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Living Labbers
Webinar #1: Etat de Genève (GE-LAB / Genève Lab)
WELCOME to the Living Labbers webinar!
The presentation will start shortly, we’re waiting a few minutes for all attendees to arrive.
Please, remain muted until the Q&A session at the end. You will be given the opportunity to ask
questions later. If you have questions arising during the presentation please enter them in the chat box, we
will go through these questions first before opening the floor to others!
This webinar is recorded and will be shared online. However, there is no need to be shy - you can ask
questions at the end & these will not be included in the recording!
Living Labbers
Webinar #2: EINDHOVEN
NBS city lab
Luuk Postmes, Mayke van Dinter
Eindhoven Municipality
0
Structure of presentation
1. Urban context – Real Life environment
2. Innovations (demo-projects)
3. Engagement activities with citizens
4. Engagement activities, quadruple helix
5. Living lab roles
6. Living lab governance model
7. Financing models
8. Next steps
● Questions..?
Reconstruction
Clausplein Eindhoven
Urban Context - Real Life Environment
1
City rights in 1232 AD; Almost 90 km2
About 1/3 of public space is green
In 2020: about 235.000 inhabitants
Municipality of Eindhoven
Eindhoven has grown
rapidly last century
1899 2004
Municipality of Eindhoven
Eindhoven is situated in the valley of the river Dommel. Soil is
loamy and groundwater tables are high in lower parts of the city.
Depth of groundwater tableGround level map
NBS City Lab
Eindhoven
Context:
● European project ‘UNaLab’
● Nature Based Solutions for Climate Adaptation
● Zooming in: Several UNaLab-demonstration projects
● Expanding: several projects all over Eindhoven
TU/e Smart Cities program
1. Brainport Smart District
Incubator for the society of tomorrow; with Enoll
2. Strijp S – Triangulum, Smart cities
3. Eckart Vaartbroek
Energy efficiency – ‘Woonconnect’
4. Stratumseind
Defusing escalating behaviour -
interactive light scenarios
5. TU/e campus
• Smart Lighting
• 3D concrete printer
• Student teams CASA and VIRTUe
• Atlas
3
4
2
1
5
Aim:
● Improve liveability of public space
● Implementation of NBS for Climate Adaptation (heat,
drought, flooding; lacking biodiversity; …)
● Create awareness
● Co-create, Experiment and Implement
● Monitor to learn and prove impact
NBS City Lab Eindhoven
NBS City Lab Eindhoven
Activities:
● UNaLab-demonstration projects
● Community of Practice participants
for inside and outside Municipality
○ Spin-off projects restore balance and strive
for circularity
NBS City Lab Eindhoven
Activities:
● UNaLab-demonstration projects
● Community of Practice participants
for inside and outside Municipality
○ Spin-off projects restore balance and strive
for circularity
oak processionary moth
Great tit
Long-eared bat
1. Grote Beek
2. Clausplein
3. Stadhuis & Rode Loper
4. Vestdijk
5. Waagstraat
6. Bilderdijklaan
7. Willemstraat
8. H. Boexstraat/Nieuwstr.
9. Dommelstraat
10.Mathildelaan
11.NRE-terrein
Demonstration projects
Innovations
Urban Challenges and solutions
2
Challenges and actions
Main challenges:
● Biodiversity loss
● Densification
● Flooding
● Water/air pollution
● Heat stress
Actions:
● Increasing green areas, roofs & facades
● Daylighting water courses
● Preparation of water storage areas
● Heat stress mitigation
● Biodiversity enhancement
● Ecological plan city centre
● Local data platform
Application in projects
actions
increasing green
areas
green roofs &
facades
daylighting
watercourses
preparation of
water storage
areas
heat stress
mitigation
biodiversity
enhancement
locations
1 daylighting √ √ √ √ √
2 green square √ √ √ √
3 green route&building √ √ √ √
4 green street √ √ √ √ √
5 green street √ √ √ √
6 green street √
7 green bike parking √ √
8 green street √ √
9 green street √ √ √
10 green facade carpark √ √
11 new living area √ √
Some examples: Area City Hall
Adding green, improve quality and
connecting green area
Some examples: Clausplein
Transformation of a mostly paved square
towards a green park with an underground
water retention
Before transition
Today’s situation
Some examples: NRE terrain
Transformation of an Industrial area
into a living area
Before transition
In transition
Some examples: Vestdijk
Old: Little bit of green and bad air quality
New: less cars much more green
Old situation
New situation
Transition
Engagement activities with citizens
“Beginspraak” and “Samenspraak”
3
Engagement with citizens
All projects: Standard process for co-creation
● “BEGINSPRAAK”
 ngo’s involved at early stage
● “SAMENSPRAAK”
 design process: ‘routeplanner’, toolbox
● geofence app, laser-camera, …
● monitoring after implementation
Engagement with citizens
Example: Victoriapark -- design thinking process, perception research
● interviews with usual and unusual suspects
● street conversations
Engagement with citizens
Example: new pavement in inner city
● group walks and interviews
● surveys using Eindhoven app
Engagement with citizens
Example: more trees in the shopping area
Some shop owners do not like trees nearby
their shops
Show the effect of trees with movable trees
Engagement activities with the
quadruple helix
Stakeholders
Community of practice
4
Stakeholders
 Quadruple helix – Brainport Eindhoven
 Inner circle:
● Municipality
 Second circle:
● Partners in government
● Knowledge institutions
● Citizens and entrepreneurs, businesses
Community of practice
Founded after co-creation workshops NBS implementation (spring 2018)
“Using the broad and deep knowledge in the group
to tackle issues that have to do with the implementation of NBS”
Community of practice
● Experts: municipality, waterboard, health office, province,
environmental NGO (Trefpunt Groen Eindhoven)
● Co-creation: formulating actions; sharing progress
● Exploration: research projects
● Experimentation: testing ideas and tools
● Evaluation, communication
Living Lab Roles
5
Municipality and other parties
Roles
Municipality:
● UNaLab team: overall process management
● Project leaders of separate projects
● Area managers
Other parties:
● members of community of practice
● entrepreneurs
● inhabitants
● visitors
Living Lab governance model
6
Making NBS
standard practice
Governance
● Goal: NBS as standard practice
● Community of practice
● Priority, urgency
● Local legislation:
rules for climate adaptation
rules for green compensation
rules for densification inner city
Financing models
7
Public and Private
Financing model
Projects are funded by multiple parties
● all: municipality
● some: UNalab
Waterboard
government: national, provincal, regional
private party
Next steps / goals
8
Spin-offs and monitoring
Spin offs – direct or indirect
● Booklet for inspiration to add green in city
centre
● Eindhovensch Kanaal:
 Green floating island for biodiversity
● Geestenberg
 greener parking
 design thinking method
Spin offs – direct or indirect
● Smalle Haven/’t College:
 greenest street in city centre
 still adding green…
 hanging green at office building Dela
● Tenders for new development
 focus on green and water / climate adaptation
● Awareness of green/blue/climate connections
Monitoring
Prove of impact, learning
● Sensors; temperature, air quality, soil moisture, water level, ….
● Satellite data; surface temperature
● Observations – Surveys – Interviews
● Cameras
● Geofence App
● …..
Heatmap usage of the area
Scanning area with laser camera
Questions?
1/ questions from the chat are introduced by moderators
2/ questions from the audience?
Thank you!
www.bit.ly/LLmaterials : sign-up for future webinars

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9. UNaLab Nature Based Solutions in the city of Eindhoven

  • 1. Living Labbers Webinar #1: Etat de Genève (GE-LAB / Genève Lab) WELCOME to the Living Labbers webinar! The presentation will start shortly, we’re waiting a few minutes for all attendees to arrive. Please, remain muted until the Q&A session at the end. You will be given the opportunity to ask questions later. If you have questions arising during the presentation please enter them in the chat box, we will go through these questions first before opening the floor to others! This webinar is recorded and will be shared online. However, there is no need to be shy - you can ask questions at the end & these will not be included in the recording!
  • 3. NBS city lab Luuk Postmes, Mayke van Dinter Eindhoven Municipality 0
  • 4. Structure of presentation 1. Urban context – Real Life environment 2. Innovations (demo-projects) 3. Engagement activities with citizens 4. Engagement activities, quadruple helix 5. Living lab roles 6. Living lab governance model 7. Financing models 8. Next steps ● Questions..? Reconstruction Clausplein Eindhoven
  • 5. Urban Context - Real Life Environment 1
  • 6. City rights in 1232 AD; Almost 90 km2 About 1/3 of public space is green In 2020: about 235.000 inhabitants Municipality of Eindhoven Eindhoven has grown rapidly last century 1899 2004
  • 7. Municipality of Eindhoven Eindhoven is situated in the valley of the river Dommel. Soil is loamy and groundwater tables are high in lower parts of the city. Depth of groundwater tableGround level map
  • 8. NBS City Lab Eindhoven Context: ● European project ‘UNaLab’ ● Nature Based Solutions for Climate Adaptation ● Zooming in: Several UNaLab-demonstration projects ● Expanding: several projects all over Eindhoven
  • 9. TU/e Smart Cities program 1. Brainport Smart District Incubator for the society of tomorrow; with Enoll 2. Strijp S – Triangulum, Smart cities 3. Eckart Vaartbroek Energy efficiency – ‘Woonconnect’ 4. Stratumseind Defusing escalating behaviour - interactive light scenarios 5. TU/e campus • Smart Lighting • 3D concrete printer • Student teams CASA and VIRTUe • Atlas 3 4 2 1 5
  • 10. Aim: ● Improve liveability of public space ● Implementation of NBS for Climate Adaptation (heat, drought, flooding; lacking biodiversity; …) ● Create awareness ● Co-create, Experiment and Implement ● Monitor to learn and prove impact NBS City Lab Eindhoven
  • 11. NBS City Lab Eindhoven Activities: ● UNaLab-demonstration projects ● Community of Practice participants for inside and outside Municipality ○ Spin-off projects restore balance and strive for circularity
  • 12. NBS City Lab Eindhoven Activities: ● UNaLab-demonstration projects ● Community of Practice participants for inside and outside Municipality ○ Spin-off projects restore balance and strive for circularity oak processionary moth Great tit Long-eared bat
  • 13. 1. Grote Beek 2. Clausplein 3. Stadhuis & Rode Loper 4. Vestdijk 5. Waagstraat 6. Bilderdijklaan 7. Willemstraat 8. H. Boexstraat/Nieuwstr. 9. Dommelstraat 10.Mathildelaan 11.NRE-terrein Demonstration projects
  • 15. Challenges and actions Main challenges: ● Biodiversity loss ● Densification ● Flooding ● Water/air pollution ● Heat stress Actions: ● Increasing green areas, roofs & facades ● Daylighting water courses ● Preparation of water storage areas ● Heat stress mitigation ● Biodiversity enhancement ● Ecological plan city centre ● Local data platform
  • 16. Application in projects actions increasing green areas green roofs & facades daylighting watercourses preparation of water storage areas heat stress mitigation biodiversity enhancement locations 1 daylighting √ √ √ √ √ 2 green square √ √ √ √ 3 green route&building √ √ √ √ 4 green street √ √ √ √ √ 5 green street √ √ √ √ 6 green street √ 7 green bike parking √ √ 8 green street √ √ 9 green street √ √ √ 10 green facade carpark √ √ 11 new living area √ √
  • 17. Some examples: Area City Hall Adding green, improve quality and connecting green area
  • 18. Some examples: Clausplein Transformation of a mostly paved square towards a green park with an underground water retention Before transition Today’s situation
  • 19. Some examples: NRE terrain Transformation of an Industrial area into a living area Before transition In transition
  • 20. Some examples: Vestdijk Old: Little bit of green and bad air quality New: less cars much more green Old situation New situation Transition
  • 21. Engagement activities with citizens “Beginspraak” and “Samenspraak” 3
  • 22. Engagement with citizens All projects: Standard process for co-creation ● “BEGINSPRAAK”  ngo’s involved at early stage ● “SAMENSPRAAK”  design process: ‘routeplanner’, toolbox ● geofence app, laser-camera, … ● monitoring after implementation
  • 23. Engagement with citizens Example: Victoriapark -- design thinking process, perception research ● interviews with usual and unusual suspects ● street conversations
  • 24. Engagement with citizens Example: new pavement in inner city ● group walks and interviews ● surveys using Eindhoven app
  • 25. Engagement with citizens Example: more trees in the shopping area Some shop owners do not like trees nearby their shops Show the effect of trees with movable trees
  • 26. Engagement activities with the quadruple helix Stakeholders Community of practice 4
  • 27. Stakeholders  Quadruple helix – Brainport Eindhoven  Inner circle: ● Municipality  Second circle: ● Partners in government ● Knowledge institutions ● Citizens and entrepreneurs, businesses
  • 28. Community of practice Founded after co-creation workshops NBS implementation (spring 2018) “Using the broad and deep knowledge in the group to tackle issues that have to do with the implementation of NBS”
  • 29. Community of practice ● Experts: municipality, waterboard, health office, province, environmental NGO (Trefpunt Groen Eindhoven) ● Co-creation: formulating actions; sharing progress ● Exploration: research projects ● Experimentation: testing ideas and tools ● Evaluation, communication
  • 30. Living Lab Roles 5 Municipality and other parties
  • 31. Roles Municipality: ● UNaLab team: overall process management ● Project leaders of separate projects ● Area managers Other parties: ● members of community of practice ● entrepreneurs ● inhabitants ● visitors
  • 32. Living Lab governance model 6 Making NBS standard practice
  • 33. Governance ● Goal: NBS as standard practice ● Community of practice ● Priority, urgency ● Local legislation: rules for climate adaptation rules for green compensation rules for densification inner city
  • 35. Financing model Projects are funded by multiple parties ● all: municipality ● some: UNalab Waterboard government: national, provincal, regional private party
  • 36. Next steps / goals 8 Spin-offs and monitoring
  • 37. Spin offs – direct or indirect ● Booklet for inspiration to add green in city centre ● Eindhovensch Kanaal:  Green floating island for biodiversity ● Geestenberg  greener parking  design thinking method
  • 38. Spin offs – direct or indirect ● Smalle Haven/’t College:  greenest street in city centre  still adding green…  hanging green at office building Dela ● Tenders for new development  focus on green and water / climate adaptation ● Awareness of green/blue/climate connections
  • 39. Monitoring Prove of impact, learning ● Sensors; temperature, air quality, soil moisture, water level, …. ● Satellite data; surface temperature ● Observations – Surveys – Interviews ● Cameras ● Geofence App ● ….. Heatmap usage of the area Scanning area with laser camera
  • 40. Questions? 1/ questions from the chat are introduced by moderators 2/ questions from the audience?
  • 41. Thank you! www.bit.ly/LLmaterials : sign-up for future webinars

Editor's Notes

  1. (ENoLL will facilitate this slide, and give a very brief few sentence introduction to start the webinar - usually a few minutes late, to allow participants to join)
  2. (After ENoLL introduction, you can begin with this slide) Introduction: what is your Living Lab about, who are you?
  3. Introduction: what is this presentation about? (previous examples: “experiences with LLs for public administration”, “Living Labs for improving air quality”, “drop-outs in Living Labs”) > Think about adding a personal touch! Maybe, introduce a question you’d like the participants to think about during the presentation and to come back to during the Q&A, or tell a personal story about yourself/the experiences of your LL that relates to this topic. Or maybe take the opportunity to share a lesson learnt, achievement, or challenge you’ve faced in this area!
  4. Introducing your lab in more detail, for example by showcasing your projects, talking about the sector you are working in, or introducing the structure of your LL. > Focus on whatever element you think is important in highlighting in your case: what makes your LL special?
  5. Here, you can introduce an example of a project, activity etc. that shows the element of ‘real-life environment’ in your LL. How is your LL operating in the ‘real-life environment’? > Practical examples are best, and depending on the time you can spend here you can focus on one or give an overview of several different ones! The key element of ‘real-life setting’ as explained by the ULL framework In an ULL it is important to know the physical setting in which the innovation will be implemented to be able to develop a solution that supports the context. In this process it is important to get a view of the physical prerequisites for the context and its potential. Here, answering these questions and analyzing the possibilities and challenges in the context is relevant from an ULL perspective. A place is formed both by its physical environment and by the pattern of events that people experience there. It is important to gain insights into features of a place: geographical location, material form, and investment in value and meaning. Hence, when it comes to understanding and designing environments of different types, we need to focus equally on their location, the structure of the environments, and on the activities that take place there
  6. Real-life environment case in more detail > Think about including pictures here!
  7. > Here you can think about, for example: What is the innovation you are working on / have reached? What were the challenges that you focused on? What solutions have you reached? The key element of ‘innovation’ as explained by the ULL framework Most innovations emerge from gaps between existing solutions and human expectations. This process can be driven by the technological possibilities, societal needs, human needs or an inventor’s visions. Thus, to innovate means to create something new and different and to be creative. These innovations can be services, products, processes and/or brands, but in general it means that a need is met by new means. Working with innovations is expensive, risky and time consuming. Additionally, the work with innovation is unpredictable. Due to this, it is important to decrease these factors and to create opportunities for success for the innovation. In the ULL this means to have structured and well- considered processes to support the experimentation process with the innovation. This is one of the main objectives of an ULL. When setting up and running an ULL it is also important to understand the innovation(s) and to have a viable and sustainable ULL. In ULL settings, it is very important to have an innovation to experiment with and which contributes to some societal challenge. In this context, an innovation should create some value for its stakeholders and it should be developed by active stakeholder participation and by using multiple-methods.
  8. Think about including pictures here!
  9. Think about including pictures here!
  10. Think about including pictures here!
  11. Think about including pictures here!
  12. Think about including pictures here!
  13. Think about including pictures here!
  14. Provide an example of an activity, or several activities, that you’d like to showcase in engaging with citizens / quadruple helix stakeholders The key element of ‘engaging citizens’ as explained by the ULL framework Within an ULL, engaging citizens in the innovation process is of crucial importance. Citizens with different roles must be engaged when it comes to designing, co-creating, testing and evaluating innovation. Citizens might be visitors in the area where the innovations are developed. They could either be actively or passively involved in the innovation process. As previously mentioned, citizens with passive role can be considered as affectees who are affected by the innovation or solution. Other factors to successfully engage citizens in an ULL are to understand how to communicate with them, how to engage them and how to keep them engaged throughout the whole development and innovation process. The drivers to engage citizens are also different depending to the roles and degree of engagement in the innovation process. In an ULL, the role of citizens can be different, such as: experimenters, innovators, lead participants, co-creators, and finally citizens as co-testers and evaluators. Accordingly, in order to set up and run an ULL, multiple questions should be considered when it comes to engaging citizens in the development and innovation process of the solutions developed.
  15. Think about including pictures here!
  16. Think about including pictures here!
  17. Think about including pictures here!
  18. Think about including pictures here!
  19. Provide an example of an activity, or several activities, that you’d like to showcase in engaging with citizens / quadruple helix stakeholders The key element of ‘Partners and stakeholders in the ULL’ as explained by the ULL framework In general, an ULL follows the Quinto Helix approach including stakeholder groups such as: public sector, academia, citizens, companies and the environment. These stakeholders are divided into private actors such as citizens, visitors, inhabitants, refugees, micro-companies, SMEs and large enterprises and public actors such as cities, researchers and government. In an ULL, the following stakeholder groups should be considered and potentially involved in ULL activities: (1) an innovator (brings the idea); (2) a human interaction specialist (to support the process); (3) the users (of the NBS); (4) the affectees (affected by the solution); (5) the problem owner (e.g. the city); (6) financiers (bringing funds); (7) a pilot manager (facilitating implementation and testing); (8) the panel manager (responsible for interaction activities); (9) context provider (involved in implementation activities and the relationship dependencies); and, (10) a project manager (responsible for the project management). To develop a sustainable and viable ULL, the stakeholders need to be analyzed and connected.
  20. Think about including pictures here!
  21. Think about including pictures here!
  22. Think about including pictures here!
  23. Getting up-close and personal: who are the people in your team? Who is working for your LL? Key Stakeholders and Roles in ULL - Internal roles from the ULL framework The most apparent internal role that needs to be defined and engaged in ULL processes and activities is the ULL manager. This role has the responsibility to manage everyday practices of the ULL and also be the front-person of the ULL. In this role, the focus is on developing ULL projects and to ensure that the ULL is maintained and used by its intended users and that it creates value for the city in which it is implemented. This role is employed in the ULL and can be a person who covers more than one internal role. This role has a mutual dependency with the ULL. One important role in the ULL is the human interaction specialist who is an important stakeholder to support an ULLs’ processes. The relationship dependency between this role and the ULL is oftentimes mutual, since the human interaction specialist is interested in implementing user centered interactions and analysing the results from different human interaction methods. This role can either be employed by the ULL or be engaged on a project level. Viewed from the ULLs perspective, they are dependent on this roles’ competence within the area of interacting with users and affectees. This role can be involved in activities such as planning the innovation process, designing concepts and principles, need-finding studies, testing and evaluating. In addition, this role also tests the solution prior to the implementation in the real world context to be able to design the process for experimentation for the people to be involved in the experimentation and feedback on the solution. To facilitate the implementation and test of the innovation being developed in the project, one important role is the pilot manager. This role is involved in activities such as planning, coordinating and implementing real world experimentations that are centered on users and affectees. Hence, this stakeholder is very important for the ULL and can be employed by the ULL, but that is not always the case. The pilot manager has a strong and contractual relationship with the ULL and are mutually dependent on each other. This role involves many activities they need to master such as planning, building relationships and diffusing insights from interactions among the stakeholders. The pilot manager also coordinates the interaction between the other roles such as innovators, users, problem owners, and project manager when the pilots are being carried out. One potential, but not always present role in an ULL is the panel manager. This role can have the responsibility to recruit and interact with a panel of citizens, users, affectees and others being involved in test and evaluation activities. This role has a strong relationship with the ULL and can also be an internal part of the ULL, which puts them in a contractually bound relation with the ULL. The panel manager has the power to determine which users to involve in the process as well as how to interact with them in correspondence with the human interaction specialist. Thus, this role holds the key to the people being involved in the innovation process. Viewing this from one perspective it is positive that there is one contact point with the panel of users, and affectees in the pilots, since the total amount of interaction activities these citizen panels want to be exposed to are limited, hence having the panel open to anyone to interact with might lead to an overburdened panel. In addition, it is also important that the panel is interacted with professionally, hence having a panel manager who is responsible for the communication, invitations, privacy protection, etc. with the panel is a requirement to maintain a lively and healthy panel to interact with. The panel manager is involved in phases such as pre-studies and need-finding as well as test and evaluation. This role distributes information about experimental pilots externally and they also work in the background in the pilots. They plan and coordinate the interaction with the panel, they coordinate the communication between the different stakeholders involved in the process and they inform the other stakeholders of what is going on in the pilots. The last role, but perhaps the most important role we have identified is the project manager. This role is responsible for the management of a city development project as a whole, for instance, it can be a person employed by the city who is responsible for a larger development project in which the NBS is one part. This role might not be so heavily engaged in the ULL activities as such since the pilot manager usually manages these activities in communication with the project manager. This relationship is built on mutual dependencies since the ULL needs someone to drive the project, and the project manager needs an experimentation arena as well as methodological support. The project manager often has the role of being the initiator who decides on potential actors to engage in a project.
  24. Think about including pictures here!
  25. What about the stakeholders, roles & organisations outside of your Living Lab? Who are you connected to, who is crucial in your operations? The key element of ‘governance’ as explained by the ULL framework The ULL has the aim to contribute to increased public value, which can take the form of economic, social and ecological value, both in public and private contexts. In these real-life implementation of innovations in urban contexts, local governments and other stakeholders who aims to gain insights into new ways of handling societal challenges. Currently, cities need to reflect on their governance strategies to find new ways of handling the growing number of complex societal challenges. Governance includes a set of actors from business to civil society and puts emphasis on social processes rather than on the state. Developing the governance and management model for an ULL requires some activities to be performed and decisions to be made in order to form the best model for the ULL.
  26. Think about including a diagram or illustration here!
  27. How does your Living Lab sustain itself, where is the money / other resources coming from? >> You can also provide some insight to the future, how will your activities continue beyond UNaLab, what kind of business model are you creating for this? The key element of ‘financing model’ as explained by the ULL framework Financing model can be considered as one of the key components of Urban Living Labs. Despite the fact that some Living Lab studies have considered financing model as a part of the governance and management component, but within the urban context, financing the ULL and its activities is crucial to make it happen and thus it is key to its sustainability. Considering an Urban Living Labs as either a long-term program, an environment or as a place, it is of vital importance to establish a long-term commitment that in turn needs its financing model and well as a maintenance plan. Accordingly, financing model can influence different activities to engage citizens and other stakeholders and building relationships with them that are parts of the ULL business model.
  28. Think about including diagrams or graphs here!
  29. Take this opportunity to connect with your audience, let them know what’s in your agenda, what you’re interested in collaborating in, who to contact to get in touch etc. etc.
  30. Think about including diagrams or graphs here!
  31. Think about including diagrams or graphs here!
  32. Think about including diagrams or graphs here!
  33. (ENoLL will facilitate the Q&A section: first, going through the questions entered in the chat, then opening the floor for the audience to ask questions. You will be the one answering all questions - except, if someone is asking about when the next webinar will be held etc. about the webinar series, rather than content wise)
  34. (ENoLL will conclude with this slide)