People of the Danube: Insights and Voices From Across the Region

DRP: Leading a €2.6M Interreg project for the first time is not a small thing. How did your team handle all the rules and financial requirements — was there a moment where it just "clicked", or was it more of a gradual learning process?

Simona Roudi: We established a project team that combines both people who are new to this kind of work and those who already had experience in implementing similar projects. However, as a lead partner managing such a large-scale project for the first time, the learning process was definitely gradual.

Whenever we weren’t sure about something, we reached out for support – to experienced colleagues in the region, knowledgeable project partners, our Project Officer (JS), and, when necessary, also to the First Level Control (FLC). This collaborative approach helped us build confidence and understanding over time.

DRP: What does your day-to-day coordination actually look like?

Simona Roudi: We start with regular morning meetings within the project team, where we review the tasks for the day or week and distribute responsibilities accordingly. Throughout the process, we continuously support each other, exchange ideas, and often work collaboratively on planning and implementing tasks.

At the partnership level, we organise monthly online meetings. We also added in-person project meetings, even though they weren’t planned in the application. These turned out to be really useful, as they strengthen coordination, provide hands-on workshops, include expert input, and create more opportunities for knowledge exchange and mutual support among partners.

DRP: RurALL brings together local authorities, NGOs, research institutes, and business organisations from 11 countries, including non-EU partners from Bosnia, Serbia, and Montenegro. How have you managed to keep everyone aligned on programme rules and deadlines?

Simona Roudi: At the beginning, we set clear expectations, highlighted programme requirements, and communicated key deadlines related to implementation, reporting, and financial planning. We also regularly reminded partners of upcoming deadlines.

Of course, not everything always went according to plan. Whenever we identified challenges, we addressed them immediately to prevent more serious deviations.

For example, when we noticed lower spending in external costs, we asked partners to prepare spending plans to assess potential underspending. In cases of delays in local activities, we discussed the situation with the respective project partners and activity leaders to evaluate the impact on the overall project timeline and adjust accordingly.

DRP: Beltinci coordinates both territorial and knowledge partners who have very different day-to-day roles in the project. How do you ensure knowledge partners like Zavod PIP (SI) and EMFIE (HU) stay connected to what is happening on the ground in the pilot areas?

Simona Roudi: We addressed this by strengthening the role of knowledge partners throughout the entire project. They actively supported the partnership by monitoring pilot activities, providing guidance, and conducting evaluations even after specific thematic phases were completed.

They were also consistently involved in joint activities and contributed through additional thematic inputs and expert presentations. For example, expertise in community engagement (Zavod PIP) was integrated not only into activities focused on identifying new functions for dwellings, but also into the development of business models and transnational networking activities. In the case of the multi-stakeholder governance model, the process involved all project activities, ensuring the continuous involvement of the knowledge partner (EMFIE) throughout the entire project lifecycle.

Overall, knowledge partners played an active and continuous role, ensuring that their expertise remained closely linked to the realities on the ground.

DRP: Can you describe a specific programme rule or procedural requirement within the Interreg Danube framework that took the most effort to master and how you ensured the whole consortium understood it too?

Simona Roudi: There wasn’t really one rule that stood out as especially difficult. We shared the main programme manuals and guidance documents and highlighted the most important requirements related to implementation and reporting. In general, there were no major issues.

In the initial phase, one partner faced challenges in understanding the eligibility of certain types of staff costs, particularly regarding different forms of contractual work arrangements. Since national interpretations by control bodies can vary, this required additional clarification and coordination to ensure a common understanding across the partnership.

DRP: The New European Bauhaus inspiration is central to RurALL's identity. How has Beltinci translated this rather abstract concept into something meaningful and tangible for your local community and for partner municipalities?

Simona Roudi: For us, the New European Bauhaus really comes to life through concrete actions in rural communities across the Danube region. We focus on the three core values: sustainability, aesthetics, and inclusion.

On the sustainability side, the project encourages reusing existing buildings rather than building new ones, helping to reduce land consumption and make better use of local infrastructure. Partners explore renovation and adaptive reuse ideas that are both environmentally responsible and practical for the community.

When it comes to aesthetics, we aim to respect local character and heritage while improving the quality of everyday spaces. Through participatory workshops and consultations, residents, local associations, and experts help shape renovation ideas that meet community needs and make spaces feel welcoming and connected to their surroundings.

Finally, inclusion is at the heart of the process. The project ensures that a wide range of voices – citizens, NGOs, and local authorities – can contribute, shaping multifunctional and accessible spaces that bring people together and strengthen social life in rural communities.

DRP: The governance model RurALL is developing is meant to be transferable across the Danube region. From Beltinci's perspective as both LP and pilot site, what do you think will be the hardest element of the model to replicate in other communities, and why?

Simona Roudi: The model represents a structured and comprehensive approach that requires both dedicated staff and additional financial resources. One of the main challenges for other communities may be the level of commitment needed to implement it fully.

The most demanding part is the mapping process, particularly the fieldwork component, which often involves engaging local residents. This requires time, coordination, and strong local involvement.

Another key challenge is long-term sustainability – maintaining community motivation, securing funding for implementation, and ensuring continuity despite potential political or administrative changes.

DRP: What would be your advice to organisations planning to take on a LP role for the first time?

Simona Roudi: If an organisation is considering taking on the lead partner role, we strongly recommend that they already have some experience participating in projects as a project partner. Alternatively, it is essential to include someone in the team who has prior experience in project management.

This significantly helps in understanding the complexity of coordination, financial management, and communication within large international partnerships.

DRP: What things could you not have learnt or gained experience of if you had not participated in the Danube Programme?

Simona Roudi: We realised that the Danube Programme is a powerful connecting element that helps build a shared regional identity. Although the participating countries differ in many ways, the wider Danube region is strongly connected through common challenges.

This sense of connection and shared purpose is something we were not fully aware of before participating in the programme.

DRP: Projects like RurALL create something that no results indicator can measure - real connections between people from very different places and backgrounds. Was there a moment, with a partner, a local resident, or a colleague from another country that reminded you why this kind of transnational work matters beyond the project itself?

Simona Roudi: At the local level, we were really surprised by the level of engagement during community activities. Residents showed strong commitment and enthusiasm when contributing ideas for new uses of buildings – demonstrating that they truly care about both the development and the identity of their community.

At the partnership level, there was also a strong sense of connection built through discovering similarities among us, despite our different backgrounds. These shared experiences helped create meaningful relationships, which we believe will continue even after the project ends.

DRP: Taking on the Lead Partner role as an organisation from Bosnia and Herzegovina, what did that responsibility mean to you and your team when you first took on the role?

Mirza Sikirić: Taking on the Lead Partner role was, for us, a major step forward in both mindset and the way we operate. Previously, we mainly participated in projects as partners, aligning with activities and expected results defined by others.

For me, this role meant taking full ownership—not only of implementation, but of the vision itself. It also meant taking responsibility for coordination, decision-making, risk management, and keeping a large partnership aligned throughout the project. It gave us the opportunity to shape the  project based on real needs from our local ecosystem, while at the same time aligning those needs with the broader development of the Danube region.

This shift—from contributor to leader—allowed us to connect local priorities with transnational objectives in a much more meaningful way, creating a strong foundation for long-term impact.

DRP: Lead Partners from non-EU countries are still relatively rare in Interreg programmes. Did you ever question whether you could manage this task and what helped you move forward with confidence?

Mirza Sikirić: Lead Partners from non-EU countries are still relatively rare, which makes this role particularly meaningful for us. To the best of our knowledge, only two organisations from Bosnia and Herzegovina have ever taken on the Lead Partner role within the Interreg Danube Programme—and we are proud to be one of them.

I saw this as both a responsibility and an opportunity. We were not only representing our organisation, but also demonstrating that institutions from Bosnia and Herzegovina can successfully lead complex transnational projects.

We were fully aware of the complexity of the task, but we never doubted that we had the capacity to manage it. What gave us confidence was the strong support system provided by the Programme—especially the Joint Secretariat, as well as our National Contact Point and First Level Control.

At the same time, we built a strong and committed consortium of 16 partners from 10 countries. We invested time upfront to clearly define roles and expectations, which later made coordination much easier.

DRP: You were leading a consortium of 16 partners while simultaneously navigating Interreg rules, reporting requirements, and programme structures many of which were new to you. How did you approach that initial learning curve? Where did you begin?

The initial learning curve was intensive, and I approached it in a structured way. I started by going through all programme manuals and guidelines in detail, just to be sure we fully understand the expectations from the beginning.

Whenever something was unclear, we reached out to the Joint Secretariat, and that support really made a difference.

At the same time, we relied on our previous experience in implementing EU-funded projects. The scale was new, but the logic was familiar, which helped us stabilise things quite quickly.

What proved especially important was not just understanding the rules, but translating them into a clear internal structure. Once we aligned roles, responsibilities, and communication flows within the team, the complexity became manageable and we were able to move from learning into execution relatively fast.

DRP: Your organisation stepped forward from Zenica to lead one of the more technically ambitious projects in the programme. How did that journey begin and what kept you going in the early stages?

This step was not a coincidence—it was a natural progression. We had already built experience through multiple EU projects, including a smaller-scale Lead Partner role.

However, SpinIT was definitely a bigger challenge. What kept me focused from the beginning was a very simple idea: we didn’t want to produce another strategy that ends up sitting on a shelf.

Our goal was to create solutions that people will actually use in their daily work. That was a conscious design choice from the beginning, and it shaped the whole structure of the project.

That is why we insisted on a bottom-up approach. Instead of defining solutions upfront, we involved stakeholders early and let them shape the direction through structured workshops and pilot development. That made a big difference later in terms of relevance and ownership.

DRP: SpinIT brings together stakeholders from enterprise, academia, public institutions, and civil society. From your perspective as Lead Partner, how did you ensure meaningful engagement across such a diverse group?

Mirza Sikirić: Ensuring meaningful engagement across such a diverse partnership was something we addressed already in the project design phase.

We structured the partnership into Territorial and Scientific partners. Territorial partners worked directly on pilot implementation and stakeholder engagement, while Scientific partners supported methodology and ensured quality through the Internal Quality Management Board.

From my perspective, the key was clarity. Everyone needed to understand what is expected from them and where they bring value. Once that was clear, collaboration became much more natural.

We also aligned tasks and budgets with the expected level of engagement, which helped maintain commitment across the partnership.

DRP: Looking beyond project outputs and results, what broader impact do you hope SpinIT will have across the Danube region—in terms of collaboration, capacity building and regional innovation ecosystem?

Mirza Sikirić: SpinIT has already been recognised as a flagship project, which confirms its quality and relevance at the programme level.

I believe the project’s main impact comes from the way we approached digital transformation—by involving stakeholders from the beginning and building solutions around real needs.

The project brought together 16 partners from 10 countries, developed 10 pilot actions, and achieved 8 transnational replications, which shows that the approach can be transferred and adapted across different contexts.

I was personally approached by several partners who wanted to use the SpinIT intervention logic when preparing their own project proposals, which is probably the clearest signal that what we developed has value beyond this project.

What makes SpinIT different is not only what we developed, but how we developed it.

DRP: What would you say to organisations from other non-EU Danube countries that are hesitating to take on a Lead Partner role? What do you know now that you wish you had known at the beginning?

Mirza Sikirić: It is completely understandable why organisations hesitate—being a Lead Partner requires significant effort, responsibility, and coordination.

At the same time, I see it as one of the most effective ways to build capacity, gain strategic experience, and position your organisation for more ambitious projects in the future.

One key lesson I learned is the importance of clearly separating Lead Partner responsibilities from regular project partner activities. In our case, we expanded the team and ensured dedicated capacity for both roles, which proved essential for maintaining quality, efficiency, and control over project implementation.

Looking back, I can confidently say that the effort is absolutely worth it, both in terms of organisational growth and long-term positioning.

DRP: What is one key insight about digital transformation and innovation in the Danube region that you gained through SpinIT, something you could not have learned without leading this project?

Mirza Sikirić: One of the most important insights I gained is how fast digital transformation is evolving.

When we were designing the SpinIT project, artificial intelligence was still emerging and often perceived as a trend. Today, only three years later, it has become an integral part of everyday work and digital development. This clearly demonstrates the importance of flexibility and the ability to adapt quickly to new technological shifts.

Another key insight is the diversity of digital maturity across the Danube region. In some areas, we found ourselves ahead of our peers, while in others we identified significant gaps.

Without transnational cooperation, it would be very difficult to gain such a comprehensive perspective. What became very clear to me is that the Danube region does not move at one speed—its strength lies precisely in that diversity, because partners can learn from each other in very practical ways. This is where the real value of the Programme lies—it enables benchmarking, knowledge exchange, and accelerated learning beyond local limitations.

DRP: In your view, has SpinIT changed the people involved, not just the institutions? And do you believe that kind of change is enough to ensure lasting impact?

Mirza Sikirić: I believe SpinIT has clearly influenced not only institutions, but also the people involved.

Through SpinIT pilot activities and pilot project validation, more than 600 participants across the Danube region were trained and engaged, covering SMEs, public sector representatives, academia, and individual learners.

This is also supported by feedback collected through surveys conducted at the end of pilot implementation and validation phases. In addition, many project partners have already integrated these pilot activities into their future plans, ensuring continuity and sustained impact even after the formal completion of the project.

In my view, this kind of individual-level change is what ultimately drives institutional transformation. When people adopt new ways of thinking and working, the impact becomes embedded and far more sustainable over time.

DRP: The project implemented 10 pilot actions across areas such as IT sector development, Industry 4.0, and smart technologies. What did these pilots reveal about the region’s readiness for digitalisation and innovation?

Mirza Sikirić: The pilot actions clearly showed that readiness for digital transformation exists across the Danube region, but only when solutions are designed around real local needs.

What made SpinIT particularly strong was not just the implementation of 10 pilot actions, but the structured process behind them. We started with analysis, peer learning and stakeholder engagement through Local Discovery Groups, which ensured that each pilot was grounded in actual challenges identified in the territories. This resulted in pilot implementations across Zenica, Tuzla, Pécs, Varaždin, Zadar, Cluj-Napoca, Prague, Novi Sad, Haskovo and Ptuj, reflecting a wide diversity of regional priorities and levels of digital maturity.

The pilots themselves addressed different aspects of digital transformation, including cybersecurity awareness, AI skills, smart business processes, collaborative robotics, digital procurement, traineeships and youth innovation. This diversity was important because it allowed each partner to focus on what was most relevant locally, while still contributing to a common transnational objective.

The validation phase confirmed the real value of this approach. We achieved 8 successful replications of pilot activities across partner regions, demonstrating that many of the developed solutions were transferable. At the same time, the process showed that replication should not be forced. Some pilots were not replicated, not because they lacked quality, but because we consciously chose not to force replication where there was no real demand from local communities. This helped us keep the process truly demand-driven and aligned with local needs.

The experience showed that digital transformation in the Danube region works best when it combines strong local ownership with structured transnational exchange. The pilots were not just individual experiments, but a mechanism for learning, adaptation and scaling solutions across different territories.

DRP: With hindsight, how would you say your experience in project management was when you first applied in SEE? (basic level/ a pretty good understanding of things/ somewhat experienced)

Blaž Barborič: When we first applied in the SEE Programme, my experience in project management was still quite basic regarding the management of transnational projects, although I was already somewhat experienced in managing national projects. I understood the general logic of project planning, coordination, and reporting, but the transnational dimension was new to me and required a broader perspective. In particular, I had to learn how to work with more complex partnership structures, different administrative cultures, and programme-specific rules. Looking back, the SEE experience was a very important learning step that helped me build a solid foundation for later projects.

DRP: How has your involvement expanded your understanding of EU project management — can you walk us through the process from SEE, across DTP and now DRP?

Blaž Barborič: At the time of the SEE Programme, my experience with EU project management was still developing, and that was where I truly gained my first solid transnational project management experience. I learned a great deal by working closely with the Joint Secretariat, asking many questions, and gradually solving challenges during project implementation. That period helped me understand not only the formal rules, but also the practical side of coordinating international partnerships and dealing with reporting, communication, and delivery issues. By the time of the Danube Transnational Programme, I was already much more experienced, and project management became smoother and more confident. During DTP, I also gained new experience related to the support of the EUSDR in project implementation, which added another strategic dimension to my work. I especially appreciated the very responsive support from the Joint Secretariat, particularly regarding reporting questions, partner changes, and the achievement of planned outputs, as well as the participation of JS officers in our project meetings. In the Danube Region Programme, I gained further experience in managing a very large partnership of 18 project partners and 17 ASP with very different thematic and administrative backgrounds, especially in relation to reporting capacity. This showed me how important a well-prepared initial phase is for the smooth implementation of all later activities. Through this process, a strong network, new knowledge, and mutual trust were built among the partners. As a result, the uncertainty I felt at the beginning gradually turned into real confidence and joy in project implementation.

DRP: Can you describe a specific moment when you felt your institutional capacity meaningfully grew (due to Programme’s trainings, seminars or cross-sectoral / multi-level cooperation with partners coming from different regions and having different approaches to a joint challenge)?

Blaž Barborič: Yes, during the SEE Programme there was a specific moment when I felt our institutional capacity had grown significantly. At a project meeting in Skopje, I realized how diverse the region was and how different the partners were in terms of experience, institutional capacity, and approaches to the same challenge. This helped us better understand that achieving joint project outcomes requires not only technical work, but also strong coordination and tailored support to partners. We gradually learned how to detect partners’ needs and knowledge gaps at an early stage. At the same time, the support from the Joint Secretariat was especially valuable regarding reporting requirements and how to address implementation challenges correctly. This helped us overcome initial difficulties and strengthen the internal capacities of our project management team. As a result, we found the right way to guide the partnership and fulfill the project goals more effectively.

DRP: As an already experienced partner, how do you tackle knowledge transfer towards newcomer partner organisations?

Blaž Barborič: I believe the best way to transfer knowledge to newcomer partner organisations is through personal visits to their location. It is important to spend enough time with them to discuss the project in detail, explain the expected knowledge, and visit the pilot area together in order to clarify what the project is about and what kind of joint solution should be developed. This also helps build capacities related to the thematic scope of the project in a practical way. At the same time, the administrative part of the project must also be carefully explained, especially reporting obligations and management tasks. It is essential to verify whether the partner has sufficient and appropriate capacities for both thematic implementation and administrative management. This takes time, but it is definitely worth the effort.

DRP: What were the biggest challenges in getting less experienced partners to catch up, and how did you handle them?

Blaž Barborič: The biggest challenges in helping less experienced partners catch up were usually their lack of thematic knowledge and the lack of administrative capacity. In my experience, personal contact is the best way to address this. Through more relaxed but thorough discussions, not only knowledge is transferred, but also motivation and confidence to tackle project challenges increases. It is important to explain both the thematic content of the project and the practical requirements related to implementation and reporting. Online meetings and thematic webinars are also very useful, especially as follow-up support after direct meetings.

DRP: Can you point to a specific moment where a newcomer partner's growing confidence or skills visibly improved and it impacted on the project outcome?

Blaž Barborič: Yes, I can recall a specific case of a newcomer partner who was quite unconfident at the beginning of project implementation. During the project, however, the partner gradually reached the common level of understanding and eventually delivered more than expected. The most visible example was the development of an information platform that was designed in a much broader and more useful way than initially planned. It could be applied for several purposes, from agriculture to social sciences, which increased its value for the project results. It was very impressive to see how the partner’s skills and confidence grew over time and positively influenced the overall project outcome.

DRP: Can you explain how the experience you have gained over the years of projects design and management has helped you to establish the cooperation with the entities outside the Interreg community such as BPS and MagnetBank?

Blaž Barborič: Over the years, experience in designing and managing transnational projects helped us move from coordinating only project partners to building cooperation with actors outside the Interreg community, especially investors, banks, and policy platforms. In NONA, this was possible because the partnership had already developed a solid methodology, regular coordination routines, office hours, capacity-building formats, and trusted cooperation among thematic and pilot partners, which made the project credible to external actors. A concrete example was the cooperation established with ASP partner Magnet Bank during the Mini Investment Forum in Veszprém, where the bank helped shape the forum theme and provided feedback on pilot progress, linking project work with real investment perspectives. Magnet Bank facilitated mainstreaming of NONA results to EU policy makers by appointing PP Iskriva to represent the project in consultations with Members of the European Parliament on the next Multi-Annual Financial Framework. At the same time, the project built broader cooperation with financial and investment actors through IMPACT-CEE, IMPACT Europe, Fund 2740, the European Investment Bank Romania Office, Banca Transilvania, BCR, Techcelerator, and other actors relevant for the green investment ecosystem, showing that long-term project experience helped translate territorial development ideas into discussions on financing models and investment readiness. In this way, long-term project experience helped us build trust, speak the language of both public governance and investment actors, and establish meaningful cooperation with entities such as Magnet Bank and other financial institutions involved in the NONA green investment ecosystem.

DRP: Durability of results is a core Programme aim. What mechanisms have been put in place to ensure the that capacities developed during ATTRACTIVE DANUBE, ATTRACT SEE and NONA are retained and built upon in the future?

Blaž Barborič: The durability of results was built step by step across the three projects through systems, partnerships and follow-up actions. In Attract-SEE, the core mechanism was the development of a common territorial monitoring framework, action plans for implementation, permanent stakeholder networks, and the understanding that the results would serve as a platform for new transnational cooperation in the future. In ATTRACTIVE DANUBE, this was taken further through the permanent CO-TAMP and national TAMP platforms, a handbook for policy planners, national capacity-building seminars, and national and transnational Memorandums of Understanding designed to share ownership and responsibility for future use of the platforms. The Memorandum also made clear that the indicator databases and platforms would continue to be updated after the project, providing a long-term evidence base for policy planning in the Danube Region. In NONA, the same logic was continued through tailored trainings, bilateral support to pilots, continuous exchange of knowledge and good practices among partners, which helped embed capacities in both organisations and local pilot teams. NONA is creating longer-term structures such as the NONA Academy, the Community of Practitioners and Investors, and the Green Investment Hub, which are meant to continue supporting cities and regions beyond the project lifetime. The project also connected its results to wider European and Danube frameworks, including the European Commission, EUSDR, and the NEB Funding Hub, which increases the chance that the knowledge and methods will continue to be used and expanded. The preparation of the follow-up project NONA-LEAP shows that the capacities developed are not ending with NONA, but are already being built into the next project pipeline as a logical continuation.

DRP: For organisations connected to the New European Bauhaus — how will this project help you translate results to EU-level decision makers, and what does that mean for your future project pipeline?

Blaž Barborič: For organisations connected to the New European Bauhaus, this project helps translate local pilot results into EU-level policy discussions by creating direct links with the European Commission, especially the NEB Unit and DG Regio. NONA was recognised as a leading New European Bauhaus project on the Danube NEB Lab, which enabled regular exchange with EU institutions and the sharing of project feedback, lessons learned, and pilot results. The project also brought concrete pilot experiences to European audiences, for example through the presentation of NONA and the Ravne na Koroškem pilot at the NEB Cities and Regions event in Brussels and through contributions to the European Commission’s communication on NEB. NONA was invited to contribute to the development of a new NEB Funding Hub, which means that project knowledge is not only being presented but can also influence future EU support mechanisms for place-based transformation projects. Cooperation with external actors such as ASP Magnet Bank also helped bring NONA results into wider EU policy discussions, including consultations with Members of the European Parliament on the future EU Multi-Annual Financial Framework. This has an important meaning for the future project pipeline, because it positions the partnership as a credible actor not only in project delivery but also in shaping future European agendas on green investment, territorial regeneration, and NEB implementation. Regarding follow-up planning, partners jointly prepared the NONA-LEAP proposal as a logical next step focused on leadership skills and stronger cooperation with non-profit actors in decision-making processes.

DRP: UZOR brings together people from very different professional backgrounds. When you are working on something as complex as the SMILE Incubator, how does that mix actually help?

Teodora Đurnić: Honestly, none of us came into this with the same background, and I think that's actually been the secret. A couple of my colleagues already knew Interreg inside and out, while I was completely new to it. So instead of trying to figure everything out alone, I basically learned by leaning on them — how the reporting works, what the programme actually expects, that whole rhythm of working transnationally.

DRP: You have worked with over 200 young people in rural areas. What did you learn from them that convinced you this project is tackling the right problems?

Teodora Đurnić: The most important thing we learned is that young people in rural areas do not lack motivation or ambition. What they often lack are accessible opportunities, support systems and the feeling that their voice can lead to concrete change.

Through our research in Montenegro, we collected 187 responses from young people in rural communities, which we complemented with interviews and expert opinions. Their answers confirmed that issues such as migration, limited opportunities for professional development, the loss of human and intellectual capital, population ageing and insufficient digital skills are not simply abstract topics found in strategic documents.

These issues directly affect young people’s decisions about whether to remain in their communities, leave, become actively involved or withdraw from social and decision-making processes altogether.

At the same time, we saw that many young people want to contribute to the development of their communities. They want to be heard and to create something useful, but they need practical tools, support and connections with people and institutions that can help them.

This convinced us that the SMILE Incubator is addressing the right problem. The problem is not a lack of potential among young people, but a lack of opportunities to develop and use that potential.

DRP: The SMILE Incubator is about giving rural young people tools they did not have before—social media skills, leadership and a sense that they can actually shape something. When you run a capacity-building session, what does that shift look like in a person?

Teodora Đurnić: This shift can often be observed through small but very meaningful moments. At the beginning of an activity, a participant may feel uncertain, reserved and reluctant to express an opinion publicly. They may believe that they do not know enough or that decisions concerning their community are made somewhere else, without their involvement.

During a well-designed capacity-building process, this attitude gradually changes. A young person moves from thinking, “I do not know enough to participate,” to asking questions such as, “How can I present this idea?” or “Who can I involve to help make this initiative happen?”

Participants begin to see social media not only as a space for entertainment, but also as a tool for presenting local initiatives, bringing people together, starting dialogue and advocating for change.

They also begin to understand leadership differently. They no longer see leadership only as a formal position, but as the willingness to take responsibility, listen to others, initiate a small local action and bring people together around a shared idea.

For us, the real result is not simply that someone has learned how to use a particular digital tool. What matters more is that they leave the activity with greater confidence, a clearer sense of personal responsibility and the belief that their contribution has value.

DRP: Montenegro has its own pace and its own culture around youth participation. How do you adapt a transnational curriculum so that it does not feel imported, but follows naturally within a rural community here?

Teodora Đurnić: The first and most important step is to listen to young people and the local community. Although the core programme is developed at the transnational level, its implementation must begin with the real lives, language, experiences and needs of people in the local community.

Focus groups are particularly helpful in this process. Through focus-group discussions, we can gain a deeper understanding of how young people think, the problems they face, the reasons why they do or do not participate in social processes and the types of support they would find most useful.

Surveys provide important quantitative information, but focus groups help us understand the personal stories, experiences and reasons behind the data. They bring us closer to the real situation and help us identify the most suitable way to reach the project’s objectives.

In this project, based on information collected through surveys, interviews with experts, focus-group discussions and communication with local stakeholders, we have adapted examples, terminology, exercises and working methods.

Something that is applicable in a large European city may not work in the same way in a small rural municipality in Montenegro, where opportunities for participation are often much more limited.

We also do not present the programme as a finished solution brought in from outside. Young people and local stakeholders should have an opportunity to influence how the activities are implemented.

When they recognise their own experiences, needs and local challenges within the programme, it no longer feels imported. It becomes a process that belongs to their community.

DRP: You have been involved in EU-funded projects through various programmes before the SMILE Incubator. Looking at what you are building and learning through the Danube Region Programme specifically, what has this experience added to UZOR as an organisation that the others did not?

Teodora Đurnić: The Danube Region Programme has brought a particularly strong territorial and transnational dimension to our organisation’s work.

The partners operate in different national, cultural and institutional contexts, while at the same time facing similar challenges in rural areas, such as youth migration, demographic decline, limited participation in decision-making processes and unequal access to opportunities.

For UZOR, this experience is particularly valuable because it has further strengthened our ability to connect local data and experience with regional solutions.

We are not only implementing activities in Montenegro. We are also contributing Montenegrin data, analyses, examples of good practice and information about relevant stakeholders to the broader picture of the Danube region.

At the same time, we have an opportunity to compare our approaches with those of partners from other countries and assess which good practices could be adapted to the Montenegrin context.

Our role in the development of the institutional platform of the SMILE Incubator is also particularly important. This activity requires us to think beyond individual workshops and short-term project activities.

We need to consider how to establish a support system that will be sustainable, connected with relevant stakeholders and useful even after the formal end of the project.

This experience has therefore further improved our strategic planning and our capacity to connect local initiatives with broader regional processes.

DRP: On a more personal level, has working on a transnational project of this scale, across 14 countries and 20 partners, changed the way your team works or thinks about rural youth challenges in Montenegro? Have you improved your technical and managerial skills?

Teodora Đurnić: Yes, this experience has influenced both the way we work and the way we understand the challenges faced by young people in rural areas.

Working within a large international partnership requires a high level of precision in planning, internal coordination, documentation and communication.

Through this project, we have further improved our skills in managing project deliverables, following common methodologies, coordinating contributions from different partners and aligning our activities with ethical principles, gender-equality principles, communication rules and reporting requirements specific to Interreg projects.

On both a personal and professional level, this project has helped us understand the challenges facing rural youth in Montenegro as part of a wider regional pattern, while remaining aware that solutions must still be adapted to local circumstances.

It has also shown us that Montenegro and our organisations have valuable experience that can be shared with other partners. We are not involved only to learn from others, but also to contribute our own knowledge, experience and examples of good practice.

DRP: When this project is over, what would have to be true for you to consider it a success—not on paper, but in reality?

Teodora Đurnić: For us, success would mean that the changes and activities continue after the final report has been submitted.

We would like the young people who participated in the SMILE Incubator to continue using the knowledge and skills they gained, to initiate local activities, present their ideas, participate in decision-making processes and encourage other young people to become involved.

We would also like them to remain connected with one another and to maintain relationships with organisations and institutions that can support their ideas.

At the organisational level, success would mean that the SMILE Incubator is not remembered as a temporary project activity, but becomes a useful model or platform that local stakeholders recognise and continue to use.

It is important that institutions and civil society organisations begin to see young people from rural areas as partners and active participants, rather than only as beneficiaries of project activities.

DRP: How do you think the experience and networks you are building through the SMILE Incubator will position UZOR—and Montenegro more broadly-when the country finally takes its seat at the EU table?

Teodora Đurnić: The SMILE Incubator is helping UZOR further develop the capacities that will become increasingly important as Montenegro moves closer to membership in the European Union.

These include the ability to work within complex international partnerships, contribute reliable data and analyses, manage common methodologies and translate European priorities into concrete and useful activities at the local level.

The networks established through the project are equally important. They connect us with organisations, experts and institutions throughout the Danube region and create relationships that can continue after the project has ended.

In this way, UZOR is not positioning itself only as an organisation that implements EU-funded activities, but also as a reliable partner capable of contributing knowledge, data and experience from Montenegro to regional initiatives and policy discussions.

For Montenegro, projects such as the SMILE Incubator provide an opportunity to prepare for active EU membership even before formal accession.

They help organisations and institutions develop a culture of cooperation, accountability, knowledge exchange and joint problem-solving, which is essential for functioning effectively within the European Union.

When Montenegro takes its place at the EU table, it is important that it does not arrive only as a country ready to adopt existing solutions, but also as a country prepared to contribute its own experience and knowledge.

Through this project, we are building the knowledge, experience and international connections that will help make that contribution visible and meaningful.