Project implementation and monitoring processes

The monitoring and reporting system introduced in 2021–2027 marks a major step forward compared to the previous period. New features such as continuous monitoring, milestone tracking and the separation of financial and activity reporting allow the programme to follow progress more closely while reducing administrative burden for beneficiaries.

Projects now report activities and finances separately, which has improved clarity and efficiency. This structure supports faster reimbursements and better insight into implementation performance. On average, payments are made within about three weeks, compared to almost three months in the previous period, which significantly improves project cash flow.

Simplified Cost Options (SCOs) play a key role in this improvement. Their wider use has reduced the need for detailed financial documentation and lowered the risk of financial corrections. While staff costs are still often reported as real costs, SCOs are particularly appreciated for travel and accommodation, where administrative effort used to be high.

Digitalisation through Jems, the joint monitoring system across Interreg programmes, has become central to programme management. The system supports the entire project life cycle — from application and contracting to reporting and financial checks — in one shared platform. Beneficiaries and programme bodies consider Jems more stable and user-friendly than the previous system, with helpful features such as automatic checks and real-time feedback.

For programme bodies and national controllers, digital workflows and automated validations improve efficiency and reduce errors. Some challenges remain, especially where national control systems are not fully compatible, but overall, the digital setup has clearly reduced administrative costs and improved transparency.

Together, the new monitoring approach, the use of SCOs and digital tools create a more performance-oriented, flexible and efficient system that supports the timely delivery of results while maintaining strong financial control.

Key figures

✔ 23 days average payment time from report submission to reimbursement

✔ 1 digital system (Jems) covering the full project life cycle

✔ 40% flat rate for all other costs is the most frequently selected SCO

Programme objectives and expected results

The programme is progressing well towards its overall goal and expected results, in line with the current stage of implementation. With most projects still running, final impacts will come later, but the overall direction is clearly positive and on track for 2029.

Financial implementation is strong. More than 90% of the ERDF budget is already committed, and spending is advancing steadily across all priorities. With a 31% spending rate, Interreg CENTRAL EUROPE performs well above the average of other Interreg transnational programmes. This confirms both high project uptake and efficient programme management.

Cooperation is already delivering visible outputs. The indicator linked to partnership is progressing fastest, with organisations cooperating across borders close to 80% of the final target. Other outputs, such as pilot actions and jointly developed solutions, are still at an earlier stage, which is expected, as these are usually delivered later in project lifecycles.

First result indicators are starting to appear, showing that strategies and solutions are gradually being taken up by organisations. While uptake and upscaling remain limited for now, this reflects the fact that many projects are only reaching their implementation phase. Based on current trends, the programme expects targets to be achieved by the end of the period.

Thematic coverage is well balanced and has improved further with the targeted call for peripheral and lagging areas. Previously underrepresented programme specific objectives and thematic fields are now better covered, while strong demand in other areas reflects where cooperation can generate the most added value. Overall, the portfolio of projects is well aligned with programme priorities and territorial needs.

Key figures

✔ Over 90% of ERDF budget committed across all priorities 

✔ 31% spending rate well above Interreg average

✔ 78% of the indicator “organisations cooperating across borders” has been reached

Programme communication and outreach

Communication in Interreg CENTRAL EUROPE is not treated as a separate activity, but as a cross-cutting function that supports the whole project life cycle — from applying and implementing projects to sharing results and building synergies. Its role goes beyond visibility and actively contributes to stakeholder engagement, learning and cooperation.

Instead of relying on a fixed long-term strategy, the programme uses annual communication work plans that are regularly updated. This allows communication to respond to changing needs, user behaviour and emerging topics, while progress is mainly tracked through user feedback, participation in events and online engagement rather than only through output counts.

The programme website is the main communication and service hub. It combines guidance, tools, and project websites in one place, offering clear user pathways for applicants and beneficiaries. Applicant community platform supports partner search and project development, while long-term hosting of project websites ensures continued visibility of results after projects end.

Social media and campaigns are increasingly targeted to specific audiences and objectives. Outreach has evolved from general promotion to more thematic and territorial campaigns, including stronger engagement with institutional audiences, which improves both efficiency and relevance.

Events remain a key communication channel. Webinars, national info days, trainings and synergy events support learning, exchange and networking, with very high participant satisfaction. Hybrid and physical formats are particularly effective for connecting projects and stimulating cooperation.

At national level, NCPs play an important role in outreach and applicant support. While performance varies between countries, coordination with the joint secretariat has improved and national activities are now better integrated into overall communication planning.

Communication also supports capitalisation and result uptake, through thematic storytelling, targeted campaigns and synergy roundtables that connect projects and encourage transfer of knowledge across thematic areas. Overall, Interreg CENTRAL EUROPE shows strong visibility compared to other transnational programmes and performs particularly well on social media platforms.

Key figures

✔ 95% satisfaction rate with organised events 

✔ 20,500 average monthly visits on the website

✔ 15,586 followers across social media channels

✔ 6,480 members in the applicant community

Partner involvement 

Interreg CENTRAL EUROPE brings together a broad mix of organisations, combining public authorities, research institutions, NGOs, sectoral agencies and private-sector actors. This diversity supports both policy relevance and practical implementation across programme priorities.

Public authorities remain the largest beneficiary group, while the targeted focus and small-scale format of the call for peripheral and lagging areas attracted more civil society and sectoral organisations and fewer universities. This shift reflects the programme’s ability to adapt its instruments to reach different target groups and territorial needs.

Geographically, participation is well balanced across countries, with stronger involvement from Italy, Slovenia, Poland, Hungary and Croatia. The call for peripheral and lagging areas successfully increased participation from less developed regions, confirming that targeted calls can improve territorial balance and accessibility.

Partnership sizes are stable and appropriate to project types. Classic projects typically involve around 10 partners, while small-scale projects work with smaller, more focused partnerships. Beneficiaries value thematic expertise and implementation capacity more than simply increasing the number of partners.

The programme performs particularly well in attracting newcomers. More than half of current beneficiaries did not participate in the previous programming period, and many new organisations have already taken on lead partner roles, especially in the last call. This shows strong accessibility and effective capacity-building.

At the same time, cooperation networks remain active. About half of beneficiaries had worked with at least one partner before, often within Interreg, while many partnerships also include new combinations of actors. This balance supports both continuity and innovation in cooperation.

Sustained cooperation beyond individual projects exists but remains selective. Where it continues, it is driven mainly by strong personal and institutional relationships rather than geography. Funding continuity and administrative complexity remain barriers, especially for smaller organisations.

Key figures

✔ 58% newcomers 

✔ 48% new lead partners in the call for peripheral and lagging areas

✔ 75 out of 81 regions in the programme area have active project partners

Coordination and synergies with other programmes

Interreg CENTRAL EUROPE takes a proactive and strategic approach to coordination with other transnational Interreg programmes and EU funding instruments. Regular exchanges with managing authorities and joint secretariats help align approaches, address common challenges and avoid duplication, while supporting joint positions towards EU institutions.

Coordination also serves to actively build synergies. Information on calls, project topics and priorities is shared early, allowing programmes to complement rather than compete with each other. This approach is supported by close cooperation with INTERACT and, where relevant, by participation in national coordination mechanisms.

The programme also connects with other EU funding schemes, such as the Clean Energy Transition Partnership and cross-border cooperation programmes, building on earlier experience with capitalisation initiatives linked to Horizon programme. These links help project results travel beyond a single funding stream and increase their policy relevance.

Avoiding double funding is part of the same process. During project assessment, applications are checked not only for overlap but also for potential complementarities, which are later used to plan joint thematic activities and cross-project exchanges. Synergy roundtables and programme conferences provide structured spaces for projects to exchange experience and develop follow-up actions.

Capitalisation is addressed at several levels: projects are supported in using existing results, thematic events connect related initiatives, and cooperation with other programmes helps scale up successful approaches. The strategic call for capitalisation further strengthens this model by explicitly bringing together projects from different Interreg strands to address shared territorial challenges.

Beneficiaries confirm that this approach works. Many projects already build on earlier results, and most see clear value in cooperation beyond their own partnership. Overall, the programme acts as a connector between projects, programmes and policies, helping turn individual results into broader territorial benefits.

Key figures

✔ 62% of projects see synergies with other projects 

✔ 46% see link to other funds, including Horizon, LIFE and national schemes

✔85% of respondents find synergies useful