1. Curricular integration: Through the construction of roadmaps for the short, medium, and long term, tasks were defined so that the elements incubated for each Climate Lab could be related to the academic offerings of the universities. Opportunities were explored in which the climate innovation bets could be translated into undergraduate, graduate, and continuing education offerings. We also planned applied research agendas for decision-making with local actors and knowledge transfer.

2. Institutionalization and governance: We designed plans to integrate the Climate Labs into the campus and institutional governance of each university.

(a) Parameters were defined for having physical spaces in which technological equipment can be deployed, which also allow curricular activities as well as meetings with other government and productive sector stakeholders.

(b) Decision-making bodies were designed for each Climate Lab. This is so that the staff of professors and students have scenarios for dialogue with university authorities to define the development of activities and services.

 

 

3. Sustainability: We explored resource management models for the duration of each Climate Lab commitment. The aim of the work was to review a wide range of possibilities, inviting to think that each climate innovation bet can count on different forms of financing, according to their contexts, their challenges, and their activities and services. With the Universidad Politécnica de Valencia and the University of Lorraine were taken up the possible business models, emphasizing two scales: (1) the level of autonomy that the Climate Lab would have from the University and (2) the level of profit motive.

 

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