant, testimonials from end users of the output. Applicants will receive further guidance on reporting on indicators after project approval. ![image-20230522-092843.png](https://programmemanual.interreg-npa.eu/__attachments/a_447c6f9327d7886d6e5cee2cc196f92e0dce58d4c86092a6697cb7fdd5a34245/image-20230522-092843.png?cb=55ad5328d8d471de841ec5ce8f4fdd8c) Figure 5 - How to select output indicators ## 2.3.5 Project Results The project result is the direct impact of carrying out the project, describing how the project outputs benefit the target groups of the project. In the application, applicants are expected to describe what they aim to change through the activities implemented and the outputs delivered by the project. The project result should contribute to the result indicator(s). ## 2.3.6 How to choose result indicators A set of result indicators has been defined for each programme specific objective, see below. Table 5 - Result indicators |------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | **Interreg result indicators** | **Thematic result indicators** | | RCR 79 - Joint strategies and action plans taken up by organisations RCR 84 - Organisations cooperating across borders after project completion RCR 104 - Solutions taken up or up-scaled by organisations | RCR 03 - SMEs introducing product or process innovation RCR 04 - SMEs introducing marketing or organisational innovation RCR 11 - Users of new and upgraded public digital services, products and processes | First, applicants are expected to carefully select the indicator(s) best matching the result that the project aims to realise. Definitions for each result indicator can be found in [Annex 6.2](https://npa-pm.scrollhelp.site/ProgrammeManual/6-2-result-indicator-definitions). In the case of Interreg indicators, there is a logical connection between certain output and result indicators. Table 6 - Connection between Interreg output and result indicators |------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------------------------| | **Interreg output indicator** | **Matching Interreg result indicator** | | RCO 83 - Strategies and action plans jointly developed | RCR 79 - Joint strategies and action plans taken up by organisations | | Any combination of: ·RCO 83 - Strategies and action plans jointly developed RCO 84 Organisations cooperating across borders after project completion RCO 116 Jointly developed solutions | Any or both: RCR 79 - Joint strategies and action plans taken up by organisations RCR 104 Solutions taken up or up-scaled by organisations | Second, applicants must set a realistic target value for the result indicator, which they expect to achieve by the end of the project lifetime. For each output indicator, the programme has made an assumption about the average result achievement a project can reach, based on the performance framework. See chapter 6.4. However, each project has its own rationale and setup, and should therefore only use the assumption as a general guidance. The baseline is always zero. Third, the application should provide more details about the change expected for each chosen result indicator, on the basis of the outputs developed. The project should describe what the result will look like in the context of the project, and plan for collecting data and documentation, to be able to support the achievement of the result indicator in progress reports. This includes, where relevant, testimonials from target group(s) impacted by the result. Applicants will receive further guidance on reporting on indicators after project approval. *** ** * ** *** [\[1\]](#) Commission Staff Working Document SWD(2021)198: Performance, monitoring and evaluation of the European Regional Development Fund, the Cohesion Fund and the Just Transition Fund in 2021-2027 [Link](https://data.consilium.europa.eu/doc/document/ST-10704-2021-INIT/en/pdf) --- language: "en" --- # 2.4 Activity plan and work packages Besides a more general project description, project applicants are expected to provide details about the project's activity plan. The activity plan is organised into work packages. The activity plan should be realistic and coherent, and if carried out, lead to the achievement of the project overall objective. The **project overall objective** provides the general context for what the project is trying to achieve, and aligns with the programme priority specific objective. It relates to the strategic aspects of the project. The **project specific objective** is a statement describing what the project is trying to achieve. Each project can have several specific objectives which should logically contribute to the project overall objective. In operational terms, each project specific objective should be translated into a dedicated work package. This means that each work package should represent a milestone, or major developmental step in the project lifecycle necessary to be able to achieve the overall project objective. It is recommended to have up to 3 work packages. Work packages provide information about the timing of the activity plan, the involvement of project partners, details about activities and deliverables, and if relevant, details about the outputs expected to be achieved by the end of the work package. A **deliverable** is a side-product or service of the project activities that contributes to the development of project output(s). Outputs should be quantified with the use of output indicators. You can find more information about the indicators in chapter 2.3. **Note** : project outputs should be described in the work package that will deliver the output. Each work package does ++not++ need to deliver an output. ![image-20230522-100636.png](https://programmemanual.interreg-npa.eu/__attachments/a_1df27f3fdd88d17c38b4253283b21070044105bbfb46e99bad285bf107ae5847/image-20230522-100636.png?cb=1336ecd4fe4aaa732a703a32d14ccac4) Figure 6 - Work Package Structure --- language: "en" --- # 2.5 Communication ## 2.5.1 The role of the project The Northern Periphery and Arctic programme is part of the Interreg programmes funded by the European Union Cohesion Policy. Interreg programmes were established based on the belief that cooperation is key to sustainable and harmonious economic, social and territorial development. For this reason, the European Commission continues placing emphasis on communicating results, hoping to increase awareness among citizens about the results achieved with European cooperation funding, attract more potential project partners and increase transparency. In line with the Commission's strategy, the Interreg NPA communication aim is to raise awareness about the Northern Periphery and Arctic Programme 2021-2027, its objectives and its outputs by engaging with (potential) beneficiaries, relevant stakeholders and the public. Projects also have a role to play in reaching the programme results: * **Projects form the link between the programme and the citizens in the NPA area** Project partners are located in the communities that the programme wishes to reach. Project partners can communicate with the stakeholders, policy makers and citizens in their own language. * **Projects produce tangible outputs that impact citizens** It is easier to communicate the results and benefits of transnational cooperation to the citizens and stakeholders when you can show tangible outputs and improvements in the daily lives of end users. For this reason, communication is an essential part of the project for the achievement of both the project and the programme's results. ![image-20230522-100907.png](https://programmemanual.interreg-npa.eu/__attachments/a_b47a70dfda56377088e122983e6fef4bbfc89f8ffe24879233c7c0b25e7c9c5c/image-20230522-100907.png?cb=c5c8f950da7009700c87a8dcda726cd5) Figure 7 - Why project communication is important. When developing a project, applicants will have to describe the general approach to communication and detailed information on communication objectives and activities in each work package. ## 2.5.2 Communication approach Each project must have a strategic approach to communication addressing internal information flows and external outreach efforts. Internal communication describes who will coordinate project communication and how the involvement and contribution of all partners will be organised. External outreach addresses communication measures and messages, as well as what languages, tools and channels will be used to engage with relevant stakeholders and support the uptake of project outputs and results. A successful approach to communication brings added value and benefits to the project in terms of: * Better coordination between partners and better management, * Better project implementation, * Raised awareness among end users and target communities, * Better viability of the project outputs and therefore results, * More political support and support from citizens to ensure a longer lasting impact of the project and more future support, * Attracting more match funding and outside investments from participating organisations and other stakeholders. ## 2.5.3 Communication objectives and activities Communication objectives and activities are to be described in the project Application Form. For each relevant work package, the corresponding communication objective(s) should be described giving information about **how** communication work will contribute to the project specific objectives. To be able to meet the project objectives, the partners may need to engage with relevant stakeholders, for example through communication activities that: * raise awareness, * change attitudes or beliefs, * change behaviour. Communication activities in each work package describe **what** needs to be done to raise awareness, change attitudes/beliefs/behaviours thereby contributing to the project specific objectives and ultimately, to the results sought by the project. ![image-20230522-101753.png](https://programmemanual.interreg-npa.eu/__attachments/a_3c09438619942c8eb7c2361048bc1b326e55ac625996c708d700cbc97310d4cf/image-20230522-101753.png?cb=ab3415e42480804481ff93455ac50a7d) Figure 8 - From activities to change, a basic example how communication work supports project achievements ## 2.5.4. Good-to-know when planning resources for communication **All projects** that receive European funding must comply with the publicity requirements stipulated in the European regulations. These are briefly outlined below and further detailed in the implementation chapter. 1. Displaying the programme/project logo in a visible manner on any materials intended for the general public or for participants. 2. Providing on the partner's official website or social media sites, a short description of the project; 3. Publicly displaying at least one poster of a minimum size A3 or equivalent electronic display, with information about the project and programme. In addition to the regulatory requirements above, the following should be considered when planning activities and resources for **project communication,** except Preparatory projects. ### Interreg NPA requirements All Main and Small-scale projects are expected to: 1. Maintain and update the project mini-website, part of the programme website. 2. Produce at least 2 media products outlining the project's vision (at the beginning of the project) and achieved results (at the end of the project); 3. Organise activities, events and any other relevant initiatives to ensure the engagement of relevant target groups across all participating countries and partners. 4. Have a social media presence. 5. Attend NPA event during the project lifetime More detailed information about each of the points above is available in Chapter 4 -- How to implement. ### Budget sufficient resources Sufficient budget for communication expertise and participation in events should be available at all partner organisations. The programme may ask the project representatives to present their project, results, and achievements at events. Interreg NPA and other relevant events: * Participation in NPA events is recommended for all project partners. Such events take place usually in the spring or autumn in one of the NPA regions. * Lead partners are expected to attend Lead Partners seminars, indicatively 2 in the lifetime of a project, once at the JS premises, once in the programme area. A project and financial manager are usually invited. Potentially, meetings targeting Project Communication mangers will be organised back-to-back to LP Seminars once in a project lifetime. * All partners shall budget for participation in information and communication initiatives organised by Regional Contact Points in the NPA regions, indicatively once a year. The programme encourages participation in Arctic and/or EU thematic events and competitions. This is an eligible project cost when relevant for the project objectives. The Interreg NPA programme also contributes to raising awareness about the role of the programme in EU Arctic Policy by facilitating synergies and clustering among Arctic and near-Arctic stakeholders in the Interreg Arctic Cooperation framework. ### Project visual identity Projects will not be expected to develop an own logo, website, and corporate image. Templates and a branding guidance will be provided by the Programme based on the Interreg Joint Branding initiative, in line with European regulations. Templates will include: a programme-project logo, a project mini-website as part of the main programme website, an A3 poster, and project branding guidelines. Projects may decide to develop an own logo and website/portal. These projects will have to demonstrate the need for an own visual identity in relation to the strategic and durable achievement of results. This will have to be outlined in the Application form and prove to be a good fit within the project logic. Any own project logo or website will need to integrate the mandatory combined programme/project logo and will not replace the mini-website. ### Open access results Outputs and results of all Interreg NPA funded projects must be openly accessible, the results must be free of charge and available to anyone. For this reason: * projects should plan for outputs and results to be available without restrictions; * project outputs and results that are intended for uptake and further use must be publicly available; * partners shall ensure a royalty-free, non-exclusive and irrevocable licence to use project outputs and communication materials, and any pre-existing rights attached to it, to the programme bodies and EU institutions. This shall not require significant additional costs or a significant administrative burden for the project partners or for the programme bodies. To support a wide spread of the project deliverables and outputs, and to make them available to the public, the Interreg NPA programme and European Institutions will together with the project partners contribute to promoting project outputs and results. --- language: "en" --- # 2.6 Horizontal Principles [![HP-tutorial.jpg](https://programmemanual.interreg-npa.eu/__attachments/a_f488fe0f093521a4abeaebe5b6718434ba20a282108efa001c58ca75fb192d33/HP-tutorial.jpg?cb=0ccc254475ee7bbecf27ddd6c30ec92e)](https://youtu.be/fM70UmdIcQA) Watch a short video introduction to Horizontal Principles Horizontal principles must be incorporated in every project and at all stages; from project design and implementation, to outputs and project evaluation. This means that taking into account the challenges in the Programme area, project activities should strive for sustainable development, with gender equality, non-discrimination and accessibility and inclusion of underrepresented groups, including indigenous peoples and other culturally and linguistically distinct groups originating from the NPA area. Activities should be carried out with respect for fundamental rights. More specifically, every project approved by the Interreg Northern Periphery and Arctic Programme is required to contribute to the improvement of the following 4 initial horizontal principles[^\[1\]^](#): * The EU Charter of Fundamental Rights * gender equality * non-discrimination (including accessibility) * sustainable development Understanding and integrating these initial horizontal principles is highly relevant to all applicants and will influence the selection process. The programme provides guidance and training on horizontal principles during the project implementation phase. ## How to include Horizontal Principles in the project When writing project applications, applicants have to already think about how these three horizontal principles will be addressed during the project implementation and embedded in all project activities. It is important that you, the applicant, describe these concrete actions and ideas clearly in the application form. See this not as the starting point, but the continuation of what your organisation is already doing. Are there any best practices for social, economic, or environmental sustainability that your organisation has come up with? Would these be useful to share with other project partners and to include into the project? These practices can be very different and tailored to the needs of the organisation. In the [guidance materials](https://www.interreg-npa.eu/resources/horizontal-principles/), you can find tips for how to move Horizontal Principles higher on the agenda. The materials help you review best practices from your own organisation, and help you describe concrete project actions that contribute to a greener, more inclusive NPA. ## 2.6.1. The EU Charter of Fundamental Rights All projects must respect fundamental rights according to the Charter of Fundamental Rights of the European Union[^\[2\]^](#). The Charter outlines the fundamental rights and freedoms of European citizens, whilst taking into account values of solidarity and justice. The fundamental rights described in the EU Charter are viewed as integral and foundational for the other 3 initial horizontal principles. ## 2.6.2. Gender equality All projects shall ensure that equality between men and women, gender mainstreaming, and the integration of a gender perspective are taken into account and promoted at all stages of the project lifecycle. When writing a project application, think about how your project will ensure that there is an equal gender representation in your project. And more importantly, consider how you are planning to reach out to and involve the gender that is underrepresented in the project´s activities and implementation. Write down concrete steps, actions, lists of organisations to reach out to, etc Find inspiration on how to reach gender-balance in projects, [here](https://www.interreg-npa.eu/media/3gkdodct/more-gender-balanced-npa.pdf). ## 2.6.3. Non-discrimination Projects shall take appropriate steps to prevent any discrimination based on gender, racial or ethnic origin, religion or belief, disability, age or sexual orientation during the preparation, implementation, and evaluation of projects. In particular, accessibility for persons with disabilities shall be taken into account throughout the preparation and implementation of projects. Projects should strive to involve underrepresented groups, including indigenous peoples and other culturally and linguistically distinct groups originating from the NPA area. When writing a project application, describe concrete steps, ideas, and plans on how your project will prevent any discrimination and ensure that everyone has an opportunity and possibility to join project activities, get to know about the achievements, and benefit from the results. Be as concrete as possible in describing how the project will reach out to and involve underrepresented groups. Get inspiration on how to be more inclusive in project´s activities, event, meetings and during its implementation, [here](https://www.interreg-npa.eu/media/4rvni4ik/more-inclusive-npa.pdf). ## 2.6.4. Sustainable development Projects should be carried out in line with the objective of promoting sustainable development, taking into account the UN Sustainable Development Goals[^\[1\]^](#), the Paris Agreement[^\[2\]^](#) and the "do no significant harm" principle[^\[3\]^](#) (DNSH). The objectives of the programme take into account the DNSH principle, and for this reason, all projects addressing the objectives of the programme are in line with the DNSH principle. Projects are expected to undertake actions throughout the project lifecycle to avoid, or reduce, the environmentally harmful effects of interventions and ensure beneficial social, environmental and climate results through: * directing investments towards the most resource-efficient and sustainable options; * avoiding investments that may have a significant negative environmental or climate impact, and supporting actions to mitigate any remaining impacts; * taking a long-term perspective when 'life-cycle' costs of alternative options for investment are compared; and * increasing the use of green public procurement. When writing a project application, describe concrete steps, ideas, and plans on how your project planning is to make its activities, management, and implementation more sustainable and environmentally friendly. Does your organisation have a list of recommendations on how to decrease the carbon footprint of its events, meetings, or workshops? Does it fit to your project to organize paper-free meetings and events? Can you think of other actions to make your project activities more sustainable and environmentally friendly? Write them on the application form. Get inspiration on how to make your project greener and more sustainable, [here](https://www.interreg-npa.eu/media/s3ijetrw/more-greener-npa.pdf). ## 2.6.5 Other horizontal principles relevant for projects **New European Bauhaus** The New European Bauhaus[^\[4\]^](#) is an interdisciplinary initiative of the European Commission, that advocates a holistic and balanced approach between 3 core values: sustainability, inclusivity, and aesthetics. Where relevant, projects are invited to apply this holistic approach in their design and implementation. **Strategic Procurement** The Interreg NPA supports the strategic use of public procurement[^\[5\]^](#) to support Policy Objectives. Projects are encouraged to use more quality related and lifecycle cost criteria. When feasible, environmental (e.g. green public procurement criteria) and social considerations as well as innovation incentives should be incorporated into public procurement procedures. *** ** * ** *** [\[1\]](#) Article 9, Common Provisions Regulation (EU) 2021/1060, [link](https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:32021R1060), [\[2\]](#) Charter of Fundamental Rights of the European Union 2012/C 326/02, [link](https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=celex:12012P/TXT) *** ** * ** *** [\[1\]](#) United Nations Sustainable Development Goals, [link](https://sdgs.un.org/goals) [\[2\]](#) The United Nations 2015 Paris Agreement, [link](https://unfccc.int/process-and-meetings/the-paris-agreement/the-paris-agreement) [\[3\]](#) Articles 6 and 17, Sustainable Finance Taxonomy Regulation (EU) 2020/852, [link](https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:32020R0852) [\[4\]](#) New European Bauhaus, [\[5\]](#) European Commission's Public Procurement Action Plan, [link](https://ec.europa.eu/regional_policy/en/policy/how/improving-investment/public-procurement/) --- language: "en" --- # 2.7 Project budget The expected total budget size and duration for different project types in the NPA programme are displayed in the table below. All amounts are in Euros. **Note**: the total budget is the sum of the NPA co-financing, the partner contribution, and any external contribution to the project. Table 7 - Budget size and duration per project type |---------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------|---------------------------| | **Project type** | **Total budget size\*** | **Duration** | | **Main projects** | More than 200 000 EUR. A main project has an average budget of 1 500 000 EUR. | Typically 3 years | | **Preparatory projects to develop main projects** | Up to 50 000 EUR\*\* for a 6-month preparatory project Up to 100 000 EUR\*\* for a 12-month preparatory project | Typically 6-12 months | | **Preparatory projects for capacity building in ISO1 (Priority 3)** | Up to 200 000 EUR\*\* | Typically 18 months | | **Clustering projects** | Up to 200 000 EUR\*\* | Typically up to 12 months | | **Other small-scale projects (to be decided by the MC)** | Maximum 200 000 EUR\*\*, but a smaller total budget can be set by the MC on a call-by-call basis. | To be decided by the MC | * Total budget size is the sum of NPA co-financing, partner contribution and any external contribution. \*\* *The support to the beneficiaries will be handled as a lump sum based on a draft budget established on a case-by-case basis and agreed ex ante by the Managing Authority. In some cases, the lump sums can be based on achievement at set milestones.* For all project types, maximum grant rates as described in table 2 (section 1.3 Programme funding) apply. The Interreg NPA grant is on condition of the partner's own contribution or external public or private cash match funding confirmed through a partner statement form. Tasks and activities should be shared as far as possible by dividing project expenditure between different partners in the project. No invoicing between partners for project activities is allowed. In cases, where it is not possible to share tasks and activities proportionally between the partners, one project partner can carry the shared costs, including it as eligible expenditure in the individual project partner budget. The project partner in question will then receive a larger proportion of the Interreg NPA funding in the project. It should be noted that expenditure declared by beneficiaries in main projects will undergo checks by identified controllers. Financial control of project expenditure may incur a cost to the individual project partner being controlled and this needs to be budgeted for. The Lead Partner is responsible for setting up arrangements for management verifications regarding costs for partners outside the programme area, as described in [section 2.2](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-2-partnership.md). The project budget is to be entered in the application form in the electronic monitoring system Jems. Each project partner is to register expenditure divided per cost category and financing split into co-financing from the programme, the partners own contribution and/or any other public or private contribution. An overview of the total project budget and details on the financial setup of the project is generated from the partner budgets, divided by cost category. --- language: "en" --- # 2.8 Eligibility of expenditure The following Interreg NPA Eligibility Rules, laying down the details concerning eligibility of expenditure in the NPA programme, shall be applied for all projects co-financed by the Programme. The rules take into account the specific rules for eligibility of expenditure set up by the European Commission, with some further programme specific requirements agreed between the programme partner countries. The same rules apply regardless of which country the project partner operates in. Only in cases where expenditure is not covered by the European Commission rules and/or the Interreg NPA Eligibility Rules, national rules of the country where the expenditure is incurred shall apply. The following cost categories are allowed in the Interreg NPA: 1. Staff costs 2. Office and administrative costs 3. Travel and accommodation costs 4. External expertise and services costs 5. Equipment costs All expenditure in the allowed categories has to be project-related. This means that it should be clearly connected to project activities traceable in the approved application form. Furthermore, the expenditure has to be incurred, entered into the project accounts and paid by, or on behalf of, the project partner during the project period determined by the Managing Authority in the Grant Letter. It should be noted that value added tax (VAT) is normally eligible, even if it is recoverable for the project partner. National procurement rules have to be observed for all partners (regardless of legal status) and all purchases. Full documentation of the procurement is obligatory for expenditure to be regarded as eligible. Even below national and EU thresholds, contracts with external providers shall comply with the principles of transparency, non-discrimination, equal treatment, and effective competition. ## 2.8.1 Staff costs Staff costs cover costs of staff members employed by the partner organisation, who are directly working on the project. 1. Staff costs shall consist of gross employment costs of staff employed by the Interreg partner in one of the following ways: 1. full time; 2. part-time with a fixed percentage of time worked per month; 2. Staff costs shall be limited to the following: 1. salary payments related to the activities which the entity would not carry out if the operation concerned was not undertaken, provided for in an employment document, either in the form of an employment or work contract or an appointment decision, or by law, and relating to responsibilities specified in the job description of the staff member concerned. Payments to natural persons working for the Interreg partner under a contract other than an employment or work contract may be assimilated to salary payments and such a contract shall be considered to be an employment document. 2. any other costs directly linked to salary payments incurred and paid by the employer, such as employment taxes and social security including pensions as covered by Regulation (EC) No 883/2004 of the European Parliament and of the Council, on condition that they are: 1. provided for in an employment document or by law; 2. in accordance with the legislation referred to in the employment document and with standard practices in the country or the organisation where the individual staff member is actually working, or both; and 3. not recoverable by the employer. 3. Staff costs may be reimbursed either: 1. as reimbursement of eligible costs actually incurred by a beneficiary, proven by the employment document and payslips; 2. as lump sums under simplified cost options as set out in point (c) of Article 53(1) of Regulation (EU) 2021/1060. In such cases, staff costs will be included in a lump sum. The lump sum is paid if the conditions as defined in the Grant Letter are met. No supporting documents are required for verification of the staff costs. 4. Staff costs related to individuals who work on part-time assignment on the operation, may be calculated as: a fixed percentage of the gross employment cost in line with a fixed percentage of time worked on the operation per month, with no obligation to establish a separate working time registration system. The employer shall issue a document for employees setting out that fixed percentage and a description of tasks of the employee in the project ( a [Task Assignment Document](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md) template is available in the download area). ### Calculation method for staff costs Calculation method for staff costs Depending on the type of staff engagement in the project (full-time or part-time with a fixed percentage), the staff costs of each individual are calculated as follows. Table 8 - Staff cost calculation methods |------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------| | **Engagement in the project** | **Calculation method** | | **Full-time** | An individual dedicates 100% of his/her working time to the project. Staff costs = Total of the gross employment cost | | **Part-time assignment with a fixed percentage of time worked on the project per month** | An individual dedicates a fixed percentage of his/her working time to the project. Staff costs = Total monthly salary (gross salary) \* Fixed percentage | For staff members who work on a part-time assignment on the project, the percentage of the assignment must reflect the employee's related tasks, responsibilities and functions performed in the project. A task assignment document, issued individually for each employee working on the project part-time, should include the percentage of working time of an employee on the project per month and a description of tasks of the employee in the project. When the fixed percentage method is used, there is no requirement to use timesheets. ### Audit trail for staff costs Audit trail for staff costs The following documents must be available for control purposes: * Employment document or any other equivalent legal agreement that permits the identification of the employment relationship with the partner's organisation; * Document setting out the percentage of time to be worked on the project per month (if not specified in the employment document) (for part-time assignment using fixed percentage); * Tasks description (task assignment) providing information on responsibilities related to the project (if not included in the document in the previous point or employment document (for part-time assignment using fixed percentage); * Payslips or other documents of equivalent probative value; * Proof of payment of salaries and the employer's contribution *** ** * ** *** ## 2.8.2. Office and administrative costs This cost category covers general office and administration expenditures related to the project. 1. Office and administrative costs shall be limited to the following elements: 1. office rent; 2. insurance and taxes related to the buildings where the staff is located and to the equipment of the office (such as fire or theft insurance); 3. utilities (such as electricity, heating, water); 4. office supplies; 5. accounting; 6. archives; 7. maintenance, cleaning and repairs; 8. security; 9. IT systems; 10. communication (such as telephone, fax, internet, postal services, business cards); 11. bank charges for opening and administering the account or accounts where the implementation of an operation requires a separate account to be opened; and 12. charges for transnational financial transactions. 2. Office and administrative costs shall be financed as a flat rate only, and they shall be calculated as a fixed percentage of 15% of the eligible direct staff costs. ### Audit trail for office and administration costs The flat rate does not require documenting that the expenditure has been incurred and paid, or that the flat rate corresponds to real costs. *** ** * ** *** ## 2.8.3. Travel and accommodation costs 1. Travel and accommodation costs, regardless whether such costs are incurred and paid inside or outside\* the programme area, shall be limited to the following cost elements: 1. travel costs (such as tickets, travel and car insurance, fuel, car mileage, toll, and parking fees); 2. the cost of meals; 3. accommodation costs; 4. visa costs and 5. daily allowances. 2. Any cost element listed in points (a) to (d) of paragraph 1 covered by a daily allowance shall not be reimbursed in addition to the daily allowance. 3. Travel and accommodation costs of external experts and service providers fall under external expertise and services costs. 4. Direct payment of expenditure for cost elements listed in points (a) to (d) of paragraph 1 by an employee of the beneficiary shall be supported by a proof of reimbursement by the beneficiary to that employee. 5. Travel and accommodation costs of an operation may be calculated at a flat rate of 15 % of the direct staff costs of that operation. If the option of a flat rate is chosen, this must be applied on partner level for the entire duration of the project. \*For travel and activities outside the programme area, please check the [FAQ section](https://programmemanual.interreg-npa.eu/ProgrammeManual/frequently-asked-questions.md). ### Audit trail for travel and accommodation costs The flat rate option does not require any documenting that the expenditure has been incurred and paid, or that the flat rate corresponds to real costs. In case the real cost reimbursement option is used, the following main documents must be available for control purposes: * Agenda or similar of the event; * Paid invoices (e.g. hotel invoice, travel ticket); * Daily allowance claim; * Proof of payment. *** ** * ** *** ## 2.8.4 External expertise and services costs 1. External expertise and service costs cover expenditures paid by the partner organisation for the support in the project implementation provided by a public or private body, or a natural person outside the partner organisation and all partners of the project. External expertise and services costs shall be limited to the following services and expertise: 1. studies or surveys (such as evaluations, strategies, concept notes, design plans, handbooks); 2. training; 3. translations; 4. development, modifications and updates to IT systems and website; 5. promotion, communication, publicity, promotional items and activities or information linked to an operation or to a programme as such; 6. financial management; 7. services related to the organisation and implementation of events or meetings (including rent, catering or interpretation); 8. participation in events (such as registration fees); 9. legal consultancy and notarial services, technical and financial expertise, other consultancy and accountancy services; 10. intellectual property rights; 11. management verifications carried out by identified controllers; 12. the provision of guarantees by a bank or other financial institution where required by Union or national law or in a programming document adopted by the monitoring committee; 13. travel and accommodation for external experts, speakers, chairpersons of meetings and service providers; and 14. other specific expertise and services needed for operations. 2. Sub-contracting between partners, including associated partners, is not allowed. ### Audit trail for external expertise and services costs The following main documents must be available for control purposes: * Evidence of the procurement process (announcement, selection, award) in line with the legal status/organisational/regional/national procurement rules or the EU procurement rules depending on the amount of the contract and programme specific rules; * A document laying down the services to be provided with a clear reference to the project and the programme. For instance, for experts paid on the basis of a daily fee, the daily rate together with the number of days contracted and the total amount of the contract must be included in the contract. Any changes to the contract must comply with the public procurement rules and must be documented; * An invoice or a request for reimbursement providing all relevant information in line with the applicable accounting rules; * Outputs of the work of external experts or service deliverables; * Proof of payment. *** ** * ** *** ## 2.8.5. Equipment costs 1. Costs for equipment purchased, rented or leased by the beneficiary of the operation other than those covered by office and administrative costs shall be limited to the following: 1. office equipment; 2. IT hardware and software; 3. furniture and fittings; 4. laboratory equipment; 5. machines and instruments, 6. tools or devices; 7. vehicles; and 8. other specific equipment needed for operations. 2. Costs for the purchase of second-hand equipment may be eligible subject to the following conditions: 1. no other assistance has been received for it from the Interreg funds or from any other programme within the European Regional Development Fund (ERDF), the European Social Fund Plus (ESF+), the Cohesion Fund, the Just Transition Fund (JTF), the European Maritime, Fisheries and Aquaculture Fund (EMFAF), the Asylum, Migration and Integration Fund (AMIF), the Internal Security Fund (ISF) and the Instrument for Financial Support for Border Management and Visa Policy (BMVI); 2. its price does not exceed the generally accepted price on the market in question; and 3. it has the technical characteristics necessary for the operation and complies with applicable norms and standards. ### Audit trail for equipment costs The following main documents must be available for control purposes: * Evidence of the procurement process (announcement, selection, award, contract) in line with the legal status/organisational/regional/national procurement rules or the EU procurement rules depending on the amount of the contract and programme specific rules; the technical characteristics have to be in line with the project purposes; * Any changes to the contract must comply with the public procurement rules and must be documented; * An invoice or a request for reimbursement providing all relevant information in line with the applicable accounting rules; * Actual equipment purchased and evidence of equipment purchased, rented or leased; * Calculation scheme of depreciation, if applicable; * Proof of payment. *** ** * ** *** ## 2.8.6 Indicative list of ineligible expenditure The following costs are not eligible in the INTERREG NPA: 1. fines, financial penalties and expenditure on legal disputes and litigation; 2. costs of gifts; or 3. costs related to fluctuation of foreign exchange rate. 4. Recoverable VAT for partners funded under GBER Article 20 and 20a. ## 2.8.7 References European Commission rules on eligibility of expenditure can be found in: * Regulation (EU) No 1059/2021, Articles 37-44 * Regulation (EU) No 1060/2021, Articles 63-68 Please note that there are also a number of other EU Regulations applicable to the project activities. For example, regulations regarding public procurement and State Aid. It should be kept in mind that there might also be EU Regulations applicable for the specific area in which the project operates. --- language: "en" --- # 2.9 Simplified Cost Options In order to minimize the administrative burden on the beneficiaries of the INTERREG NPA programme, the below Simplified Cost Options (SCOs) provided for in the EU regulations are made available to projects: 1. It is **mandatory** to use a 15% flat rate for office and administration on staff costs**.** 2. It is **optional** to use a 15% flat rate for travel on staff costs. 3. There is also an option to report costs as staff costs + a 40% flat rate for all other costs than staff. Only the staff cost will be verified by Controllers. This SCO will be available **on a case-by-case basis** , but ++not++ mandatory. Project applicants apply based on a draft budget detailing all cost categories. If relevant, this will be changed by the programme administration after project submission. 4. For staff cost related to individuals who work on part-time assignments, the costs should be calculated as a fixed percentage of the gross employment cost, in line with a fixed percentage of time worked on the project per month, with no obligation to establish a separate working time registration system. 5. Lump sums for small-scale projects will be mandatory for projects where the total cost of the operation is less than EUR 200 000 (the EU part), except for operations for which the support constitutes State Aid. ## Audit trail for SCOs In the implementation of projects, verification of SCOs shall aim at verifying that the conditions for reimbursement of expenditure to the beneficiary have been met and that the established rates and amounts for SCOs have been correctly applied. Underlying financial or procurement documents shall not be requested with a view to check the amounts incurred and paid by the beneficiary. In case of flat rate financing, only the basis cost will be controlled and verified, i.e. staff costs. Verification of lump sums will cover the achievement of deliverables as outlined in the Grant Letter. This is checked by the JS before a payment of the lump sum is made by the MA. For the audit/ control of the correct application of the SCO, the following documents should be in place: * **For flat rates**: programme rules to verify that the flat rate takes into account the correct cost categories, and that the correct percentage is used, and that calculations are correct; basis costs; verification that other reported project expenditure is not already covered by flat rates. * **For lump sums**: evidence of lump sum deliverables as outlined in the Grant Letter; criteria for the payment of the lump sum (payment triggers); verification that other reported project expenditure is not already covered by the lump sum --- language: "en" --- # 2. How to Develop a Project * [2.1 Project types](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-1-project-types.md) * [2.2 Partnership](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-2-partnership.md) * [2.3 Project outputs, results and indicators](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-3-project-outputs-results-and-indicators.md) * [2.4 Activity plan and work packages](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-4-activity-plan-and-work-packages.md) * [2.5 Communication](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-5-communication.md) * [2.6 Horizontal Principles](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-6-horizontal-principles.md) * [2.7 Project budget](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-7-project-budget.md) * [2.8 Eligibility of expenditure](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-8-eligibility-of-expenditure.md) * [2.9 Simplified Cost Options](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-9-simplified-cost-options.md) * [2.10 State Aid](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-10-state-aid.md) --- language: "en" --- # 2. Themes for youth projects The topics of the Youth Call reflect what young people across the Northern Periphery and Arctic region have said matters most to them. They are designed to match real needs and interests across these remote and diverse areas. The themes are broad and flexible. This means they can support many kinds of ideas and project approaches, as long as they are relevant to young people and the challenges they face. ## Resilient communities This theme is about helping communities become stronger. It focuses on how people can prepare for and respond to challenges such as climate change, natural disasters, and social or economic pressures. Projects help people learn new skills, work together, and adapt so their communities can recover and keep developing. ### Natural and cultural heritage This theme is about protecting nature and culture in the NPA region. It includes actions that support biodiversity, climate resilience, and more sustainable ways of living. It also covers local traditions, history, and cultural identity. It supports projects that promote environmental action, conservation, and sustainable living. ### Mental health \& wellbeing This theme supports better mental health and wellbeing for young people. Projects focus on prevention and positive activities that help young people live healthier, more balanced lives. The aim is to support both mental and emotional wellbeing in everyday life. ### Youth skills \& entrepreneurship This theme is about helping young people build skills for the future. It supports learning that prepares young people for jobs or starting their own projects or businesses. It also helps address youth unemployment and supports young people to take part in working life and their communities. ### Community development This theme gives young people a stronger voice in their communities. It supports their involvement in local and regional planning and decision-making. Projects can also bring new ideas and digital tools into public services. The goal is to make communities more open, inclusive, and active. ### Peer learning \& Mentoring This theme is about young people learning from each other. It supports sharing skills and experiences with peers both locally and across borders. With mentoring and support, young people can learn, grow, and help each other. Projects can focus on issues that young people themselves find important. ### Your questions What to do if my project idea fits with several themes? In case you see that your idea could fit two or more themes, contact the Joint Secretariat, who will help you find the best fit for the project idea. Where in JEMS should I choose the theme? All youth projects must apply under Specific Objective 3.1. This is selected from a drop-down menu in question A.1 in JEMS. In question A.2, applicants are asked to specify their chosen theme in an open text field. --- language: "en" --- # 3.3 Main Projects - Application and Selection Procedure ## 1. Admissibility, Eligibility and Quality assessment by the Joint Secretariat The first stage of the eligibility assessment is an admissibility check, normally within the first two weeks. If the application is deemed to be incomplete, the Joint Secretariat will allow the Lead Partner applicant to complete the application. Should this not be possible, the application is deemed inadmissible. Project applications will then be checked against the eligibility criteria to ensure that they fulfil the technical requirements of the Programme. Details on the eligibility criteria can be found in chapter 3. An application could be deemed ineligible at this stage if it does not meet the eligibility criteria. Eligible applications will then undergo a quality assessment, looking among other things at the fit of the project with the specific objective, a coherent and logical setup, a budget that presents value-for-money, and a suitable partnership. ### 2. Regional Advisory Group (RAG) Appraisal RAGs will conduct an appraisal of the application, considering the project idea, and the application in general from a regional perspective, potential synergies with other funded projects, as well as the suitability of the partnership. The RAGs will make recommendations to the Joint Secretariat on whether the requests for funding should be supported. ### 3. Joint Secretariat completes Assessment and prepares Decision Proposal On the basis of their assessment and the recommendations from the Regional Advisory Groups, the Joint Secretariat will prepare proposals for decision to the Monitoring Committee. ### 4. Selection of projects by Monitoring Committee (MC) A recommendation for the approval or rejection of the project application will be made by a Monitoring Committee, made up mainly of representatives from each of the participating partner countries, on the basis of prioritisation against the selection criteria, which can be found in chapter 3. A project will be given a recommendation by the Monitoring Committee in line with one of the following categories: * Approval * Non-Approval Following the MC meeting, a member of the Joint Secretariat will inform the Lead Partner of the MC's recommendation. The Lead Partner will be responsible for communicating the MC's recommendation to the other project partners. In circumstances where the MC has formulated a number of conditions to be addressed during the project implementation, reference to these will be made in the Grant Letter. --- language: "en" --- # 3.4 Preparatory Projects - Application and selection procedure ## 1. Admissibility, Eligibility and Quality assessment by the Joint Secretariat The first stage of the eligibility assessment is an admissibility check, normally within the first two weeks. If the application is deemed to be incomplete, the Joint Secretariat will allow the Lead Partner applicant to complete the application. Should this not be possible, the application is deemed inadmissible. Project applications will then be checked against the eligibility criteria to ensure that they fulfil the technical requirements of the Programme. Details on the eligibility criteria can be found in chapter 3.3 of the Programme Manual. An application could be deemed ineligible at this stage if it does not meet the eligibility criteria. Eligible applications will then undergo a quality assessment, looking among other things at the fit of the project with the specific objective, a coherent and logical setup, a budget that presents value-for-money, and a suitable partnership. ### 2. Regional Contact Point (RCP) Appraisal RCPs will conduct an appraisal of the application, considering the project idea, and the application in general from a regional perspective, potential synergies with other funded projects, as well as the suitability of the partnership. The RCPs will make recommendations to the Joint Secretariat on whether the requests for funding should be supported. ### 3. Joint Secretariat completes Assessment and prepares Decision Proposal On the basis of their assessment and the recommendations from the Regional Contact Points, the Joint Secretariat will prepare decision proposals for the Monitoring Committee. ### 4. Selection of projects by Monitoring Committee (MC) Through a Written Procedure, a recommendation for the approval or rejection of the project application will be made by a Monitoring Committee, made up mainly of representatives from each of the participating partner countries, on the basis of prioritisation against the selection criteria, which can be found in chapter 3.3 of the Programme Manual. A preparatory project will receive a recommendation in line with one of the following categories: * Approval, including: * lump sum conditions * specification of supporting documentation for activities and deliverables outlined in the applicationRCP recommendations - partnership recommendations, as well as potential synergies with other initiatives * Any other project development recommendations from the JS or MA * Non Approval, based on any or a combination of the following reasons: * Poor fit with the programme strategy * Duplication of previously funded initiatives * Serious concerns about the project partnership * A lack of regional support * Perceived low value-for-money * An underdeveloped project idea * Insufficient programme funds Following the MC Written Procedure, a member of the Joint Secretariat will inform the Lead Partner of the MC's recommendation. The Lead Partner will be responsible for communicating the MC's recommendation to the other project partners. In case of approval, the draft budget will be converted to a lump sum budget in Jems. --- language: "en" --- # 3.2 Eligibility and Selection Criteria In order to be considered for funding from the Interreg Northern Periphery and Arctic Programme, each project application must fulfil a certain set of criteria. These criteria match the different stages of step 1 of the selection procedure, described in chapters 3.3 and 3.4. Admissibility criteria focus on whether the application is complete and correctly filled in, whereas eligibility criteria focus on whether the project meets the minimum requirements for transnational cooperation to be considered for funding in the Interreg NPA. Quality criteria assess the strategic and operational quality of the application. Table 9 -- Admissibility and Eligibility criteria |--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | **Eligibility criteria** | | Admissibility criteria | | 1. The proposal must be submitted before the deadline set for a given application call. 2. Obligatory annexes are signed and attached to the application form, such as Lead Partner and partner statements. 3. The application package is in the required language, English. 4. All applicable sections of the application form are correctly filled in. 5. Information presented in the application form and in the annexes is consistent. Project proposals failing to meet any of the requirements above will be deemed inadmissible, unless rectified within a set period. | | Eligibility criteria | | 6. Project partnership meets minimum criteria for geographical coverage for the project type as outlined in the call Terms of Reference 7. The Lead partner is an eligible organisation. 8. All project partners are eligible organisations. 9. The project duration meets the criteria for the project type as outlined in the call Terms of Reference. 10. The project budget size meets the criteria for the project type as outlined in the call Terms of Reference. 11. The Lead Partner has selected the three mandatory cooperation criteria. 12. The project application adheres to the four initial horizontal principles. Project proposals failing to meet any of the requirements above will be deemed ineligible. | Table 10 - Quality criteria |----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | **Quality criteria** | | Strategic assessment criteria | | *Project relevance* 1. The project addresses common territorial challenges of the programme or a joint asset of the programme area identified in the programme document - there is a real need for the project. 2. The project clearly contributes to a wider strategy on one or more policy levels (EU / national / regional). 3. The project will contribute to the achievement of programme's objectives and indicators, and the contribution is realistic. 4. The project makes use of available knowledge and builds on existing results and practices, whilst avoiding overlaps and replications. 5. The project demonstrates new solutions that go beyond the existing practice in the sector/programme area/participating countries, or adapts and implements already developed solutions. *Cooperation character* 1. The importance of transnational cooperation for the topic addressed is clearly demonstrated. The project demonstrates a high level of transnationality and a strong transnational impact throughout the programme area. 2. The results cannot (or only to some extent) be achieved without transnational cooperation. *Project intervention logic* 1. The project intervention logic is plausible. Project specific objectives are specific, realistic and achievable. 2. Project outputs and results are needed to achieve the project specific objectives, and their contributions to programme indicators are realistic. 3. Project outputs are durable (durability), and they are applicable and replicable by other organisations/regions/countries outside of the partnership (transferability) 4. The project makes a positive contribution to the horizontal principles, in particular sustainable development, equal opportunities for men and women, non-discrimination and accessibility. *Partnership relevance* 1. The project involves the relevant actors needed to address the territorial challenge/joint asset and the objectives specified. 2. With respect to the project's objectives, the project partnership: 1. is balanced with respect to the levels, sectors, territory 2. consists of partners that complement each other 3. is of a manageable and appropriate size 3. Partner organisations have proven experience and competence in the thematic field concerned, as well as the necessary capacity to implement the project 4. All partners play a defined role in the partnership and the territory benefits from this cooperation. | | Operational assessment criteria | | *Work plan* 1. The work plan is realistic, consistent and coherent according to the project intervention logic. 2. The distribution of tasks among partners is appropriate. *Communication* * The communication activities are expected to contribute to the project specific objectives, and they are appropriate to reach, engage and influence the relevant target groups and stakeholders. *Management* * Management structures and procedures in line with the project size, duration and needs. *Budget* 1. The project budget is used in accordance with the principles of economy, efficiency and effectiveness, and complies with the eligibility rules of expenditure. 2. Sufficient and reasonable resources are planned to ensure project implementation, and the proposal represents value-for-money. | --- language: "en" --- # 3.1 How to submit your application The Interreg NPA programme uses an online monitoring system called Jems to receive project applications. Jems will cover pre-contractual (applications for project financing) and post-contractual relationships (after project approval and signature of the Grant Letter) between the project and the programme bodies. The system is available online ([jems.interreg-npa.eu](https://jems.interreg-npa.eu/)) via standard web browsers, such as Google Chrome, Microsoft Edge or Mozilla Firefox (recent versions). Upon registration in Jems, the applicant user will be able to insert all application data in the system, assign access to other Jems registered users in order to collaborate on the application, and submit the application to the programme. Separate [guidance](https://npa-jum.scrollhelp.site/) and a Helpdesk ([jems@interreg-npa.eu](mailto:jems@interreg-npa.eu)) are available to support applicants in the use of Jems --- language: "en" --- # 3. How to Apply The selection and approval of projects is based on an open and competitive process based on the merits of each project. Partnerships will be able to submit project applications during open calls for projects scheduled indicatively twice a year at regular intervals in the spring and in the autumn. Exact dates are published on the[dedicated page of the programme website](https://www.interreg-npa.eu/for-applicants/applying-for-funds/). Project applications must be submitted via the electronic monitoring system [Jems](https://jems.interreg-npa.eu/no-auth/login) (Joint Electronic Monitoring System). A Jems [guidance](https://npa-jum.scrollhelp.site/) and a Helpdesk ([jems@interreg-npa.eu](mailto:jems@interreg-npa.eu)) are available to support applicants in the use of Jems Prior to the formal project application submission, the Joint Secretariat will conduct a pre-submission check to assist project idea holders to meet the completeness criteria for applications. Following the submission of an application via the electronic monitoring system Jems by the relevant deadline, the application is automatically registered, and the Lead Partner will be sent an electronic notification of the application's receipt by the Programme[\[1\]](#). After registration, each submitted project application will be subject to a 4-step selection procedure. * [3.1 How to submit your application](https://programmemanual.interreg-npa.eu/ProgrammeManual/3-4-how-to-submit-your-application.md) * [3.2 Eligibility and Selection Criteria](https://programmemanual.interreg-npa.eu/ProgrammeManual/3-3-eligibility-and-selection-criteria.md) * [3.3 Main Projects - Application and Selection Procedure](https://programmemanual.interreg-npa.eu/ProgrammeManual/3-1-main-projects-application-and-selection-proced.md) * [3.4 Preparatory Projects - Application and selection procedure](https://programmemanual.interreg-npa.eu/ProgrammeManual/3-2-preparatory-projects-application-and-selection.md) *** ** * ** *** [\[1\]](#) Until an automatic feature is available, the notification is sent by the Joint Secretariat. --- language: "en" --- # 3. How to apply? The Interreg NPA selects projects for funding based on a competitive call for project proposals: the Interreg NPA Youth Call. To receive funding, you must read the [Terms of Reference](https://www.interreg-npa.eu/media/1uepniot/youth-call-terms-of-reference.pdf) for this call and submit a project application describing the project objectives, work plan, how much it will cost and with which organisations you are going to work with. The application form must be completed online on our platform [Jems](https://jems.interreg-npa.eu/) and must be submitted before the deadline of the call, on **2** ^**nd**^**October 2026 by 12.00 noon CET**. Apply to Interreg NPA Youth Call in Jems: [jems.interreg-npa.eu](https://jems.interreg-npa.eu/) ## Your questions Can I see what the Application form looks like? Sure, below you can download an empty Word version of the application form and an empty budget file for each type of project. 📁 [See it! 6-month projects](https://www.interreg-npa.eu/media/htppkeq0/see-it_offline_files.zip) 📁 [Shape it! 12- months projects](https://www.interreg-npa.eu/media/1xdpzham/shape-it_offline_files.zip) 📁 [Make it work! 18-months projects](https://www.interreg-npa.eu/media/mumkkkwq/make-it-work_offline_files.zip) Please note that we can only accept applications submitted through the Jems platform. What else is needed for submitting the application? Each organisation participating in the project must include mandatory attachments signed by people authorised to sign on behalf of their organisations (legal representatives). * Lead Partner statement (download [here](https://www.interreg-npa.eu/media/jxjbqrj2/lp_statement_npa_updated.docx)) * Partner statements (download [here](https://www.interreg-npa.eu/media/ohqmd3wh/pp_statement_npa.docx)) If a private company is participating in the project as a partner, they need to also attach the latest certified annual report and an extract from an official company register, identifying the enterprise in the application, preferably in English. See the guidance [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/application-templates-and-guidance#Applicationtemplatesandguidance-Mandatoryapplicationattachmentsforenterprises). Is there any guidance for how to write a project application? Interreg NPA has prepared a generous number of guides, webinars, and templates to help you with your application process (all available at [Youth Call page](https://www.interreg-npa.eu/apply-for-funding/calls-for-projects/youth-call/)). We further recommend: * Reading through the Interreg NPA Programme Manual, which covers the application process fully, from [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/?l=en). * Checking out our Youth Track events #1 and #2 for some fundamental help. * Registering forhe "Ask us anything \& JEMS" event on September 9^th^ and get all your questions answered. Register for the session in [here](https://www.interreg-npa.eu/news-events/3-youth-track/). If you still have questions: * Contact the Regional Contact Point (RCP) in your country to get guidance in your own language and from your local perspective. Find the contact details for the RCPs [here](https://www.interreg-npa.eu/contact/regional-contact-points/). * Book an online meeting with Joint Secretariat Desk Officers for individual feedback and support at any time from January to September 2026**.** You can find the contact details for the Desk Officers [here](https://www.interreg-npa.eu/contact/). Can I use AI to write the application? First things first: do not rush the application process. Take the time to develop your project idea together with your human project partners, ensuring shared understanding and ownership. We recognise that artificial intelligence tools can be helpful in drafting and structuring application content. However, the partnership remains fully responsible for the content submitted in the Application Form. We therefore recommend carefully reviewing and refining any AI-generated text to ensure it is realistic, accurate, and fully aligned with the ambition and scope of the proposed project, as this is **what the partnership will ultimately commit to delivering**. The assessment team is experienced and able to recognise generic or low-quality AI-generated content. Overreliance on such content may affect the credibility of your application. I am having troubles with Jems. How can I get help? You can join a training on 9^th^ September: You can consult our Jems User Manual: You can write to the Helpdesk: [jems@interreg-npa.eu](mailto:jems@interreg-npa.eu) When will I know if my application is successful? All applicants will be informed on the outcome of their application shortly after the Monitoring Committee meeting , taking place on 8^th^ December 2026. --- language: "en" --- # 4.1 Project Start-up ## 4.1.1 Pre-contracting phase In the period from the MC decision until a Grant Letter is issued, the JS desk officer will approach the Lead Partner and have regular exchanges on any pre-contracting actions in the MC decision to agree on required updates to the application, including additional information on project management, bank details, the location where original documents are kept, and beneficial owners (a natural person that ultimately owns a company or legal arrangement, e.g. foundations, trusts). During the period between MC approval and the official project start date some project activities can be considered eligible. In general, these activities and costs should be limited addressing pre-contracting actions and other inception costs, such as administrative steps necessary to run the project. Core project activities should start on or after the official project start date. Start-up activities and costs may include, for example: 1. Setting up administrative requirements for managing project costs at the partner organisation; 2. Setting up your partnership Steering Committee and rules of procedure; 3. Drafting a Partnership agreement; 4. Assigning roles in the partnership; 5. Initiating recruitment procedures for project staff; 6. Contacting controllers; 7. Travel costs to attend programme events. ## 4.1.2. Start date and end date A formal start date for activities is set in discussion with the Joint Secretariat. The agreed date is stated in the Joint Secretariat assessment of pre-contracting actions and will be the date set in the Grant Letter. Before starting up any activities if a main project decision (Grant Letter) has not been issued, please contact the Joint Secretariat to ensure eligibility of activities and related costs. Project expenditure for project activities is eligible from the date stated in the Grant Letter. The end date will be stated in the Grant Letter and will normally be 36 months after the start date for a main project. For other types of projects it will be between 6-18 months. During the project period (start date until end date) all project activities including closure activities must be finished and all project expenditure must be paid. After the implementation period projects will have a three-month period to report. It is important that projects start according to the time plan in the decision to avoid delays towards the end of the project. Table 11 - Overview of dates and meaning for eligible expenditure |---------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------| | **Important dates** | **Basis** | **Costs allowed** | | **Start of eligibility** | Monitoring Committee decision date | Start-up costs | | **Project start date** | Main projects and Priority 3 small-scale projects: normally 2-3 months after the MC decision date, always the first day of the month. Preparatory projects: normally the first day of the month after the MC decision date. | Project implementation costs | | **Project end date** | Main projects: normally 36 months after the project start date, always the last day of the month. Preparatory projects: normally 6 or 12 months after the project start date, always the last day of the month. Priority 3 small-scale projects: normally 18 months after the project start date, always the last day of the month. | ALL project costs must be incurred AND paid by this date, both related to project implementation and final reporting. | | **Final report deadline** | Normally 3 months after the project end date | NO costs allowed. | ## 4.1.3. Grant Letter and contracting For projects recommended to be approved, a Grant Letter will be issued by the Managing Authority. The Grant Letter states the obligations and rights of the parties and constitutes the main agreement between the project and the programme. The Grant Letter contains information on the project, including start and end date of activities, total eligible budget, programme co-financing and contribution. In addition, detailed information on implementing conditions, reporting obligations and legal responsibilities are outlined in the [Grant Letter](https://programmemanual.interreg-npa.eu/ProgrammeManual/contracting-templates#Contractingtemplates-GrantLetter). Once the Grant Letter has been issued, the project will be contracted in Jems, which will give the partnership access to the reporting sections. ## 4.1.4. Partnership agreement While the Grant Letter is signed between the Lead Partner and the Managing Authority, project partnership agreements constitute the formal contract between the partners. While the LP is responsible for ensuring the implementation of the entire project towards the MA, each PP is responsible for ensuring the implementation of its part of the project towards the LP. The partnership agreement provides a framework for efficient project implementation and governance and aims at guaranteeing the project's compliance with the Interreg NPA programme. The use of a partnership agreement to carry out projects should help reduce risks by outlining for example: * Roles and duties in the partnership * Financial management of the project * Rules on recoveries * Modifications, withdrawal from obligations * Information and communication requirements, publicity and branding * Intellectual property rights, confidentiality and conflict of interest * Dispute settlement * Third party contracts, liability and outsourcing * Legal succession The NPA programme requires every project to have a partnership agreement in place no later than when the first project report is submitted to the JS. The agreement is however not reviewed nor approved by the programme administration. There is a template provided by HIT, [see link](https://programmemanual.interreg-npa.eu/__attachments/71434241/HIT_project_partnership_agreement_temp.docx?inst-v=e2175989-cbc9-4c14-908d-a8d26540e063). ## 4.1.5 Discuss Horizontal Principles at the kick-off meetings When a partnership is ready to begin implementing a project, it's customary to hold a physical or virtual kick-off meeting to agree on the actual implementation steps, tasks and responsibilities. During this meeting, it is also recommended that the partnership discusses the specific measures that will be taken to make events, meetings, and accomplishments more sustainable and inclusive. To assist projects in this task, the Secretariat prepared two documents to help partners identify, agree and follow such specific measures. The documents shall be used at the kick-off meeting and reviewed by the end of the 1st, 3rd and 6th reporting periods. Download the documents [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance#Reportingtemplatesandguidance-HorizontalPrinciplesidentificationandreporting). --- language: "en" --- # 4.2 Changes in the project implementation Project managers are expected to manage issues within the project in cooperation with their partnership. However, at some stage during the project implementation, it may become evident that changes to the original implementation plan are needed. Changes can be divided into administrative, minor, and major changes, each with their own procedure. For guidance, please see Table 12 below, or check with your JS Desk Officer. ## 4.2.1. Administrative changes These are smaller administrative changes of project information in Jems, such as contact details or partner information, such as bank account details. Lead Partners and partners are asked to follow the Jems instructions for keeping these details up-to-date. The original application remains unchanged. ## 4.2.2. Minor changes These are changes with no or only a minor impact on project spending patterns, the work plan, and the nature and quantity of project outputs and results. Minor changes can be handled as part of the project reporting. The original application remains unchanged. ## 4.2.3. Major changes These are changes with a significant impact on the project implementation, due to major changes in the project budget, the partnership, the project duration, and the nature and quantity of project outputs and results. Alternatively, these are changes that require an update of the project application. Generally, projects are expected to have a limited number of major changes in their lifetime. Major changes require prior approval by the programme administration. The application in Jems will need to be updated in line with the new decision. In addition, a new Grant Letter needs to be issued in case of changes to the eligibility period, a change of Lead Partner, and changes to the allocation per funding source. In case of a major change, the project manager must inform the Joint Secretariat Desk Officer as soon as possible. The project manager must describe the requested change together with a justification and an assessment of the impact on the project outputs and results. The Desk Officer may require the project manager to submit a revised application and/or supporting documentation, such as a partner statement, or a formal withdrawal letter ([example of withdrawal letter](https://interreg-npa.atlassian.net/wiki/spaces/PM/pages/edit-v2/71434241#Partner-withdrawal-letter)). Depending on the character of the change, other programme bodies such as the Managing Authority or Monitoring Committee may be involved in the change decision. Table 12 - Overview of project changes |--------------------------------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | **Type** | **Administrative Changes** | **Minor Changes** | **Major Changes** | | **Action** | To be updated in Jems by project | To be included in project report by LP | To be updated in application and/ or Grant Letter by programme administration | | **Budget** | - | * Minor budget changes between cost categories within the flexibility: 10% or 10.000 EUR per cost category on project level, whichever is the highest amount. * Minor deviations from spending targets * Change of external partner contribution source | * Major budget changes between cost categories beyond the flexibility: 10% or 10.000 EUR per cost category on project level, whichever is the highest amount. * Budget transfers between project partners. **Note**: Transferring budgets between partners in different funding sources is not permissible. | | **Partnership** | * Change of project management contact details (project manager, project communication officer, etc.) * Administrative changes of partner details, e.g. bank details, location of documents. | - | * Partner changes, including mergers or changes of the partner organisation's setup. * Partner withdrawals | | **Implementation plan, including outputs and results** | - | * Minor deviations from the work plan * Minor deviations from indicator targets | * An extension of the eligibility period. * Major implementation changes, significantly affecting the work plan, and the quantity and nature of outputs and results | --- language: "en" --- # 4.3 Control system This chapter explains the control system used in the Northern Periphery and Arctic Programme 2021-2027 to verify expenditure and project implementation. There are two levels in the control system for the Northern Periphery and Artic Programme 2021-2027: Management verifications (Control) and Audits. The management verifications of main projects and small-scale projects differ as outlined in sections 4.4 and 4.5. ## 4.3.1. Management verifications Expenditure declared by each beneficiary in payment claims will undergo checks by controllers, identified by their respective countries. Each partner should refer to the control system of the partner country where it is located, regardless of the Lead Partner's location. The Lead Partner is responsible for setting up arrangements for management verifications regarding costs for partners outside the programme area. To ensure coherence among controllers from all countries participating in the programme, all controllers will work with a set of templates and checklists, provided by the MA. All verifications performed by controllers, in Jems, will be documented. In **Sweden** , **Finland** , **Ireland** , and **Iceland** the control systems are centralised, whereas decentralised systems operate in **Norway** , **Greenland** , and the**Faroe Islands.** Project partners should consult the NPA website to find information on [National Controllers](https://www.interreg-npa.eu/contact/national-controllers/). | **How to get a controller in** | **Centralised system** | **Decentralised system** | |--------------------------------|--------------------------------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Sweden Finland Ireland Iceland | The controller is assigned by default. No action is required by the partner organisations. | | | Norway Greenland | | 1. The project partners should identify an organisation (audit firm etc) to perform the controls/management verifications. 2. The name and contacts of the chosen controller should be communicated via email to the [national controller](https://www.interreg-npa.eu/contact/national-controllers/) in the respective country. 3. The National Controller will approve a controller for each partner and introduce them to the task. 4. Partners may incur costs for the control of the project expenditure. In such cases, the costs for the control will normally be charged to the project, and will be considered an eligible project cost. | | Faroe Islands | | 1. The project partner notifies the [National Controller](https://www.interreg-npa.eu/contact/national-controllers/) that a controller needs to be appointed. 2. The National Controller appoints the controller for each partner and introduce them to the task. 3. Partners may incur costs for the control of the project expenditure. In such cases, the costs for the control will normally be charged to the project, and will be considered an eligible project cost. | ### Administrative verifications The controller's task is to check that project expenditure is eligible according to the NPA Eligibility Rules, European regulations and national legislation. These controls are in most cases performed by administrative verifications, i.e. desk checks of partner reports. Controllers will require the project partner to provide certain documentation in order to enable the control. Each controller will have different requirements, but in many cases a project ledger supported by invoices, evidence of public and private contributions, and other adequate documentation will be required. It is up to each partner country to establish procedures for holding documentation according to the EC regulation and applicable national legislation. An exception is if the partner applies one of the flat rate options, where the Controller in most cases will not require supporting documents. ### On-the-spot verifications The verification of operations in each NPA partner country will include both administrative verifications and on-the-spot verifications, where relevant. The level of risk identified during the administrative verifications influences the extent and detail of on-the-spot verifications. It is up to the controller to decide the format of the on-the-spot check. Different distance-spanning techniques could be used, if the quality of checks can be considered to be the same as when checks take place at the premises of the project partner. Besides checking costs and documentation, the on-the-spot check will ensure that expenditure declared is real and that outputs have been delivered. Project partners shall make accessible all necessary records, documents, and metadata, irrespective of the medium in which they are stored. On-the-spot checks should preferably be undertaken when the project is well underway. ### Risk based verifications Both administrative and on-the-spot checks shall be risk based and proportionate to the risks identified ex ante and in writing. The first partner report shall be validated based on 100% verification of costs, in order for the controller to be able to establish a risk profile. The following administrative verifications shall be based on the principle of a more extensive verification of items that are considered risky and a random sampling for other non risky items. Management verifications shall include administrative verifications in respect of all payment claims made by beneficiaries, but not all expenditure items within a payment claim need to be verified. The scope and coverage of management verifications should be based on a risk assessment, taking into account factors such as: * The type, size and the content of the project * The beneficiary * The level of risk identified by previous management verifications and audits * The risk assessment made by the Joint Secretariat during project approval. A 100% verification by controllers is possible, provided that it is properly justified. Overall responsibility for applying the risk-based methodology is with partner countries, but minimum requirements have been presented by the MA. ## 4.3.2. Audits Besides checks made by the identified controllers and the programme administration, there might also be additional checks organised by the partner country and performed on the project by an auditor, on the basis of an appropriate sample to verify the expenditure declared. Where a project partner is chosen in the sample, the audit authority, assisted by the national representatives of the Group of Auditors from the participating countries, shall carry out audits in order to provide independent assurance to the European Commission that management and control systems function effectively. These audits may be carried out both with administrative checks and on-the-spot checks to verify the costs. ## 4.3.3. Irregularities If irregularities are detected, and the funds involved in an irregularity have already been paid out to a project partner, the Managing Authority will have to initiate a recovery procedure. There are two possibilities: · Deducting the amount involved from the next payment to the project · Recovery of the amount involved from the Lead Partner via invoice When the amount is recovered from the Lead Partner, the Lead Partner is in turn expected to recover the funds from the partner committing the irregularity in line with the partnership agreement. ## 4.3.4. Anti-fraud measures Irregularities include fraud, with the distinction that when it is a case of fraud, there is the element of intentional deceit. The programme's objective regarding anti-fraud is to promote a culture which deters fraudulent activity. The programme administration will develop procedures to prevent and detect fraud and to deal with any cases timely and appropriately, referring them to relevant investigation bodies. The responsibility for an anti-fraud culture is the joint work of all those involved in projects. All potential applicants and project partners should be fully committed to acting in the interest of the public good. Although project work always needs to be motivated by some level of own interest, the own gain can never be a driving force in an Interreg project. ## 4.3.5. Document retention Project documents and project accounts with supporting documentation should be kept available for audit purposes for a period of five years following the end of the calendar year when the final payment was made, or longer if it is stipulated in national rules applicable to the project partner. The documents shall be kept either in the form of the originals, or certified true copies of the originals, or on commonly accepted data carriers including electronic versions of original documents or documents existing in electronic version only. Project partners shall document where original documents are located. --- language: "en" --- # 4.4.1 Main Projects reporting This chapter explains the procedure for partners compiling 6-monthly partner reports, the control of these reports and the procedure for lead partners compiling the project report. All progress reporting is to be done in the electronic monitoring system Jems, and specific guidelines for reporting in Jems are made available by the programme. For information about small-scale project progress reporting, please see the next section. Payments to projects will be paid out retrospectively against actual expenditure incurred and paid out by project partners. Only certified costs by the controllers can generate ERDF or ERDF equivalent co-financing. ![image-20230522-122233.png](https://programmemanual.interreg-npa.eu/__attachments/a_eb5d669fdf3a89d15a17d2aa75aa3d3938d2fae26789390feb2a862806cba3bf/image-20230522-122233.png?cb=2a43ffde40196ec0d4f4ee1998ef66e9) Main projects reporting cycle ## I. Partner report Each individual partner in a project describes their activities and lists their expenditure, in accordance with the eligibility rules outlined in this manual. Compilation of each partner report is normally done after the closure of each reporting period and submitted to their respective controllers in Jems. The reporting periods and deadlines for each project are stipulated in the Grant Letter. ### II. Control, or verification Each partner's controller assesses their partner reports in Jems and certifies the costs that are considered eligible. The controllers have two months from partner submission until the control should be finalized. See also the previous section, [control system](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-3-control-system.md). ### III. Project report It is the Lead Partner's responsibility to compile the partner reports (controller certificates included) into a project report and submit it to the programme. The project report is expected to be supported by evidence of deliverables, outputs and results that are achieved, e.g. communication materials, reports, meeting minutes (supporting documents), documentation for outputs. After the end of the reporting period, projects have **3 months** to submit their complete project report, which includes the certification of costs by the controllers (maximum two months). The purpose of the Project Report is: * To declare activities and financial information to receive ERDF or ERDF equivalent co-financing from the NPA programme. * To allow different programme bodies to monitor the development of the project, including the Joint Secretariat, Managing Authority, and Monitoring Committee. * To help guarantee a satisfactory achievement of the project results. * To provide quantification and continuous quality assurance of project outputs. * To allow a cross-check between the implementation versus the project application or decision. * To collect information that can feed into reports that the Programme needs to submit to the European Commission * To help disseminate information and knowledge about the project to the wider public.To identify best practices in project implementation and communication measures * To outline minor project changes, if applicable * To assess the project's risk profile. The Project Report will be verified to make sure that the implementation corresponds with the expenditure of the project during a given period. A missing or unsatisfactory Project Report could lead to a decision not to issue a payment or in the worst case a termination of the project, if conditions for support are not followed. The Project Report is pre-filled with information from the Jems application. Sections in the report ask for descriptions regarding progress of the achievements towards the project objectives, the main project outputs, and the work package activities and deliverables. In addition, the project is asked to report on indicators, horizontal principles, synergies with other strategies and programmes, any project implementation issues, and so on. ### IV. Assessment The assessments of submitted project reports are carried out by the JS and the MA. #### Joint Secretariat assessment of the Project Report The Joint Secretariat is the first body that assesses the Project Report, including: * Completeness of the information * Eligibility of activities carried out * Coherence of activities with objectives set out in the application and decision * Progress achieved of the implementation versus the approved project application or decision. * Analysis of the efficiency and effectiveness of the project implementation process * Measurement of quality and quantity of project outputs and results * Analysis of project spending profile, value-for-money and other budgetary matters * Quality of partnership and distribution of roles between the partners * Analysis of synergies with other strategies and programmes * Concrete actions meeting the horizontal principles After assessment, the Joint Secretariat will inform the Managing Authority about the evaluation of the Activity Report for further processing of the Project Report. #### Managing Authority assessment of the Project Report The Managing Authority is the second body that assesses the Project Report, including: * Completeness of the information, including bank details. * Analysis of the certified amounts in the Controller certificates and potential comments in the Controller checklists. * Check of partner expenditure compared to partner budget and Grant Letter. * Check that partners receive the NPA grant from the correct funding source and according to the latest version of the Grant Letter. The MA has the right not to accept (in part or in full) expenditure validated by controllers if -- as a result of its own checks and/or controls or audits performed by another authority -- any of the expenditure has been found ineligible or if any of the partners have exceeded their partner budgets. ### V. Transfer of payment 1. **The Managing Authority issues a Payment order** After assessing the Project Report, the Managing Authority will issue a Payment order, the formal decision from the Managing Authority that a payment can be made in accordance with the Grant Letter. 2. **The Certifying function makes the payment to the Lead Partner** The amounts stated in the Payment order are transferred to the Lead Partner's bank account, one transaction for each fund. A payment notification will be sent to the Lead Partner. 3. **The Lead Partner distributes the co-financing to the project partners** The Lead Partner is then responsible for distributing the received grant to the individual project partners in accordance with the partner budget and partnership agreement. --- language: "en" --- # 4.4.2 Small-scale projects The reporting on small scale projects handled as lump sums follows a different procedure than main projects. ![image-20230522-123106.png](https://programmemanual.interreg-npa.eu/__attachments/a_3457afece51b747ba8d4c8f69560565998bc3d0313b5b2d4943c000522fac72c/image-20230522-123106.png?cb=83301cd6e688586ef62a25cbd528e2bf) Small-scale lump-sum projects reporting cycle ## I. Project content report Lump sum projects report ++only once++ at the end of the project. It is the Lead Partner's responsibility to compile a project content report with supporting documentation for the activities (e.g. meeting minutes) and evidence for the lump sum deliverables, as well as a description of the final status of the project. After the end of the reporting period, projects have **3 months** to submit a complete project content report. At completion, small-scale projects will, as a minimum be asked to present: 1. Documentation of meetings: as a minimum an agenda and minutes for each meeting (physical or virtual). Optional: presentations, video recordings, etc. In case of public events organised by the project, an event report including an overview of the target groups reached. 2. Documentation of project specific deliverables outlined in the Grant Letter, such as user surveys, feasibility studies, stakeholder mappings, analyses, or other relevant documents. 3. In case of outputs and results, documentation supporting the achievement of indicators. 4. Documentation of how recommendations in the MC decision were followed up, where relevant. Project partners are asked to carefully read the Grant Letter where conditions to be met will be outlined. During the project implementation period, the JS may ask for a mid-term review meeting, to assess the status of the project implementation and offer support. For lump sum projects, there is no request for underlying financial or procurement documents with a view to checking the amounts incurred and paid by the beneficiary, and no certification by controllers. In Jems, the lump sum reports will be fast-tracked, meaning that no project action is needed for the financial reporting. ### II. Assessment of project content report #### Joint Secretariat assessment of the project content report The project content report will be assessed by the JS to check that all lump sum deliverables and other conditions to receive the lump sum outlined in the Grant Letter have been achieved. A missing or unsatisfactory report could lead to a decision not to issue a lump sum payment or in the worst case a termination of the project, if conditions for support are not followed. #### Managing Authority assessment of the project content report The MA verifies that the JS has concluded that all conditions to receive the lump sum have been met. There is no analysis of project spending profile, value-for-money, or other budgetary matters. ### III. Transfer of payment 1. **The Managing Authority issues a Payment order** Payments to projects will only be made provided that the reporting fulfils the conditions stated in the Grant Letter. 2. **The Certifying function makes the payment to the Lead Partner** The amounts stated in the Payment order are transferred to the Lead Partner's bank account, one transaction for each fund. A payment notification will be sent to the Lead Partner. 3. **The Lead Partner distributes the co-financing to the project partners** The Lead Partner is then responsible for distributing the received grant to the individual project partners in accordance with the partner budget and partnership agreement. --- language: "en" --- # 4.4 Reporting This chapter outlines the principles and process for reporting of progress on activities and financial claiming for all project types. * [4.4.1 Main Projects reporting](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-4-1-main-projects-reporting.md) * [4.4.2 Small-scale projects](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-4-2-small-scale-projects.md) --- language: "en" --- # 4.5 Documenting Outputs and Results This section explains the principles of documenting the achievement of project outputs and results. Robust documentation of output and result achievements is important for several reasons: * To capture the impact of the project on stakeholders in the NPA area (transnational added value). * To justify the use of ERDF and ERDF equivalent funding (accountability, value-for-money). * To allow for a wider promotion of the project's outputs and results on regional, national, and European level. * To increase the uptake of outputs and thereby the project's impact. In the application form, main projects and larger lump sum projects have outlined which outputs and results they intend to deliver, with corresponding output and result indicator targets. Projects are expected to report on the achievement of output and result indicators through project reports. For ++each++ counted output or result, documentation needs to be provided in line with the minimum documentation requirements for the relevant indicator, see [Annexes 6.1](https://programmemanual.interreg-npa.eu/ProgrammeManual/6-1-output-indicator-definitions.md) and [6.2](https://programmemanual.interreg-npa.eu/ProgrammeManual/6-2-result-indicator-definitions.md) output and result indicator definitions. Besides documenting the achievement of the indicator, projects are also asked to describe the impact of the project's results, through a typology of impacts, a stakeholder testimonial and a story demonstrating the project's impacts. **Note** : All output and result documentation must comply with publicity requirements and open access of results, as outlined in [chapter 2.5.4](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-5-communication.md). ## Checklists To document the achievement of an output or result, projects are expected to complete a checklist in the corresponding project report in Jems. The checklists are designed according to the relevant indicator definition, making it easier to meet the indicator requirements. The Interreg NPA will use the information provided through the checklists as supporting documentation for the achieved indicators, which are reported to the European Commission to monitor the progress of the programme. In addition, the Interreg NPA will use the information to promote project results, both in the programme area, as well as in a wider European context. If instructed to do so in the checklist, additional templates, such as spreadsheets or the testimonial template, can be found in the [Download Centre](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md). These templates should be uploaded together with the relevant Output or Result. An example of how to document outputs and results is provided in the table below. Table 13 - Overview of documenting outputs and results |----------------------------------------------|-----------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------------| | **Location** | **Output Achieved** | **Result Achieved** | **Final Report** | | **Work Plan Progress** | * Update output indicator * Describe progress in this period * Upload required and optional documentation as zip-file | | | | **Project Results \& Horizontal Principles** | | * Update result indicator * Describe progress in this period * Upload required and optional documentation as zip-file | | | **Project Outcomes** | Complete output checklist | Complete result checklist | * Complete Project Story * If applicable, list relevant mentions \& prizes * Complete Typology of Project Impacts checklist | | **Project Report Annexes** | | | Optional: 1-3 photos for Project Story | | **Programme Manual** **Download Centre** | If needed, spreadsheet for indicators counting enterprises and institutions | * End user testimonial template * If needed, spreadsheet for indicators counting enterprises and institutions | | --- language: "en" --- # 4.6 Communication This chapter explains the EU and programme publicity requirements, as well as reporting on communication. ## General approach to communication The programme aims to create an interactive exchange that will make the communication more relevant, and that increases the ownership of the programme and its results, optimising the use of limited resources. For this reason, it will support projects with templates, guidance and a community space for exchange, as well as facilitating synergies and networking. The programme promotes sustainable communication e.g. limit printed materials and use of give-aways. The programme promotes accessibility, meaning easy to understand communication, made available in multiple formats so that all users have equal access. ## 4.6.1 EU Publicity requirements All projects that receive European funding must comply with the publicity requirements stipulated in the European regulations. This applies to all types of projects supported by the Interreg NPA: Main, Preparatory, Clustering or other Small-scale types of projects. The requirements apply to **all project partners** who are responsible for informing the public about the EU funding received from the Interreg NPA. Publicity requirements apply to all printed and digital material/products, websites, social media, activities and events. Click [here](https://youtu.be/ETMmq5tnKRs) to watch a short tutorial about the EU Publicity requirements. [![Slide1.jpeg](https://programmemanual.interreg-npa.eu/__attachments/a_c531c34da0b0e078ead710f3bff4e4b8738023db66c0322bd4a6b6c05c09a8c9/Slide1.jpeg?cb=b75dde9cebac0e095bc4e98e7fb8672f)](https://youtu.be/ETMmq5tnKRs) [Watch this tutorial](https://youtu.be/ETMmq5tnKRs) The minimum EU publicity requirements are: 1. Displaying of the combined programme/project logo in a visible manner on all project related materials The combined programme/project logo includes the European emblem, the word Interreg, the cofounding statement, the programme name and the project name. ![project-logo.png](https://programmemanual.interreg-npa.eu/__attachments/a_deb8de813b2118d9875c9f0366b2f95d87553bea742d0622d633794f8f92f631/project-logo.png?cb=8e9e2ac47a45e939a3d6d5f3059e41ac) All project partners should use the combined logo in a visible manner on documents and communications material relating to the implementation of the project. Please do **not** create an own project logo. The combined logo exists in different versions and file formats. Guidance on the use of the logo and the template design files are provided by the programme to the approved projects. ### General rules on the use of the combined logo: The logo must be visible and prominently featured. * If additional logos are displayed, the flag must be of at least the same height or width as the largest of the other logos. * Nothing can be changed or modified in this logo beyond what is foreseen in the guidance. * The logo is surrounded by a clear space area that defines the minimum distance to other elements such as other logos, pictures, texts or any other design elements.​ * The logo cannot be altered, the name of the programme cannot be moved closer, it cannot be squeezed or stretched.​ **NOTE** In rare cases when it is not possible to display the programe/project logo, e.g. PhD thesis, you must include a **statement** highlighting the Interreg NPA support e.g. *This research was supported as part of \[ACRONYM\], an Interreg Northern Periphery and Arctic project co-funded by the European Union*. #### Download 📁 [**Project document**](https://programmemanual.interreg-npa.eu/ProgrammeManual/communication-guidance-and-templates#Communicationguidanceandtemplates-Projectdocument) Example of a Word project document meeting the mandatory requirements. The word Acronym in this document can be replaced with the actual project acronym directly in the file. 📁[](https://www.interreg-npa.eu/fileadmin/NPA2021-2027/Logo_NPA2021-2027/Programme-Project_logo_template.zip)[**Programme-project logo**](https://programmemanual.interreg-npa.eu/ProgrammeManual/communication-guidance-and-templates#Communicationguidanceandtemplates-Logotemplates) In this zip folder you will find the design file format of the combined programme-project logo. Please update it with your project acronym and create the standard file formats to be used by the partners e.g. JPG or PNG. Please be aware that you might need different colour versions of the logtype, in case of use on different backgrounds ref. design guidance. 📁[](https://www.interreg-npa.eu/fileadmin/NPA2021-2027/Logo_NPA2021-2027/Programme-Project_logo_template.zip)[**Programme logo**](https://programmemanual.interreg-npa.eu/ProgrammeManual/communication-guidance-and-templates#Communicationguidanceandtemplates-Programmelogo)[](https://www.interreg-npa.eu/fileadmin/NPA2021-2027/Logo_NPA2021-2027/NPA_2021-2027_Programme_Logo.zip) This is the programme logo, without the project acronym. The zip file contains all file formats and colour versions, you can use this as a reference for developing your own colour versions of the combined logo. 2. Providing on the partner's official website or social media sites, a short description of the project; All project partners must publish information about funding from Interreg NPA on their official website or social media sites, if such exist. The information can be in English, in the beneficiarie's language or both. It must include: * the combined logo, * a short description of the project, its aims and results * the financial support received from Interreg NPA. This is static information that should be available at least during the entire duration of the project. **NOTE**: A project news about the project being approved or kicking off, which meets the minimum content description outlined above, is sufficient to meet this requirement. Take a "webpage screenshot", save it and submit it with the first partner and project report. 3. Publicly displaying at least one poster of a minimum size A3 or equivalent electronic display, with information about the project and programme. All project partners must, during the project duration, publicly display at their location at least one poster with information about the Interreg NPA funding. This must be a printed poster of a minimum A3 size or equivalent electronic display. The Interreg NPA programme provides a template in landscape and a portrait format to approved projects. The poster can be published in languages other than English. **NOTE:**The project poster needs to be on display. All partners should take a photo of the poster or display and submit it with the 1st partner and project report. #### Download Using the poster/roll-up/power point template is not mandatory. Each project is free to develop its own as long as it follows the programme brand guidelines. 📁[](https://www.interreg-npa.eu/fileadmin/NPA2021-2027/Logo_NPA2021-2027/NPA_2021-2027_A3-Poster_templates.zip)[**Project poster template**](https://programmemanual.interreg-npa.eu/ProgrammeManual/communication-guidance-and-templates#Communicationguidanceandtemplates-Projectpostertemplates) In this zip folder you will find the 3 Word templates for the project poster (one for each priority) in portrait and landscape format, as well as instructions to complete it. **NOTE**: Failure to comply with publicity requirements despite having received guidance from the Managing Authority and where remedial actions have not been put into place can lead to cuts in funding! ## 4.6.2 Interreg NPA communication requirements As mentioned in [Chapter 2.5](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-5-communication.md) of the Programme Manual, **all projects** **except Preparatory projects** are expected to develop a set of communication products. In addition, projects are expected to budget for mandatory attendance at events organised by the Programme. Document [retention rules](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-3-control-system.md) also apply to project communication materials. The Interreg NPA communication requirements are: 1. Maintaining and updating the project information online All approved projects will be included in the online project database. Main projects and small-scale projects have an own mini-website hosted on the programmes website. The purpose of the project mini-websites is to offer a standard and resource efficient solution to all Interreg NPA projects. Projects should keep their website up to date with information on project progress. The website should be used to share project stories, solutions for further uptake, as well as to showcase key achievements. It will be the responsibility of the project to populate and keep the information regularly updated. Each mini-website will include as a minimum: general information about the project (aim and achievements), news \& events, resources, partners contacts. It is the programme intention that the mini-website can be customised and edited directly by the project communication managers. Guidance and further information is available [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/communication-guidance-and-templates.md). 2. Produce at least 2 media products outlining the project's vision and achieved results Each main project should produce at least two communication products: one at the beginning of the project outlining the vision and objectives, and one at the end of the project presenting the results and how the transnational cooperation project has impacted the life of the target groups and citizens. The purpose of the products is to raise awareness about the project. The products should target a non-experienced audience. They should be informative and easy to read texts. It is recommended to make use of storytelling technics for an effective communication. Simple guidance how to write a good story is available from http://Interact-eu.net - Project storytelling [Word template storytelling.docx](https://programmemanual.interreg-npa.eu/__attachments/a_37782117e757f070ebc38cf830b99bcef90740bdba5c09dc5a8379459666d682/Word%2520template%2520storytelling.docx.md?cb=59bd639cec6795925bfe94dfd321599f) ). Each project can choose the preferred format e.g. power point, video, infographic, news article, etc. The programme may share this product with other institutions such as the European Commissions, Members of the Monitoring Committee and others, when requested to provide examples of Interreg NPA projects in a specific areas or sectors e.g. for Commissioner's visit, documentation, etc. 3. Organising activities, events and any other relevant initiatives to ensure the engagement of relevant target groups across all participating countries and partners The direct engagement of target groups (stakeholders and or end users) is key to the successful delivery of Interreg projects. Each project is expected to have thorough knowledge of their target groups and a good plan of activities to involve them in the project at the relevant levels e.g. partners, regional, programme area, local/national/European institutions, etc. This information is described in the Application Form work plan and will be monitored throughout project implementation in the Project reports. Please be aware that engagement activities and their outcomes may need to be documented, especially when necessary to evidence the achievement of output and result indicators. 4. Attending NPA events during the project lifetime The Lead Partners and partners of Interreg NPA projects are expected to attend NPA events. The programme may ask the project representatives to present their project, results and achievements at the NPA events and/or at other relevant events. ### Optional - Participation in EU and Arctic events and campaigns The programme supports the participation of Interreg NPA projects to European and Arctic thematic events, competitions and campaigns. Participation to these events increases visibility of the projects and their results, fosters networking and creates new opportunities. Participation in these events is an eligible cost to the project when relevant to the project objectives. 5. Have a social media presence It is expected that projects have a social media presence, however since different countries favour different platforms and languages, the partnership shall decide what is the most suitable solution for the purposes of the project. The project communication manager shall inform the programme communication manager of the chosen platform and language. The project communication guidance includes instructions how to meet the mandatory requirements in the social media profile(s). ### When posting on Social Media: * Always use these hastags in your **project** communication, ask the partners to do the same: * #interregnpa * #interreg * Always **quote** the programme, it makes possible for us to find your post, learn about your great work, reshare it, comment and build action around it. I. Linkedin: @interreg-npa II. Instagram: @interregnpa III. Facebook: @NorthernPeripheryProgramme IV. ( YouTube: @interregnpa2949 ) ### Good practices: * Use the already existing social media profiles of your partner organisations to reach an already existing and relevant audience. * Consider using project hashtags instead of an own project account in social media. E.g. #InterregCopower. * Use your country language to reach your audience more effectively. * Add relevant hashtags at the bottom of your news articles to help readers finding you. ## 4.6.3 Open access of results and publications Any material -- photos, illustrations, videos, graphic elements, presentations, etc. - that projects upload to their project website and social media channels or otherwise make publicly available must respect all copyrights or license agreements and it is the project's own responsibility that it does so. Any violations of content copyright or license agreements are the sole responsibility of the partnership; this includes liability for any penalties. Upon request, projects must make any publicity and visibility materials available to the Interreg NPA as well as any EU institution, office, or agency. The materials must be delivered with a royalty-free, non-exclusive, and irrevocable license to use such material. Projects must grant any pre-existing rights to the European Union in accordance with Article 49.6 and Annex IX of the Common Provisions Regulation (EU 2021/1060). (Ref. Grant Letter) ### Good practices * Make sure that everything the partners publish is suitable for publication and for free distribution, including what is on the slides and online (recorded) meetings. * Preferably use genuine photographic/video material that you create, own and have full ownership. * Provide photo credits wherever this is required. * Write the imprint of your publications. An example is available in the [Communication Guidance](https://programmemanual.interreg-npa.eu/ProgrammeManual/communication-guidance-and-templates.md). ## 4.6.4 Reporting communication activities and results Upon project approval, the project communication manager should be appointed, and its contacts added to the contact section of the monitoring system Jems. The NPA Communication Manager will share the guidance materials and templates with the Lead Partners and project communication managers at the 1^st^ lead Partner Seminar and/or via an online platform e.g. Linkedin group. It is the responsibility of the Lead Partner to share this information with the partners. Progress on communication activities and the mandatory publicity requirements is monitored through the Partner and Project Reports where relevant communication materials are to be uploaded and progress towards the communication objectives described. Main Projects are expected to complete and submit the [Communication checklist](https://www.surveymonkey.com/r/NPAcomm) at least with the 1st project report. Throughout the project lifetime, it is highly recommended to keep the NPA Communication Manager, timely updated with news and events from the project. News and events from the projects should be published directly on the project mini-website and will also appear on the programme main news feed. Reporting vs. Communicating Projects need to both report to the programme and communicate about their work. These are different tasks with different purposes. Knowing the difference helps you meet your funding requirements and share your project effectively. **Reporting** is about accountability: it provides the information needed to verify that the project is delivering as agreed. **Communication** is about engagement: it aims to tell the story of the project, influence attitudes and behaviours, and promote the solutions that support positive change. ## 4.6.5 Communication Guidance and templates The project design guide, the programme and project logo as well as all communication templates are available in the [Download centre](https://programmemanual.interreg-npa.eu/ProgrammeManual/communication-guidance-and-templates.md). [Communication guidance and templates](https://programmemanual.interreg-npa.eu/ProgrammeManual/communication-guidance-and-templates.md) 📁[Go to the download area](https://programmemanual.interreg-npa.eu/ProgrammeManual/communication-guidance-and-templates.md) *** ** * ** *** --- language: "en" --- # 4.7 Project management guidance ## 4.7.1 Joint Secretariat Desk Officer Each approved project has an assigned Joint Secretariat Desk Officer, which is the main contact to programme for the project Lead Partner. The JS Desk Officer guides the project through the pre-contracting phase after MC approval. Once the project is up and running, the JS Desk Officer can provide project management advice and feedback, both in response to direct questions, as well as the project progress reports. The JS Desk Officer can also be instrumental in providing contacts to other projects, other programme bodies, and other programmes. In addition, they can promote your project's success stories to a wider EU/Arctic audience. **Expectations for the project's relationship with the programme:** * The Lead Partner is the main organisation contacting the programme, not the entire partnership. * The Lead Partner joins the relevant programme networks, e.g. Basecamp for Lead Partners. * The Lead Partner contacts the JS if they are unsure about programme procedures / Jems. * The Lead Partner gets in touch if they have a project/partnership issue they cannot solve alone. The Lead Partner should not wait too long to let a situation get out of hand. * The Lead Partner notifies the JS before making changes to the project implementation. * The Lead Partner shares project success stories with the JS and RCPs. ## 4.7.2. Events The Lead Partners and partners of Interreg NPA projects are expected to attend NPA events. Expected attendance at NPA events during the project lifetime: * Lead Partner seminars (once a year). Participation in this event is mandatory for main projects. * Partner seminars organised in each of the partner countries (once a year) * One thematic seminar e.g. Annual Conference * One Communication Managers meeting The Interreg NPA programme encourages peer-to-peer learning and the fostering of a community of Interreg NPA project practitioners. For this reason, the programme invites projects to actively contribute to these events. All the NPA events will take place within the programme area, or on the premises of the Joint Secretariat in Copenhagen. ### Lead Partner Seminar The Joint Secretariat and Managing Authority organise a special seminar for project managers at least once a year, normally after the Monitoring Committee has made new project decisions. The purpose of this event is to explain the responsibilities of a Lead Partner, and to go through the different procedures and requirements, such as Partner reporting, claiming expenditure and project communication requirements. It is also a good opportunity for project managers to meet their Joint Secretariat Desk Officer, their Financial Controller from the MA, Regional Contact Points and managers of other approved projects. All main project managers are expected to attend the Lead Partner seminar after project approval, and then once a year. Depending on the focus of the event, it may be appropriate to bring the project's finance officer or communications officer. Project managers are expected to pass on all important information or instructions to the rest of the project partnership. Seminar materials are made available on the programme website after each event. ### Regional partner seminars Regional Contact Points in each of the programme partner countries will organise seminars for project partners in their region once a year. They will be able to answer questions and give the latest information about the programme in your own language. Regional partner seminars will be announced on the programme website and by e-mail invitations. ### Thematic and training events The Joint Secretariat may organise events about specific themes addressed under the priorities of the Interreg Northern Periphery and Arctic Programme 2021-2027. In addition, the Joint Secretariat may organise special training events for projects on topics such as communications. Once a year, the programme also organises an annual meeting or conference with a specific theme. All projects are welcome to attend, and they may be asked to play a specific role at such an event. All events will be announced on the programme website. **Note**: It may be necessary for the Joint Secretariat to demand a participant fee for these events. All projects are asked to budget approx. 2 000 EUR per project for attendance of this type of events as part of the publicity requirements. --- language: "en" --- # 4.8 Project Closure This chapter covers relevant topics for the final reporting, project closure, as well as obligations beyond the project lifetime. ## 4.8.1 Final Reporting ### Main Projects The last project report is considered the final report, and for this reason, the structure of the final report is similar to a regular project report in Jems. This includes the sections for reporting on output and result indicators (see guidance [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-5-documenting-outputs-and-results)), as well as Horizontal Principles (see instructions [here](https://jemsmanual.interreg-npa.eu/npa-jum/results-horizontal-principles#Results&HorizontalPrinciples-HorizontalPrinciples)). However, projects should be aware that specific parts of the project report are reserved for the final report only. **Project Outcomes tab** Three elements of the Project Outcomes tab in the Jems project report are reserved for the final report: 1. **Project Story** In this section, projects are asked to describe the project's final achievements in a Project Story format. The Project Story should be interesting and understandable for non-specialists as it will be automatically published on Interreg's knowledge base [http://www.keep.eu](http://www.keep.eu/). Jems provides some guiding questions for developing your story. You can find instructions to complete this section [here](https://jemsmanual.interreg-npa.eu/npa-jum/project-outcomes#ProjectOutcomes-ProjectStory(onlyattheendoftheproject)). 2. **Project's relevant mentions and prizes** In this section, projects are asked to list any relevant mentions and prizes that their project achieved. Information inserted in this field will be automatically published on Interreg's knowledge base [http://www.keep.eu](http://www.keep.eu/). You can find instructions to complete this section [here](https://jemsmanual.interreg-npa.eu/npa-jum/project-outcomes#ProjectOutcomes-Projectrelevantmentionsandprizes). 3. **Typology of Project Impacts checklist** This checklist aims to capture and categorise project impacts, both tangible and intangible. It is based on a typology of typical NPA project outcomes developed in the 2007-2013 period, which allows a comparison of project impacts over several programme periods. In addition, the Interreg NPA will use the information to promote project results, both in the programme area, as well as in a wider European context. You can find instructions to create and complete this checklist [here](https://jemsmanual.interreg-npa.eu/npa-jum/project-outcomes#ProjectOutcomes-ChecklistsfordocumentingOutputs,Results,andImpacts). **Final Claim** When it comes to the last claim, projects should be particularly aware of the final eligibility date outlined in their Grant Letter. By this date, all project activities including closure activities must be **finished and all project expenditure must be paid**. This means that activities need to be finalised in good time in order for partners to have the costs booked, paid and included in their final partner reports. It also means that there will be no extra funding for the reporting after the project end date. For this reason, it is recommended to prepare the final report as much as possible during the project duration. Potential controller invoices for the last reporting period need to be booked and paid before the final eligibility (project end) date. Arrangements need to be in place for the controllers to invoice the agreed amounts in good time for the cost to be included in the final partner reports. ### Small-scale projects Small-scale projects report only once in their lifetime, at the end of the project. Instructions for small-scale project final reporting can be found in chapter [4.4.2. Small-scale project reporting](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-4-2-small-scale-projects). ## 4.8.2 Final communication activities This chapter reminds of the final provisions and recommendations to meet EU and programme publicity requirements, as well as securing that the project legacy endures and keeps growing. ### Meet the mandatory requirements All project partners must make sure that the **publicity rules** set by the EU Regulations as outlined in [Chapter 4.6.1](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-6-communication#id-4.6Communication-4.6.1EUPublicityrequirements), and by the programme, as outlined in [Chapter 4.6.2](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-6-communication#id-4.6Communication-4.6.2InterregNPAcommunicationrequirements), are met. These are mandatory and if not followed the project may incur cut funds even after years the project ends. In addition to the EU visibility regulations, the Grant Letter outlines specific responsibilities regarding **GDPR compliance** and **copyright** . These are outlined in [Chapter 4.6.3](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-6-communication#id-4.6Communication-4.6.3Openaccessofresultsandpublications). Failure to meet these requirements will be the responsibility of the individual partner and the Lead Partner. Therefore, the last period in the project is the final opportunity to verify that there are no outstanding copyright issues within any project materials, both online and offline. It is also the final opportunity to confirm that all individuals featured in project images have provided their consent in accordance with GDPR regulations. The documentation of consent must be retained by the Lead Partner or partner responsible for producing the material. ### A shared effort Projects should make sure to involve all partners also in this phase of the project, as each organisation is in the best position to promote the project achievements within their own network and country. ### Tips for securing project legacy and for a long-term effect Interreg NPA supports projects that are the beginning of something meaningful. Their value continues beyond the project's end date, through impact and long-term use. The information that a project provides in the project reports - including outputs, project story, indicators, testimonials, and typology - forms the foundation for promoting a project's legacy. It is making use of this knowledge in the project communication that helps project results reach the right organisations, be taken up by relevant stakeholders, and be used, reused, and adapted as intended after its closure. Follow these practical tips to ensure that a project remains visible and relevant after its completion. 1. Prepare your website for long-term use The programme secures that the project's mini-websites will be available for a period of 10 years, for this reason it is important to review the copy and content published to make project legacy available to interested users and visitors. Tips to improve a project mini website: * **Think like a visitor** or end-user: What would they want to know? * Update the **website copy** to show that the project is finished. * Write a **closing news item** that highlights your key successes and the tools used to achieve them. Guide readers through your website and help them find the resources they can use to follow your example. * Tell the project story in a positive way. Highlight the project's **achievements** and positive change. Connect it to the outputs and how they can be useful to different types of users, and bring benefits to different end-users. Make use of the facts and figures such as your project indicators. * Create a **final media**product as required by the programme. This could be a video, infographic, or digital publication showcasing in a simple and clear manner the project story and achievements. * Prepare **factsheets in local languages** to help users find what they need. * Make use of **Umbraco** (mini-website content management system) different content blocks -- especially in the page "Outputs \& Results". Consult with the Programme Communication manager if it is necessary to change the mini-website structure. * **Avoid creating external websites,**but if necessary make sure they meet the visibility requirements and are clearly linked on the project mini-website. 2. Tidy up your project outputs Project outputs and resources are valuable and should be easily available to interested organisations to be used, reused and adapted. Navigating across a variety of documents can be tiring and confusing for new visitors. Therefore, it makes sense to **package the project's tools in a meaningful way**. There is not only one approach. Each project can decide to organise their materials according to the criteria that works best for their ambition, e.g. by expected impact, by target audience, or by empathising stories. Here are some tips: * Use **storytelling** elements to organise and present your outputs. * Be **creative**, make impactful visuals. Consider using videos, infographics, quotes and testimonials. * Package the materials in a way that encourages **reuse** and **adaptation**. * Consult with your partners about what should be **translated**. * Make use of Umbraco's (mini-website content management system) **different content blocks** to showcase each product/story/fact with more impact. 3. Review and update your online presence The mini-website is not the only online presence of a project. Social media platforms, beneficiaries' webpages and external project websites also need attention. What to do: **Beneficiaries' webpages** and**external project** **websites** must: * Meet the mandatory EU requirements * Highlight the project's achievements * Guide visitors to the mini-website to find all relevant information and materials. **Social media** * Decide what will happen with your social media accounts, followers and project hashtags * Update the "About" section of each platform to reflect that the project has ended and publish the link to the mini-website. * Download a copy of your social media data for your records. * Publish a final set of posts to: * Announce the end of the project * Share key achievements and results * Explain what happens next * Show how people can stay in touch * Share content in multiple languages and from different partner countries 4. Keep spreading the word Finishing a project does not mean it is over. It is the start of what comes next. Some tips to keep the project alive: * Reuse outputs, posts and materials during relevant events. For example, post about a sustainable tourism tool on Environment Day. * Tag partners and relevant organisations, including the NPA! * Keep the NPA informed about any new developments such as media coverage, additional funding, or changes in policies and practices linked to your project. ## 4.8.3 Closure ### Preparing Jems for project closure When reaching the end of the project, Lead Partners are asked to check that Jems is up-to-date. What to check: * Please check the **application** in Jems, as well as the **project data** on the NPA website. If the project application needs to be updated, please contact your JS Desk Officer. * In the **Contracting section**, make sure the following pages are complete, correct, and locked: Contracts and Agreements and Project Managers. * Make sure the **Partner details**section is complete, correct, and locked. Instructions for updating the Contracting section can be found [here](https://jemsmanual.interreg-npa.eu/npa-jum/complete-the-contracting-information). ### Closure letter After the final payment to your project, there will be a standard 3-week appeal period. After this period has expired, the Joint Secretariat will carry out a final check to make sure that your project is ready for closure. **Please note** that as part of this procedure, the JS will change all project privileges to View, with the exception of the project manager. When the JS has established that the project is ready for closure, the Managing Authority will issue a closure letter to confirm that the project is officially closed. This letter also highlights some obligations after project closure, and inform about the date until which documents need to be kept. Your project status in Jems will be set to Closed. ## 4.8.4 Obligations after project closure Article 6 of the Grant Letter outlines a number of obligations for projects after project closure. ### Document keeping The Lead Partner is obliged to ensure that all files, documents and data related to the project are retained for at least 5 years from the 31^st^ December of the year in which the last payment by the MA to the project is made. Examples of such documents are the Grant Letter, Partnership agreement, accounting documents, procurement documentation and other project-related documents. Project partners shall document where original documents are located (Partner Details). Longer retention periods may apply in case of State Aid or in accordance with national rules. The strictest rule should apply. ### Document keeping for partners with State Aid Partners receiving aid granted under the General Block Exemption Regulation (GBER) need to keep documents for 10 years from the date on which the last aid was granted. Partners receiving aid under the De Minimis Regulation shall keep documents for 10 fiscal years from the date on which the aid was granted. ### Audits and evaluation Audits can be carried out by programme bodies, national bodies as well as relevant EU bodies. The Lead Partner or project partner must provide all documents required for the audit, as well as all necessary information, and give access to project premises. The Lead Partner or project partner must provide all necessary information and access to documents for the purpose of carrying out programme or project evaluations. --- language: "en" --- # 4. How to implement This chapter is aimed at project managers of approved projects funded by the Northern Periphery and Arctic Programme 2021-2027. In this chapter you can find guidance on all procedures related to project implementation. This includes formalities related to the start up phase after project approval, the programme's approach to monitoring project implementation including changes, and the programme's control system. In addition, this chapter describes the routines for project reporting and claiming of expenditure, as well as requirements for project communications. It is the responsibility of the Lead Partner to make sure that the project proceeds according to plan. In case there are departures from the original plan, the Lead Partner needs to respond to the various situations that develop due the course of the project's lifetime. * [4.1 Project Start-up](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-1-project-start-up.md) * [4.2 Changes in the project implementation](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-2-changes-in-the-project-implementation.md) * [4.3 Control system](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-3-control-system.md) * [4.4 Reporting](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-4-reporting.md) * [4.5 Documenting Outputs and Results](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-5-documenting-outputs-and-results.md) * [4.6 Communication](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-6-communication.md) * [4.7 Project management guidance](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-7-project-management-guidance.md) * [4.8 Project Closure](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-8-project-closure.md) --- language: "en" --- # 4. Youth criteria To ensure that projects deliver solutions created by youth - for youth, the Interreg NPA has introduced specific youth criteria that all applications must meet. *Note: by young people, the Interreg NPA Programme understands people age 35 and below*. All projects must be: * **Youth-led**: the application documents how youth has shaped the project idea, how they will be involved in project activities, and how they will influence project governance. * **Youth-focused:** the challenge the project is addressing is clearly relevant for young people and the application also describes how the solution developed will benefit young people. * **Youth-inclusive**: at least one partner (including associated partners) is a youth organisation -- an organisation that actively works on issues affecting young people in the Northern Periphery and Arctic. Examples include local grassroots youth or community-based organisations, student associations, volunteer or youth-led groups, indigenous youth organisations, cultural or sports organisations involving youth, NGOs focused on youth engagement, youth councils or parliaments, or relevant municipal, regional, or national departments. ## Your questions Where in the application do I address the youth criteria? In the JEMS Application, you are asked to address the youth criteria in two different questions. In question ++C.2.1 Youth focus,++ you describe the challenges or opportunities young people across the NPA are facing, and how your project will address them. In question ++C.3 Youth-led and inclusive partnership++, you explain how young people have contributed to designing the project, how they will take part in activities, and how they will influence decision-making. This is also where you can describe which youth organisations are involved in your project, and whether they are project partners or associated partners. How will the youth criteria be assessed? As part of the eligibility assessment, the Joint Secretariat checks all applications to see if they meet the youth criteria. Applicants are asked to clearly explain in the application how young people will be part of the project, who will be involved, what these young people will do, and why their participation is important. The clearer the explanation, the easier it is for the Joint Secretariat to evaluate the application. How much influence should young people have over project design, implementation and decision-making? The simple answer would be as much as they agree to. Youth projects are meant to deliver solutions created by youth -- for youth. Therefore, the Interreg NPA has designed 3 Youth criteria that are meant to ensure that youth is involved at all relevant levels and in all relevant activities. --- language: "en" --- # 5. Project types \& expectations There are three types of youth projects. Each type has different goals and is designed for organisations with different experience and ambition levels. **SEE IT! - 6-month long projects** -- are expected to map and connect with organisations working with youth across the Northern Periphery and Arctic region, and to better understand their expertise. Their activities are focused on identifying relevant organisations, establishing contacts, mapping experience, etc.**Suitable for:** Organisations new to working with partners from other countries. ![See it!.png](https://programmemanual.interreg-npa.eu/__attachments/a_2b93bb921559e7930f68b1398dbc62a7f23ddb1609d52e7b892da0dcf768a860/See%20it!.png?cb=8c7d56168405b281a8999dc291362786) **SHAPE IT! - 12-month long projects** -- are expected to explore whether good practices from other regions or communities can be adapted to the partners' own contexts, and to identify the next steps needed for their implementation at local, regional, or national level. Here, activities focus more on testing ideas, sharing know-how, and transnational exchanges to demonstrate how to apply knowledge locally. **Suitable for:** Organisations with some experience. ![Shape it!.png](https://programmemanual.interreg-npa.eu/__attachments/a_28a33ed33852a86000fe93de959c88ff163f6e8e358f0ab5f1df65c48cfa35d5/Shape%20it!.png?cb=2f5fcd12fd315792e64425c6c926dc60) **MAKE IT WORK - 18-month long project** -- are expected to focus on how to put tested good practices into use at local, regional, or national level through broader or more advanced piloting, supported by targeted communication activities. Their activities include wider / longer testing, workshops or exchanges, and more elaborate communication activities. **Suitable for:** Experienced organisations. ![Make it work!.png](https://programmemanual.interreg-npa.eu/__attachments/a_5bdcb92bce99ba790b697081fea964beb1eccd1fddf2db1563d9f014340dce7b/Make%20it%20work!.png?cb=157ec55ccba7bc8f8300ba856603d413) ## Your questions Can I change the type of a project once it starts? No. Once your project starts, you cannot change its type. For example, you cannot turn an 18-month project into a 12-month one. This would require changing the budget, timeline, activities, and results too much, so it would no longer be the same project that was approved. But you can still make changes to your project while it runs. For more information on project changes, see section [4.2 Changes in the project](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-2-changes-in-the-project-implementation.md). --- language: "en" --- # 5. Where to find guidance ## Guidance for Applicants Information and guidance materials about ongoing and upcoming calls for proposals can be found on the programme website, [http://www.interreg-npa.eu](http://www.interreg-npa.eu/) . Besides this Programme Manual, the most important documents for applicants are: * Interreg NPA Cooperation Programme document * Offline application guidance * Jems instructions For main project calls, the Joint Secretariat and Managing Authority will normally organise specific **How to Apply seminars**, with the possibility for project clinics to discuss project ideas in more detail. Presentations and recordings are usually made available afterwards. In addition, the programme may organise partner search events. These events are normally announced in the call Terms of Reference and on the programme website. It is recommended to subscribe to the newsletter to stay informed about calls and events. Regional Contact Points are a good source for information about the programme in your own language, and they can also help find project partners. RCPs may also organise information events in connection with project calls. You can find contact details on the programme website. For more information about specific calls or the electronic monitoring system, please see the contact details outlined in the Call Terms of Reference. --- language: "en" --- # 6.1 Output indicator definitions and documentation The definitions below are drawn from the Commission Staff Working Document[\[1\]](#) accompanying the indicators listed in Annex II of ERDF Regulation (EU) 2021/1058, describing the full methodology. Projects are welcome to supplement the minimum documentation with optional supporting documentation, such as: * Visual evidence, such as photographs, screenshots, charts, videos, infographic and so on. * User manual(s) * Research articles, if applicable * Other supporting documents that facilitate the uptake or transfer of the solution, such as business cases, reports, documentation of support to enterprises or organisations, or guidance for organisations to set up a similar solution. |------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | **OUTPUT INDICATOR** | **Definition** | **Minimum requirements for documentation** | | **Interreg common output indicators** || | | **RCO 83 - Strategies and action plans jointly developed** | The indicator counts the ++number of joint strategies or action plans developed by supported projects++ . ++A jointly developed strategy aims at establishing a targeted way to achieve a goal-oriented process in a specific domain++ . ++An action plan translates an existing jointly developed strategy into actions++. ++Jointly developed++ strategy or action plan implies the involvement of organizations from at least two participating countries (for programmes falling under strands A, B, C as defined in the Interreg Regulation) in the drafting process of the strategy or action plan or is developed in the scope of programmes falling under strands D or E as defined in the Interreg Regulation. | * RCO83 Output indicator checklist in Jems * Strategy or action plan document(s) | | **RCO 84 - Pilot actions developed jointly and implemented in projects** | The indicator counts ++the pilot actions developed jointly++ and implemented by supported projects. The scope of a jointly developed pilot action could be to ++test procedures, new instruments, tools, experimentation or the transfer of practices++. In order to be counted by this indicator, * the pilot action needs not only to be developed, but also ++implemented within the project++, and * the implementation of the pilot action should be ++finalised by the end of the project++. Jointly developed pilot action implies the involvement of organizations from at least two participating countries (for programmes falling under strands A, B, C as defined in the Interreg Regulation) in its implementation or is implemented in the scope of programmes falling under strands D or E as defined in the Interreg Regulation. | * RCO84 Output indicator checklist in Jems | | **RCO 87 - Organisations cooperating across borders** | The indicator counts the ++organisations cooperating formally in supported projects++ . The organisations counted in this indicator are the legal entities including ++project partners and associated organizations++, as mentioned in the financing agreement of the application. Organisations cooperating formally in small projects (for instance under a Small Project Fund) are also counted. | For the relevant output in the project report, please insert the total number of project partners and associated partners at the time of project closure. No further documentation is required. | | **RCO 116 - Jointly developed solutions** | The indicator counts the ++number of jointly developed++ solutions ++from joint pilot actions implemented by supported projects++ . In order to be counted in the indicator, an identified solution should include ++indications of the actions needed for it to be taken up or to be upscaled++. A jointly developed solution implies the involvement of organizations from at least two participating countries (for programmes falling under strands A, B, C as defined in the Interreg Regulation) in the drafting and design process of the solution or is developed in the scope of programmes within strands D or E as defined in the Interreg Regulation. | * RCO116 Output indicator checklist in Jems | | **ERDF common output indicators - thematic** || | | **RCO 01 - Enterprises supported (of which: micro, small, medium, large)** | The indicator counts all enterprises that receive monetary or in-kind support from ERDF and Cohesion Fund. The enterprise is the smallest combination of legal units that is an organisational unit producing goods and services, which benefits from a certain degree of autonomy in decision making, especially for the allocation of its current resources. An enterprise carries out one or more activities at one or more locations. An enterprise may be a sole legal unit. Legal units include legal persons whose existence is recognised by law independently of the individuals or institutions which may own them or are members of them, such as general partnerships, private limited partnerships, limited liability companies, incorporated companies etc. Legal units as well include natural persons who are engaged in an economic activity in their own right, such as the owner and operator of a shop or a garage, a lawyer or a self-employed handicrafts-person. (*ESTAT in references, based on Council Regulation (EEC) No. 696/93, Section III A of 15.03.1993*) For the purpose of this indicator, enterprises are profit-oriented organisations that produce goods and services to satisfy market needs. For Policy Objective 4 (Social Europe, Europe closer to its citizens), the indicator includes also social enterprises defined by the Commission (DG GROW) as follows: "a social enterprise is an operator in the social economy whose main objective is to have a social impact rather than make a profit for their owners or shareholders. It operates by providing goods and services for the market in an entrepreneurial and innovative fashion and uses its profits primarily to achieve social objectives." Classification of enterprises: **Micro enterprise** (\<= 10 employees and annual turnover ≤ EUR 2 million, or balance sheet ≤ EUR 2 million); **Small enterprise** (10-49 employees and annual turnover \>EUR 2 million - ≤ EUR 10 million or balance sheet in \> EUR 2 million - ≤ EUR 10 million); **Medium enterprise** (50-249 employees and annual turnover \>EUR 10 million - ≤ EUR 50 million or balance sheet in EUR \> EUR 10 million -≤ EUR 43 million); **Large enterprises** (\>250 employees and turnover \> EUR 50 million or balance sheet \> EUR 43 million). If either of the 2 thresholds (employees and annual turnover/balance sheet) is exceeded the enterprises shall be categorised in the size category above. *(ESTAT based on EC Recommendation 2003/361/EC, Annex, Articles 2-3)* Size of the enterprise supported is measured at the time of the application. | *RCO 04 and RCO 05 automatically count towards this indicator. See those indicators for the documentation requirements.* | | **RCO 04 - Enterprises with non-financial support** | ++Number of enterprises receiving non-financial support++ . Enterprises are counted in the indicator if they ++receive the non-financial support in a structured manner++ such as, for example, an SMEs receiving incubator services. ++The support provided needs to be documented++. One-off interactions (ex: phone calls for information requests) are not included. Examples of non-financial support include services such as (non -exclusive list): advisory services (consulting assistance and training for the exchange of knowledge and experience etc) or support services (provision of office space, websites, data banks, libraries. market research, handbooks, working and model documents etc). *For the definition of an enterprise see RCO01.* | * RCO04 Output indicator checklist in Jems * Spreadsheet with enterprises supported ([template](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md)) | | **RCO 05 - New enterprises supported** | The ++number of new enterprises supported++ . An enterprise is considered ++new if it did not exist during the three years period before the project started++ . An enterprise will not be considered new if only its legal form changes. The indicator covers ++also spin-offs++. *For the definition of an enterprise see RCO01.* | * RCO05 Output indicator checklist in Jems * Spreadsheet with enterprises supported -- [link to template](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md) | | **RCO 10 - Enterprises cooperating with research institutions** | ++Number of enterprises that cooperate in joint research projects with research institutions++ . ++Cooperation in R\&D activities may be new or existing and it should last at least for the duration of the project supported++ . The indicator covers ++active participations in joint research projects++, and it excludes contractual arrangements with no active cooperation in the supported project. *Definition of enterprise - see RCO01.* *Definition of research institution - see RCO07* [***\[1\]***](#)*.* | * RCO10 Output indicator checklist in Jems * Spreadsheet with enterprises cooperating with research institutions --[link to template](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md) | | **RCO 14 - Public institutions supported to develop digital services, products and processes** | ++Number of public institutions supported to develop or upgrade significantly digital services, products and processes++, for instance in the context of e-government actions. Significant upgrades cover only new functionalities. ++Public institutions++ include local public authorities, sub-national authorities, or other types of public authorities. The indicator does not cover municipal enterprises and public universities or research institutes. | * Output indicator checklist in Jems * Spreadsheet with public institutions supported -- [link to template](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md) | *** ** * ** *** [\[1\]](#) Commission Staff Working Document SWD(2021)198: Performance, monitoring and evaluation of the European Regional Development Fund, the Cohesion Fund and the Just Transition Fund in 2021-2027 [Link](https://data.consilium.europa.eu/doc/document/ST-10704-2021-INIT/en/pdf) --- language: "en" --- # 6.2 Result indicator definitions and documentation The definitions below are drawn from the Commission Staff Working Document[\[1\]](#) accompanying the indicators listed in Annex II of ERDF Regulation (EU) 2021/1058, describing the full methodology. Projects are welcome to supplement the minimum documentation with optional supporting documentation, such as: * Visual evidence, such as photographs, screenshots, charts, videos, infographic and so on. * Research articles, if applicable * Other supporting documents, such as documentation of the uptake. |----------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | **RESULT INDICATOR** | **Definition** | **Minimum requirements for documentation** | | **Interreg common result indicators** || | | **RCR 79 - Joint strategies and action plans taken up by organisations** | The indicator counts the ++number of joint strategies and action plans (not individual actions) adopted and implemented by organisations during or after the project completion++ . At the time of reporting this indicator, ++the implementation++ of the joint strategy or action plan need not to be completed but ++effectively started++. The organisations involved in take-up may or may not be direct participants in the supported project. It is not necessary that all actions identified are taken-up for a strategy/action plan to be counted in this context. The value reported should be equal to or less than the value for "RCO83 Strategies and action plans jointly developed". | * RCR79 Result indicator checklist in Jems * End user testimonial from adopting organisation -- [link to template](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md) | | **RCR 104 - Solutions taken up or up-scaled by organisations** | The indicator counts the ++number of solutions++ , other than legal or administrative solutions, ++that are developed by supported projects and are taken up or upscaled during the implementation of the project or within one year after project completion++ . The organisation adopting the solutions developed by the project may or may not be a participant in the project. The ++uptake / up-scaling should be documented by the adopting organisations++ in, for instance, strategies, action plans etc. | * RCR104 Result indicator checklist in Jems * End user testimonial from adopting organisation -- link to template | | **ERDF common result indicators - thematic** || | | **RCR 03 - SMEs introducing product or process innovation** | ++Number of SMEs introducing product or process innovation due to the support provided++. The indicator covers also micro enterprises. Product innovation is the market introduction of a new or significantly improved good or service with respect to its capabilities, user friendliness, components or sub-systems. Process innovation is the implementation of a new or significantly improved production process, distribution method, or supporting activity. ++Product or process innovations must be new to the enterprise supported++ , but they do not need to be new to the market. The innovations could have been originally developed by the supported enterprises or by other enterprises or organisations. (see COM 2014 in references) *For enterprise definition - see RCO01* | * RCR03 Result indicator checklist in Jems * Spreadsheet with enterprises --[link to template](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md) * End user testimonial from SME introducing innovations -- [link to template](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md) | | **RCR 04 - SMEs introducing marketing or organisational innovation** | ++Number of SMEs introducing marketing or organisational innovation due to the support provided++. The indicator covers also micro enterprises. Marketing innovation is the implementation of a new marketing concept or strategy that differs significantly from the enterprise's existing marketing methods and which has not been used before. It requires significant changes in product design or packaging, product placement, product promotion or pricing. The indicator does not cover seasonal, regular or other routine changes in marketing methods. Organisational innovation is a new organisational method in the enterprise's business practices (including knowledge management). The organisational innovation must be the result of strategic decisions by the management and implemented with the support of the project. The indicator does not cover mergers or acquisitions. even if for the first time. (see COM 2014 in references) *For enterprise definition - see RCO01* | * RCR04 Result indicator checklist in Jems * Spreadsheet with enterprises --[link to template](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md) * End user testimonial from SME introducing innovations -- [link to template](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md) | | **RCR 11 - Users of new and upgraded public digital services, products and processes** | ++Annual number of users of the digital public services, products and processes newly developed or significantly upgraded++. Significant upgrades cover only new functionalities. The indicator has a ++baseline++ 0 only if the digital service, product or process is new. Users refer to the clients of the public services and products newly developed or upgraded, and to the staff of the public institution using the digital processes newly developed or significantly upgraded. If individual users cannot be identified, the same client / person using an online service several times over the year is not considered double counting. | * RCR11 Result indicator checklist in Jems * End user testimonial from adopting public institution or public service client -- [link to template](https://programmemanual.interreg-npa.eu/ProgrammeManual/reporting-templates-and-guidance.md) | *** ** * ** *** [\[1\]](#) Commission Staff Working Document SWD(2021)198: Performance, monitoring and evaluation of the European Regional Development Fund, the Cohesion Fund and the Just Transition Fund in 2021-2027 [Link](https://data.consilium.europa.eu/doc/document/ST-10704-2021-INIT/en/pdf) --- language: "en" --- # 6.3 Output indicators per priority |------------------------|----------|------------------------------------------------------------------------------------|-----------------------|-------------------|--------------------------------------------------------------------------------------------------------------------------------------------| | **Specific Objective** | **Code** | **Indicator** | **Measurement Unit** | **Base** **line** | **Assumptions performance framework** | | **PRIORITY 1** |||||| | **ALL** | RCO 84 | Pilot actions developed jointly and implemented in projects | Pilot actions | 0 | On average 5 pilot actions developed jointly and implemented per main project | | **ALL** | RCO 87 | Organisations cooperating across borders | Organisations | 0 | On average 6 organisations (4 project partners and 2 associated institutions) cooperating per main project | | **ALL** | RCO 116 | Jointly developed solutions | Solutions | 0 | On average 5 jointly developed solutions per main project. | | **1.1** | RCO 10 | Enterprises cooperating with research institutions | Enterprises | 0 | On average 29 enterprises cooperating with research institutions per main project. | | **1.2** | RCO 14 | Public institutions supported to develop digital services, products, and processes | Public institutions | 0 | On average 6 public institutions supported per main project | | **1.3** | RCO 01 | Enterprises supported (of which micro, small, medium, large) | Enterprises | 0 | On average 5 enterprises with non-financial support per main project, plus 5 new enterprises supported per project (sum of RCO04 + RCO05). | | **1.3** | RCO 04 | Enterprises with non-financial support | Enterprises | 0 | On average 5 enterprises with non-financial support per main project | | **1.3** | RCO 05 | New enterprises supported | Enterprises | 0 | On average 5 new enterprises supported per main project. | | **PRIORITY 2** |||||| | **ALL** | RCO 84 | Pilot actions developed jointly and implemented in projects | Pilot actions | 0 | On average 6 pilot actions developed jointly and implemented per main project | | **ALL** | RCO 87 | Organisations cooperating across borders | Organisations | 0 | On average 7 organisations cooperating per main project | | **ALL** | RCO 116 | Jointly developed solutions | Solutions | 0 | On average 2 solutions per main project. | | **PRIORITY 3** |||||| | **3.1** | RCO 83 | Strategies and action plans jointly developed | Strategy/ action plan | 0 | On average 1 strategy and 1 action plan per main project, and 1 strategy/action plan per small project. | | **3.1** | RCO 84 | Pilot actions developed jointly and implemented in projects | Pilot actions | 0 | On average 3 pilot actions developed jointly and implemented per main project | | **3.1** | RCO 87 | Organisations cooperating across borders | Organisations | 0 | On average 7 organisations cooperating per main project or 3 organisations per small-scale project. | | **3.1** | RCO 116 | Jointly developed solutions | Solutions | 0 | On average 2 jointly developed solutions per main project or 1 solution per small-scale projects. | --- language: "en" --- # 6.4 Result indicators per priority |------------------------|----------|---------------------------------------------------------------------------|-----------------------------|--------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | **Specific Objective** | **Code** | **Indicator** | **Measurement Unit** | **Baseline** | **Assumptions NPA performance framework** | | **PRIORITY 1** |||||| | **ALL** | RCR104 | Solutions taken up or up-scaled by organisations | Solutions | 0 | On average 3 solutions taken up or up-scaled per main project | | **1.1** | RCR 03 | SMEs introducing product or process innovation | SME | 0 | On average 6 SMEs introducing product or process innovation per main project. | | **1.2** | RCR 11 | Users of new and upgraded public digital services, products and processes | Annual users | 0 | On average 100 users per main project. | | **1.3** | RCR 04 | SMEs introducing marketing or organisational innovation | SME | 0 | On average 5 SMEs introducing marketing or organisational innovation per main project. | | **PRIORITY 2** |||||| | **ALL** | RCR 79 | Joint strategies and action plans taken up by organisations | joint strategy/ action plan | 0 | On average 1 joint strategy/ action plan taken up by organisations per main project. | | **ALL** | RCR104 | Solutions taken up or up-scaled by organisations | Solutions | 0 | On average, 1/3 of the number of solutions developed in RCO 116 is expected to be taken up or up-scaled by organisations per main project. It is assumed that each project will develop on average 2 solutions (RCO 116), resulting in 0,7 solution being taken up or up-scaled. This can be rounded up to 1 solution. Note: RCR104 measures uptake during project implementation or within 1 year after project completion. | | **PRIORITY 3** |||||| | **3.1** | RCR 79 | Joint strategies and action plans taken up by organisations | Joint strategy/ action plan | 0 | On average, 1/3 of the number of joint strategies or action plans developed in RCO 83 is expected to be taken up or up-scaled by organisations per project. If a project has chosen a target of 1 for RCO 83, please set the target for RCR 79 as 1. | | **3.1** | RCR104 | Solutions taken up or up-scaled by organisations | Solutions | 0 | On average, 1/3 of the number of solutions developed in RCO 116 is expected to be taken up or up-scaled by organisations per project. It is assumed that each project will develop on average 2 solutions (RCO 116), resulting in 0,7 solution being taken up or up-scaled. This can be rounded up to 1 solution. Note: RCR104 measures uptake during project implementation or within 1 year after project completion. | --- language: "en" --- # 6.5 Programme logic per Priority ![image-20230522-163317.png](https://programmemanual.interreg-npa.eu/__attachments/a_876516c1b94ed55d7d101aa3a1846bad4ad42c91fde8fb09f39d5f79ca60df9f/image-20230522-163317.png?cb=0cf1806594d2e7277074a0e56088e106) ![image-20230522-163229.png](https://programmemanual.interreg-npa.eu/__attachments/a_41daeab11a95a6fbff764c3c1b1df34e198492d259b211c41870844826d6ff45/image-20230522-163229.png?cb=16c1c324b2fd7a49e0b468fe220ea56a) ![image-20230522-163243.png](https://programmemanual.interreg-npa.eu/__attachments/a_97b06c2568b26352debc429cf39a816e1ba6c7aabe13df69200055dae59e0cd9/image-20230522-163243.png?cb=d5fffb80ff44099fb537621bd36d18ca) *** ** * ** *** Source: NPA Methodology Paper, EPRC --- language: "en" --- # 6. Annexes * [6.1 Output indicator definitions and documentation](https://programmemanual.interreg-npa.eu/ProgrammeManual/6-1-output-indicator-definitions.md) * [6.2 Result indicator definitions and documentation](https://programmemanual.interreg-npa.eu/ProgrammeManual/6-2-result-indicator-definitions.md) * [6.3 Output indicators per priority](https://programmemanual.interreg-npa.eu/ProgrammeManual/6-3-output-indicators-per-priority.md) * [6.4 Result indicators per priority](https://programmemanual.interreg-npa.eu/ProgrammeManual/6-4-result-indicators-per-priority.md) * [6.5 Programme logic per Priority](https://programmemanual.interreg-npa.eu/ProgrammeManual/6-5-programme-logic-per-priority.md) --- language: "en" --- # 6. Partnership Interreg NPA supports projects that help organisations and people work across different regions in the Northern Periphery and Arctic. For this reason, an application can only be submitted if there is a group of organisations from different regions in the NPA willing to work together on a project. The Youth Call is open to both private and public organisation, experienced or new to Interreg NPA projects. An organisation working with or for young people (up to 35 years old) can participate, as long as they allow youth to have a meaningful role in delivering the project **Read carefully** the rules for Partnerships and types of partners in [Chapter 2.2](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-2-partnership.md) of the Programme Manual. ![partnership.jpg](https://programmemanual.interreg-npa.eu/__attachments/a_b84dfa5ef020bfc5ba65531a66a2950f64b94128c3ac74f4642d6388d11d2cc9/partnership.jpg?cb=18a3219315bc6ce8c9307818285497c3) ## Your questions What general rules apply to all partners? There are some **general rules** which need to be met to be part of a partnership: * Partners must be an organisation with a legal entity. This means that private citizens cannot be partners in an application. * A partner can be a private or public organisation. * A partner must be based in the geography of the NPA programme or have a national remit. Check the list of eligible regions [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/1-introduction-to-the-interreg-npa#1.2--Programme-area). * All partners should have relevant expertise and capacity in the topic of the project to participate fully, to deliver the project outputs and to be able to mobilise a relevant target audience. * Service providers must be procured and not included as partners in the partnership. Are the specific conditions to be met for the Youth Call? Yes, the size and geographical extension of a partnership should be proportionate to the project level of ambition. The following minimum requirements for partnerships apply: **SEE IT!** **6-month projects** - involve partners from at least 2 programme partner countries, at least one of which from an EU Member State. Partnerships are recommended to include at least 2 of the 3 geographical zones of the programme area: 1) Finland-Sweden-Norway; 2) Ireland; 3) Faroe Islands-Greenland-Iceland. **SHAPE IT!** **12-month and MAKE IT WORK ! 18-month projects** - involve partners from at least 3 programme partner countries, at least one of which is from an EU Member State. The partnership is clearly of a transnational character. Partnerships are recommended to include at least 2 of the 3 geographical zones of the programme area: 1) Finland-Sweden-Norway; 2) Ireland; 3) Faroe Islands-Greenland-Iceland. ![geographical zones.jpg](https://programmemanual.interreg-npa.eu/__attachments/a_b9d6ada55da06a7bfdc718f6a0c5ea2657eb87d9eb969f2769696c94c5e10358/geographical%20zones.jpg?cb=5046510de41bfb23e77fbc38a5d41fb1) Are there different roles in the partnership? There are 3 types of partners in an NPA project, each with a different level ofresponsibility. **Lead Partners:** these organisations have the legal responsibility to lead the project and are the ones entering into a contractual agreement with the NPA Managing Authority. There can be only 1 Lead Partner in a project, and it must be a public organisation based in the Interreg NPA Programme Area, or with a national remit covering the region (e.g. National Agency, Environmental organisations, etc.). Besides leading the project, the Lead Partner also contributes actively to the project activities and has a budget. **Project partners:** contribute actively to the project development and implementation. They have relevant competences, and assigned roles and tasks in the project, as well as a budget. **Associated partners:** have an interest in the project, or can contribute with knowledge and expertise. However, they do not have a budget in the project. They are connected to one of the project partners. Read more in detail about each type of partner in [Chapter 2.2](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-2-partnership.md) of the Programme Manual. Can I have partners only from e.g. Sweden and Finland? Following the geographical requirements, this partnership would be allowed only in 6-months project, where projects need to have minimum 2 partners from 2 different NPA countries. Having partners from the same geographical zone (Sweden and Finland) would be accepted because for 6 months long projects it is only a recommendation to find partners from at least 2 out of 3 geographical zones. However, projects running for 12 and 18 months must include partners from at least 2 out of 3 geographical zones to clearly demonstrate the transnational character. What does "programme partner countries" mean? The Programme partner countries are those involved in the Interreg Northern Periphery and Arctic. Namely: the EU member states of Ireland, Finland and Sweden, together with Norway, Iceland, the Faroe Islands and Greenland. These are the 7 programme partner countries. Please also note that the programme area does not necessarily cover the entire country. For a list of eligible regions, please see [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/1-introduction-to-the-interreg-npa#1.2--Programme-area). What does "transnational partnership" mean? A transnational partnership is a collaborative network of organisations across borders working together to achieve an impact throughout the Northern Periphery and Arctic. In general, project partnerships should include organisations from at least **2 to 3 programme partner countries**, depending on the length of the project, and at least one of which from an EU Member State. Partnership should involve organisations based in at least **2 of the 3 zones of the programme area**: Finland-Sweden-Norway; Ireland; and Faroe Islands-Greenland-Iceland. In addition to these geographic requirements, the project must clearly demonstrate that transnational cooperation is essential for delivering the results and that partners are clearly benefiting from working with each other. Can youth organisations apply on their own, or do they need more established organisations in the partnership? Youth organisations can both apply on their own or as Associated partners connected to a more established organisation. Before joining the project, a youth organisation must consider whether they have sufficient resources to contribute to project activities -- both staff and financial resources. If a youth organisation evaluates that they heavily rely on volunteer work, or would not be able to keep up with the work-load or with advancing project costs, it is recommended that they join as Associated partners. Can the same organisation apply in different projects? Yes, but it is up to the organisation to realistically assess its capacity before committing to several projects. Where can I find partners for the Youth project? You can use [this form](https://www.interreg-npa.eu/media/ogtj3b0m/1-partner-search-template.docx) to give a short overview of your project idea and the kind of partners you need. Send it to the [Interreg NPA Joint Secretariat](https://www.interreg-npa.eu/contact/) or the [Regional Contact Point](https://www.interreg-npa.eu/contact/regional-contact-points/) in your country, who can advise you on which organisations could be relevant for your project idea. You can also share your idea in the LinkedIn Partner Search Portal, [**here**](https://www.linkedin.com/groups/15792125/)**.** --- language: "en" --- # 7. Duration Youth projects can choose a duration of · 6 months -- SEE IT! · 12 months -- SHAPE IT! · 18 months -- MAKE IT WORK! These durations correspond with the maximum budgets, types of activities, expectations and are also matching the level of experience of the partnership. Project durations do not include the final reporting period. The final report must be submitted within three months after the project activities end. ## Your questions Can the project run shorter or longer than the chosen duration? Your project should run for its full approved duration. If you finish all activities earlier, you can submit your final report sooner -- but this rarely happens. You **cannot** extend your project beyond its end date. Is the time for writing the final reporting included in the project duration? No, the project duration of 6, 12, or 18 months is dedicated to running project activities and delivering the outputs and results as planned. After the project ends, the Lead Partner has 3 months to submit the final report. --- language: "en" --- # 8. Workplan, activities, outputs and results In previous sections it was explained what the different expectations and focus of youth projects are, depending on their type. This section will focus more on explaining what kinds of activities, output, and results are suitable for youth projects and how applicants should develop their workplan. For more information, see also the [PDF presentation](https://www.interreg-npa.eu/media/3q2nnim2/how-to-draft-workplan-outrach-activities-budget.pdf) from the #2 Youth track webinar "Budget, workplan \& outreach" and the overview below. ![Youth Call Overview.png](https://programmemanual.interreg-npa.eu/__attachments/a_202c6cb41c4c8d4bc2c2a0ba4be9fd62e75070fbd7e5bda53e412945ec54fe88/Youth%20Call%20Overview.png?cb=5323177bf60fdbb99dcf7679b4300754) Click to enlarge First, let's clarify some terms. **Workplan** is the list of planned activities and outputs -- the work that the partners will be doing. The Workplan is divided into **work packages** -- 1 work package for each 6 months to help applicants organise their activities and match them with payments. ## Understanding the results, outputs, activities, and deliverables An **output** is a concrete tool, strategy, action plan, or model that compiles the work of the project in a way that others can adopt it, build on it, or reuse it. When this output is implemented by some organisation in the NPA area, it will bring a positive change to people living there. This positive change -- improvement -- is what the NPA understands as a **result**. The results -- changes -- are seen only once the outputs are used in real life by e.g. organisations, local authorities, SMEs, etc. Each output is created through a series of smaller events (e.g. workshops, visits, meetings, surveys, etc.) that are called **deliverables** . Closely linked with deliverables are **activities** -- these are the actions that deliver deliverables -- e.g. mapping youth interest (activity) involves 3 co-creation workshops (deliverables) and creates a list of youth interests (deliverable). As a rule of thumb, one could say that activities end with -ing as they are the actions, and deliverables are nouns. ![Workplan logic.png](https://programmemanual.interreg-npa.eu/__attachments/a_261a5c3f28a093831bc5549a5615882af7b56896a76340407b190f6bd7f9e45e/Workplan%20logic.png?cb=9cf3578ae8c38d3bc202296dee485a9d) Workplan logic ### Your questions Which activities and deliverables should I produce? Types of activities and deliverables that the project should achieve depend on the project type and focus. See the [section about project types](https://programmemanual.interreg-npa.eu/ProgrammeManual/5-project-types-expectations.md)and expectations to understand what each project type focuses on. We have also prepared a [Youth Call Overview](https://www.interreg-npa.eu/media/oj3bfbyp/youth-call-overview.pdf) where you can compare what activities and deliverables are expected from which types of Youth projects. Which outputs and results should I deliver if I am running a SEE IT! project? Check out the [Youth Call Overview](https://www.interreg-npa.eu/media/oj3bfbyp/youth-call-overview.pdf), where the requirements for different Youth projects are listed. ++SEE IT! projects++ will only count the number of partners (incl. the associated partners) in the project and report this as **Output** "Organisations cooperating across borders". These projects are not expected to deliver any other outputs, nor **results**. Which outputs and results should I deliver if I am running a SHAPE IT! project? Check out the [Youth Call Overview](https://www.interreg-npa.eu/media/oj3bfbyp/youth-call-overview.pdf), where the requirements for different Youth projects are listed. ++SHAPE IT! projects++ have different possibilities. At first, they also need to deliver the mandatory **Output** "Organisations cooperating across borders". Secondly, they can choose which other outputs fit their focus and types of activities. There is no maximum or minimum number of outputs delivered. It is up to the project team to decide what and how many outputs they can deliver based on their resources. SHAPE IT! projects may choose to deliver a result, but this is not mandatory. It is voluntary for outputs to be implemented by organisations, SMEs, authorities, etc. It is also acceptable if a project does not deliver a result. Which outputs and results should I deliver if I am running a MAKE IT WORK! project? Check out the [Youth Call Overview](https://www.interreg-npa.eu/media/oj3bfbyp/youth-call-overview.pdf), where the requirements for different Youth projects are listed. ++MAKE IT WORK! projects++ are also asked to report on how many partners the project has -- this is the mandatory **Output** "Organisations cooperating across borders". Secondly, they can also choose which and how many of the other outputs they want to deliver. The selection should reflect their longer duration, higher budget and different focus of activities, e.g. it is expected that these projects will deliver more or longer pilots than SHAPE IT! projects. But again, the final number of outputs is up to the project, there is no maximum or minimum amount. These projects are required to deliver **Results**. In their application, they must already indicate whether, and by whom, their outputs will be taken up and used in everyday practice. MAKE IT WORK! projects must include at least one Result. Are there any mandatory outputs or results? Yes, there is 1 Output that is mandatory for all youth projects -- "Organisations cooperating across borders". Other outputs and results can be selected as they fit to project's activities and objectives. What to count for Output "Organisations cooperating across borders"? The Output "Organisations cooperating across borders" counts how many partners + associated partners there are in the project. It ++**does not**++ count how many organisations the project has reached with its activities. What Outputs and Results can projects choose from? Interreg NPA offers 4 Outputs and 2 Results for projects to choose from. Outputs: 1. Strategies and action plans jointly developed 2. Pilot actions developed jointly and implemented in projects 3. Jointly developed solutions 4. Organisations cooperating across border Read the definitions of these Outputs in [Programme Manual chapter 6.1.](https://programmemanual.interreg-npa.eu/ProgrammeManual/6-1-output-indicator-definitions) Results: 1. Joint strategies and action plans taken up by organisations 2. Solutions taken up or up scaled by organisations Read the definitions of these Results in [Programme Manual chapter 6.2.](https://programmemanual.interreg-npa.eu/ProgrammeManual/6-2-result-indicator-definitions) What are results and how are they counted? In Interreg NPA, results are the real changes from your project. You only see these changes when organisations put your outputs into practice. For example: if your project creates a training model and a business support organisation uses it, young people can learn better skills. What kind of outputs and results are considered strong? Before we start talking about outputs and results, we need to clarify these terms. An **Output** is a concrete tool, strategy, action plan, or model that compiles the work of the project in a way that others can adopt it, built on it, or reuse it. **Result** on the other hand is a change the project brings and that will live after the project ends. Results -- changes -- are seen when organisations implement outputs (strategies, action plans, solutions, models, etc.) as part of their working practices or services provided. Therefore, the relevant organisations are then using the tools and solutions developed in NPA projects ensuring these are addressing the problem the project has identified at its beginning. To answer the question: strong outputs are the ones that are taken up and strong results are the ones that change people's lives. How many work packages do I need in the project? That depends on which type of project you are running. Each work package corresponds to 6 months and a youth project phase. SEE IT! projects -- 6 months -- 1 work package called SEE IT! SHAPE IT! projects -- 12 months -- 2 work packages called SEE IT! \& SHAPE IT! MAKE IT WORK! projects -- 18 months -- 3 work packages called SEE IT! \& SHAPE IT! \& MAKE IT WORK! --- language: "en" --- # 9. Outreach Communication is a very important part of any project. Communication helps people understand why we work together across countries and why it matters. It is about sharing the stories of the people behind the project, the challenges they face, and the practical solutions they create together. By using clear, simple language, we can show how cooperation leads to real benefits for young people and their communities, inspire others to get involved, and encourage more people to use and build on the ideas developed through these projects. ![outreach.jpg](https://programmemanual.interreg-npa.eu/__attachments/a_9b291565e503804faf013757caa7eebe921bfda7a4fb57d9e3633f879d34c368/outreach.jpg?cb=c81a9d31f72e3b53563dde8d30b6443d) Communication efforts should match the ambition of the project. ## Your questions What are the communication expectations for Youth Call projects? Communication efforts should match the ambition of your project. ++See it! projects++ (6 months) - should focus on **sharing information**. Choose the relevant existing channels to share the essential: Why, How and What your project is doing. We expect that you will be using the NPA logo in all your materials, display a project poster at each partner's venue and publish (at least) a news piece about the project. These 3 points are the so-called "EU requirements" and they must be met by any NPA project and all its partners. You can read more in detail about it [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-6-communication#id-4.6Communication-4.6.2InterregNPAcommunicationrequirements). ++Shape it! projects++ (12 moths) -- in addition to the above, this type of projects should make efforts to **promote** the solutions and good practices found. Your communication will be more targeted towards an audience of interested target groups. You can use existing channels or create a new project mini-website which will be provided by the NPA programme, and you are welcome to join Interreg NPA events to promote your results. ++Make it work! Projects++ (18 months) -- in addition to the above, this type of project requires a more strategic approach to communication. Your objective is to make a positive impact, which means that you need to **persuade** your target audience and the people who can benefit from your work, to follow your lead! In addition to the EU requirements, these projects must have an active online presence on social media, and maintain an NPA-hosted mini-website. They are also expected to participate in Interreg NPA events. These so-called "NPA requirements" you can read more in detail about [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-6-communication#id-4.6Communication-4.6.2InterregNPAcommunicationrequirements). Are there mandatory communication activities? Yes, all projects must meet the minimum visibility requirements set out in the European regulation. We call these the "EU requirements" and you can read in detail about them [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-6-communication#id-4.6Communication-4.6.2InterregNPAcommunicationrequirements). If you run an 18-month project, you must also fulfil the NPA requirements. You can read in detail about them [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/4-6-communication#id-4.6Communication-4.6.2InterregNPAcommunicationrequirements). How should young people be involved in communication activities? This is something we would like to ask you! In line with the 3 youth criteria, please involve young people in designing your project communication approach, objectives and tactics. Let them participate or run your communication during the project, and let them decide the best way to talk about themselves and their interests. What communication tools and materials are provided by the programme? The Interreg NPA programme provides the template to create the combined **project/programme logo**, which is mandatory to use across all your communication products and documents. ![image-20260709-112731.png](https://programmemanual.interreg-npa.eu/__attachments/a_95ec58ef81e03954a46fd3893f65dedd78b1e3c83e0d552fecf2414d140b346f/image-20260709-112731.png?cb=517f2410c944d8014e780fb14a0e8acf) We also provide several templates: an A3 project poster, a roll-up, a power point slide deck and basic project documents. These templates are optional to use, i.e. while it is mandatory to display a poster, it is not mandatory to use our template. A project can design its own templates, as long as the minimum requirements are met. All the templates and more communication assets are available in our [Download centre](https://programmemanual.interreg-npa.eu/ProgrammeManual/communication-guidance-and-templates#Communicationguidanceandtemplates-4.CommunicationTemplates). How will communication activities contribute to project assessment and success? Communication plays a key role in achieving the project objective and positive change. For this reason, it is very carefully assessed. A project without a well-developed communication approach or with a vague target audience will fail to make other relevant organisations aware of the good ideas and solutions found. This will limit the impact of the project and the benefit that it can generate. Therefore, a poor communication often indicates that the project will not be able to deliver a change. You can learn more on the role of communication in Interreg NPA projects [here](https://programmemanual.interreg-npa.eu/ProgrammeManual/2-5-communication#id-2.5Communication-2.5.1Theroleoftheproject). Do we need to design a project logo or create our own website? No, it is not necessary to design a bespoke project logo or a whole website. Only in very well justified cases we would agree that a project establishes its own logo and platform. These projects will have to demonstrate the need for an own visual identity in relation to the strategic and durable achievement of results. It will have to be outlined in the Application form and prove to be a good fit within the project logic. Any own project logo or website will need to integrate the mandatory combined programme/project logo and will not replace the mini-website. --- language: "en" --- # Application templates and guidance ## Project idea template A short document describing the main project concept to share with: * the Regional Contact Points, if you are looking for partners * the Secretariat, if you are looking for advice * potential partner organisations, if you are looking to expand your partnership. 📁 [Project_idea_-_Partner_search_template.docx](https://programmemanual.interreg-npa.eu/__attachments/a_1c51f940561efea7d2b51b812b7eef6297075deb5af5320941a9c13efdac1823/Project_idea_-_Partner_search_template.docx.md?cb=e7431d41472e351f9b01e7d6f8ce3f79) (Word) ## Application form template Describes the content of the Application form. This document can be used both as guidance and as a working tool during project development. It is available in word and pdf format. 📁 [Main_Application_Form_Offline_template_v4.docx](https://programmemanual.interreg-npa.eu/__attachments/a_43de059c2c321df715be293a008fed5d5577e2f2a036c34f415846247a53ecbe/Main_Application_Form_Offline_template_v4.docx.md?cb=e177d6b1ddee2e1127479302e47a682a) (Word) 📁 [Main_Application_Form_Offline_template_v4.pdf](https://programmemanual.interreg-npa.eu/__attachments/a_c10ce67e44bc6997b61d85e2b0ae008af7ce362075acad8124115df6c95dc621/Main_Application_Form_Offline_template_v4.pdf.md?cb=419772386a193772d5f9ba2ca3a75294) (PDF) ### Youth Call Application Form templates Below you can download an empty Word version of the application form and an empty budget file for each type of project. 📁 [See it! 6-month projects](https://www.interreg-npa.eu/media/htppkeq0/see-it_offline_files.zip) 📁 [Shape it! 12- months projects](https://www.interreg-npa.eu/media/1xdpzham/shape-it_offline_files.zip) 📁 [Make it work! 18-months projects](https://www.interreg-npa.eu/media/mumkkkwq/make-it-work_offline_files.zip) Please note that we can only accept applications submitted through the Jems platform. ## Mandatory Attachments The **Lead Partner statement and the Partner statement**are obligatory annexes to be completed, signed by the legal representative of each partner organisation and uploaded in Jems with your submitted project application. 📁 [LP_Statement_NPA_updated.docx](https://programmemanual.interreg-npa.eu/__attachments/a_c2d0160cb7a7290ef1328f0296e85bafa301e689dcd34c36fe773743be528f35/LP_Statement_NPA_updated.docx.md?cb=05e64941845043d23afdca9df1d534f0) 📁 [PP_Statement_NPA.docx](https://programmemanual.interreg-npa.eu/__attachments/a_605108dc5b499572c774187d149202ec062a6a77c97264116f8b18f3d5711556/PP_Statement_NPA.docx.md?cb=3243559dd2c1e89255748dbdc7733547) ### Mandatory application attachments for enterprises As part of their Jems application, applicants are required to submit documentation for any project partners that are enterprises (micro, small, medium, large). This helps the programme administration assess their financial viability, as support to undertakings in difficulty (with a weak solvency) falls outside the scope of the programme. [Mandatory application attachments for enterprises.pdf](https://programmemanual.interreg-npa.eu/__attachments/a_6e98809b8cd7a847254653484db498471843618f4b87ace7ce25f2d5ae6f1369/Mandatory%2520application%2520attachments%2520for%2520enterprises.pdf.md?cb=22e52e8f4efb42240c4eca0a3e8021b4) ## Checklist for Applicants The purpose of this checklist is to help applicants carry out a pre-check of their application before submission, improving the quality of their application. 📁 [Checklist for Applicants.pdf](https://programmemanual.interreg-npa.eu/__attachments/a_8e794cd37861d52305d3bfa192e7e732abb2061976489c86a3b9b4c4ec0ac243/Checklist%2520for%2520Applicants.pdf.md?cb=404de0323cd9e531d0543f77fe5edd62) ## Jems Instructions At this link you can find step-by-step instructions about how to submit an application in Jems as well as video tutorials. 🔗[Interreg NPA Jems User Manual](https://npa-jum.scrollhelp.site/npa-jum/) [Next Page](https://programmemanual.interreg-npa.eu/llms-full.txt/1)