D5.3 - Report on the Collaboration with Relevant Initiatives - P1

-1Association for European Life Science Universities (ICA) Report on the collaboration with relevant initiatives – P1 DELIVERABLE D5.3 June 2025 Deliverable 5.3 -2- /enabls-eu @eNaBlS_eu @eNaBlS_eu @eNaBlS-eu [email protected] www.enabls.eu /enabls.eu @enabls-eu.bsky.social Deliverable 5.3 -3Document Information Document ID D5.3 Title Report on the collaboration with relevant initiatives – P1 Work Package WP5 - Dissemination, Communication, Exploitation and Sustainability – P1 Due Date 30/06/2025 Delivery date 30/06/2025 Dissemination Level PU-fully open Partner Responsible Association for European Life Science Universities – ICA Main Author Rasa Pakeltienė – ICA Contributors Audrone Ispiryan – ICA Michael Jones – ICA Bart Kaptejns – ICA Diana Surova – ICA Peer Reviewers Reviewers All partners Coordinator Ann-Catrin Fender – University of Hohenheim (UHOH) Document History Version Date Main Modifications Author(s) 0.1 20/05/2025 1st draft version ICA 0.2 22/06/2025 2nd draft version ICA 1.0 30/06/2025 Final version ready for submission ICA Views and opinions expressed are those of the author(s) only and do not necessarily reflect those of the European Union or the European Research Executive Agency (REA). Neither the European Union nor the granting authority can be held responsible for them. © 2025 by ENABLS consortium is licensed under CC BY-NC 4.0. To view a copy of this license, visit https://creativecommons.org/licenses/by-nc/4.0. Deliverable 5.3 -4Table of Contents 1 Introduction .............................................................................................. 6 1.1 Purpose of the document .................................................................................... 6 1.2 Intended audience ............................................................................................... 6 2 Liaison methodology ................................................................................ 7 2.1 Approach to identify relevant initiatives ............................................................ 7 2.2 Process for establishing liaisons and partnerships ............................................ 8 3 Overview of the Liaison Plan ................................................................. 10 3.1 Liaison KPIs and targets (P1 and P2) ................................................................ 10 3.2 Timeline of activities ......................................................................................... 10 4 Mapping of relevant initiatives ............................................................. 12 4.1 Overview of initiatives at regional, national and European level ................... 12 4.2 Summary of 19 Letters of Support .................................................................... 13 5 Achievements in P1 (M1 – M18) ........................................................... 14 5.1 List of initiatives actively liaised with ............................................................... 14 5.2 Task Forces ........................................................................................................ 22 5.3 Description of synergies and complementarities identified ............................ 23 5.4 Types of collaboration established ................................................................... 23 5.5 Challenges and lessons learned ........................................................................ 25 6 Preparation for P2 (M19 – M36) ........................................................... 26 6.1 Plan for expanding the network ....................................................................... 26 7 Conclusions ............................................................................................. 27 List of Figures Fig. 1. ENABLS Liaison plan……………………………………………………………………………………………….…..10 List of Tables Table 1. Strategic approach to liaison and partnership building………………………….………….…….…8 Table 2. ENABLS liaison KPIs……………………………………………………………………………………..…….……..10 Table 3. List of projects collected by partners………………………………………………………………..….....13 Table 4. List of ENABLS supporting organisations……………..……………………………….………....….……14 Table 5. List of initiatives liaised by M18…………………………………..………………….……………….………15 Deliverable 5.3 -5Table of Abbreviations Abbreviation Description D Deliverable LG Leadership Group LL(s) Living Lab(s) NBS Nature-Based Solutions TF Task Force WP Work Package Deliverable 5.3 -61 Introduction During the first reporting period (P1, M1 – M18), the ENABLS project successfully established active liaison and collaboration with a range of complementary initiatives at regional, national, and European levels. Under Task 5.2, the project identified synergies and complementarities with over 10 relevant projects and initiatives, including NetworkNature, NBS EduWORLD, and Oppla, among others. Through these interactions, ENABLS facilitated cross-fertilisation of ideas, promoted mutual learning, codeveloped policy recommendations, and explored opportunities for joint events and knowledge exchange. The outcomes of these efforts are documented in Deliverable D5.3 (P1), which summarises the collaboration and joint activities undertaken. Additionally, the project strengthened its outreach by engaging with 19 external entities that had provided Letters of Support, contributing to an extended societal impact. Preparations are now underway for the second reporting period (P2, M19 – M36), where Task 7.2 will continue to expand this network, aiming to liaise with an additional 10 initiatives to achieve the target of at least 20 engaged projects and initiatives by M36. 1.1 Purpose of the document This deliverable outlines the liaison and cooperation activities undertaken with projects and initiatives whose objectives align with the thematic focus of ENABLS. It presents a mapping of relevant initiatives, highlighting those with which ENABLS has already established connections, as well as identifying potential partners for future collaboration in the next reporting period (P2). The deliverable presents an overview of ENABLS project liaison activities together with cooperation efforts and stakeholder engagement results. It tracks the expanding network of actors who enhance both the project's thematic direction and its goals. Specifically, the document covers: • Advisers to the consortium, who, through their active involvement, contribute valuable insights, strategic guidance, and critical feedback to help steer the project and monitor its progress towards key milestones. • Related projects and initiatives at regional, national, European levels, which enable knowledge sharing and potential ENABLS activity alignment to achieve increased overall impact. • Mapping of relevant stakeholders, collaborators and promoters of ENABLS and shared goals. The current state of collaboration is reflected in this connection mapping which also reveals potential future engagement possibilities for the upcoming reporting period (P2). 1.2 Intended audience This deliverable serves as a reference document for the ENABLS consortium to support and guide future cooperation efforts with European projects and organisations aligned with the thematic focus of ENABLS. Additionally, as a public and open-access report, it is intended to inform and engage external stakeholders who may be interested in establishing collaborations or participating in liaison activities with the ENABLS consortium. Deliverable 5.3 -72 Liaison methodology 2.1 Approach to identify relevant initiatives Extended outreach of the project is to create a multiplying effect – aiming to maximise collaboration, mutual learning, and knowledge exchange. Activities will facilitate the discussion of challenges and opportunities, promote cross-fertilization, share lessons learned that could benefit society, enable the joint drafting of policy recommendations, and investigate the co-organization of events, thus maximising the impact of project activities. Task T5.2/7.2 focuses on continuously identifying potential synergies and exploring complementarities with similar projects and initiatives at regional, national, and European levels (indicatively NetworkNature, NBS EduWORLD, Oppla, Invest4Nature, CNEP, NICE, etc.). To support these efforts, a liaison plan has been developed, covering both the first reporting period (P1, M1 – 18) and the second reporting period (P2, M19 – 36). To maximise the project’s impact and foster cross-sector collaboration, ENABLS engages with complementary projects and initiatives across three main liaison levels: Regional Level At the regional level, liaison activities focus on building connections with local and sub-national initiatives, programmes, and networks. These often include: • Regional development agencies • City-level or municipal innovation projects • Local clusters, Living Labs (LLs), and demonstration sites • Regional authorities and policymakers Engagement at this level ensures that ENABLS outcomes are grounded in local contexts and benefit from practical insights and experiences from on-the-ground initiatives. National Level At the national level, ENABLS liaises with: • National research programmes and projects • Public agencies and ministries (e.g., environment, innovation, infrastructure) • National-level networks, platforms, and industry associations • Standardisation bodies and national working groups Such cooperations helps align project activities with national priorities, fosters policy dialogue, and promotes knowledge exchange within individual Member States. European Level At the European level, ENABLS actively engages with: • EU-funded projects and initiatives (Horizon Europe, LIFE, Interreg, etc.) • European partnerships and platforms (such as NetworkNature, NBS EduWORLD, Oppla) • European institutions and policy bodies • Pan-European networks and professional associations Deliverable 5.3 -8These engagements amplify ENABLS visibility across Europe, contribute to shaping EU-level policies, and support coordination with other EU-funded activities to avoid duplication and foster synergies. Regional and national liaison activities are largely implemented through the engagement of the 7 Living Labs (LLs), which actively involve regional and national stakeholders in their activities. In addition, the project has already secured 19 Letters of Support from local and regional authorities, with whom ongoing information exchange and stakeholder engagement campaigns have been established. It is also anticipated that during the second reporting period (P2), a significant number of regional and national stakeholders will further engage by joining the national networks coordinated by the ENABLS consortium across the 7 partner countries. The proposal preparation phase revealed several European projects and initiatives, but additional work has been done to enhance and expand this mapping. The ENABLS project has identified additional projects and initiatives through systematic desk research, consortium partner consultations and European network and event participation. The project maintains an updated understanding of the European context through its dynamic and ongoing process which allows it to pursue new opportunities for collaboration and synergy. 2.2 Process for establishing liaisons and partnerships This section outlines the approach adopted by the ENABLS consortium to identify, prioritise, and engage with relevant projects, initiatives, and stakeholder groups at regional, national, and European levels. It describes the systematic steps taken to initiate and build meaningful collaborations, from initial mapping to formalising relationships and planning joint activities. This work includes desk research and partner consultations, as well as outreach campaigns and thematic platform participation we used. The consortium implements a structured approach to deliver targeted liaison activities which support project objectives and create value for ENABLS and its partners (Table 1). Table 1. Strategic approach to liaison and partnership building Steps Description Step 1 Identification of relevant initiatives • Review of initiatives identified in the proposal and initial project planning • Ongoing desk research to map additional projects, networks, platforms and policy initiatives at regional, national and European levels. • Use of databases such as CORDIS, LIFE, Interreg, etc. • Consultation with consortium partners to leverage their networks and local knowledge Step 2 Prioritisation of initiatives • Assessment of thematic alignment with ENABLS objectives and key focus areas • Evaluation of the potential for mutual benefit and collaboration • Prioritisation of initiatives that can contribute to knowledge exchange, joint events, policy dialogues, and impact amplification. Step 3 Initial contact and outreach • Development of tailored communication materials (introductory emails, presentation slides, etc.) • Direct outreach to project coordinators, network managers, and key contact points) • Participation in external events (workshops, conferences, EU platforms meetings) to establish personal connections. Deliverable 5.3 -9Step 4 Formalisation of liaison • Agreements on the type of engagement (e.g. joint event, data or knowledge sharing, involvement in Living Lab activities, policy co-creation). • Inclusion of liaison in internal tracking and monitoring tools Step 5 Implementation of joint activities • Co-organisation of events (webinars, etc.) • Contributions to respective newsletters or other dissemination channels • Regular follow-up and relationship maintenance through planned communication and interactions. Step 6 Monitoring and continuous improvement • Periodic review of the liaison network to assess progress and identify gaps • Adjustment of liaison strategies and identification of new opportunities in response to the evolving European policy landscape and project needs. The ENABLS consortium uses a systematic and repetitive approach to create partnerships and establish connections. The process includes selecting appropriate initiatives, targeted outreach efforts, relationship formalization and joint activities like knowledge exchange and co-organized events. The project objectives guide continuous monitoring to achieve better alignment and enhance overall impact through strategic partnerships at European and national and regional levels. Deliverable 5.3 -16stakeholder engagement strategies. Agreed on follow up meeting involving representatives from E N A B L S LLs. 7. The Nature of Cities NBS Comics European Collaboration with EUfunded project Identified opportunities for ENABLS to propose topics for future comics potentially using these materials as educational resources within Living Labs (LLs). Agreed to schedule a follow-up meeting to further explore synergies. Agreed to support each other on communication initiatives ICA, UHOH 8. NBS Academy Established an international Community of Practice for NBS; Developed a comprehensive “Train the Trainer” (TTT) programme for guiding teacher trainers to design and deliver effective NBS teacher training programmes. Tested NBS Academy’s teacher training courses and mobility schemes; Developed and promoted evidencebased policy recommendations for supporting EU and national policy makers to foster the integration of NBS in teacher education. European Collaboration with EUfunded project Regular exchange between projects liaison officers, and during the NBS projects board meetings. Supporting each other on media communication. Agreed on follow up meeting. ICA, UHOH, FOCUS 9. UPSURGE Built the EU Regenerative Urban Lighthouse European Collaboration with EUfunded project Physical knowledge exchange meeting during ENABLS consortium meeting. Agreed on follow up meeting. BOKU Deliverable 5.3 -1710. Biodiversity challenge Engaging format for raising awareness and stimulating community involvement in biodiversity monitoring. European Other collaboration Regular promotion of ENABLS concept and initiative via the meetings of “Biodiversity Challenge” participants. ICA, UHOH 11. EC Leadership Group on Biodiversity and Climate Access to cuttingedge knowledge and policy discussions. European Other collaboration Active participation in this Leadership Group would therefore support both the strategic and operational goals of ENABLS. Increase ENABLS visibility and recognition at EU level. Follow up participation and discussions are planned. ICA 12. NBS project Board Opportunity to collaborate with other NBS projects; Shared resources; Joint advocacy for policy change; joint events and initiative European Clustering activity, Collaboration with EUfunded project Regular exchange between NBS projects, contribution to the discussion session on policy recommendations, events organisation, liaison with other projects ICA, UHOH 13. Task Force 5: NBS Education Opportunity to collaborate with other NBS projects; Shared resources; Joint advocacy for policy change European Clustering activity Regular exchange between NBSeducation projects, discussion on interactive sessions; contributions to discussion papers and events ENABLS assumed leadership of Task Force 5 in June 2025 Contributed to the policy briefs UHOH, ICA 14. Task Force 3: NBS Finance and Business Models (for NBS) in a NaturePositive Economy Opportunity to collaborate with other NBS projects; Shared resources; Joint advocacy for policy change European Clustering activity Regular exchange between NBS projects, contribution to the discussion session on policy recommendations ICA, UHOH, FOCUS Deliverable 5.3 -18In the first period of the project we made the first mapping and initial contacts with other NBS projects, within the next period partners could use these contacts for their LLs activities and educational material and curriculum development. NetworkNature (Table 4, No. 1) NetworkNature is a resource for the Nature-based Solutions (NBS) community, creating opportunities for local, regional and international cooperation to maximise the impact and spread of NBS. The results of NetworkNature are highly relevant to ENABLS, offering valuable resources such as the NBS Policy Roadmap 2024 – 2030, needs and gap analysis, and capacity-building materials that can inform the project’s policy recommendations, stakeholder training, and LLs activities. Additionally, NetworkNature’s work on pre-standards and advisory services supports best practices for NBS implementation, while its active community of innovators provides ENABLS with opportunities for collaboration, knowledge exchange, and broader impact across the European NBS landscape. ENABLS and Network Nature regularly exchange during the NBS projects board meetings and mostly supporting each other on communication activities. One of the most concrete potential collaborations are aligned policy recommendations on NBS, which both projects are intended to prepare. In addition, a representative from the ENABLS liaison officer (ICA) participated in the NetworkNature general event and conference on September 2024, in Brussel, Belgium. NBS EduWorld (Table 4, No. 2) The overall objective of NBS EduWORLD is to nurture an NBS literate society, supporting a just transition to a sustainable future. For this, NBS EduWORLD will create an NBS community that facilitates synergies between NBS professionals and education providers and ensures free and easy access to NBS knowledge as well as resources for all. NBS EduWORLD will summarise the state of play of NBS education in Europe and evaluate the initiatives already in place, determine how to expand and replicate them and establish a basis and framework for the project itself and future initiatives. This will result in guidance and (policy) recommendations. In parallel, the project will analyse NBS demonstrators, with an educational dimension (Tier-1), across Europe (NBS EduSystems) to support the testing and improvement of approaches and resources with NBS demonstrators with no or a limited educational dimension (Tier2) and create the means and opportunities for all NBS practitioners to engage with educators, inter alia via Tier-3 NBS EduSystems. This will be done whilst supporting the overarching goal of promoting NBS as a viable career prospect for European citizens of all ages. The next liaison meeting between ENABLS and NBS EduWorld will be extended inviting other ENABLS consortium partners, so that other task leaders can exchange on their approaches – especially those who are preparing educational materials. Potential collaboration could be aligned policy recommendations on NBS, also NBS EduWorld can help to test the resources, materials and approaches on NBS in education which is under preparation by the ENABLS consortium. Oppla (Table 4, No. 3) Deliverable 5.3 -19Oppla provided the technical infrastructure for the ENABLS online platform. Through this collaboration, an agreement was reached to host a dedicated micro-site for ENABLS on the Oppla platform, which now functions as the project’s main online presence. This ensures greater visibility for ENABLS within the wider European NBS community and facilitates access to project results, resources, and updates for external stakeholders. NATURANCE (Table 4, No. 4) The project will create a “network of existing networks” by connecting major knowledge networks to encourage cross-domain knowledge sharing and collaboration. It will establish a collaborative marketplace for innovative nature-based insurance and investment solutions. The project will also launch and coordinate innovation finance and policy labs to assess current practices and explore new opportunities for insurance and investment solutions, as well as revenue models that support NBS. It will analyse policy and governance conditions that help or hinder the adoption of sustainable and equitable green insurance and investment solutions for NbS, and highlight inspiring examples of practices and policy reforms that unlock business potential and scale up deployment. Additionally, the project will study models, methods, scenarios, and metrics for assessing the riskreduction performance of NbS and their broader societal benefits, contributing to better integration of ecosystem and economic risk modelling. Finally, it will build awareness and strengthen capabilities for green financial innovations, creating conditions for inclusive and transformative change in regions committed to climate adaptation and societal transformation. The ENABLS project has established initial liaison with the NATURANCE project. First contacts and exchanges have taken place, laying the groundwork for future collaboration. Both projects agreed to organise a follow-up meeting once the ENABLS Living Labs (LLs) are further developed, to explore potential synergies and opportunities for cooperation at the implementation level. In addition, the two consortia exchanged information on their respective communication and dissemination (C&D) strategies, identifying areas where joint outreach activities and mutual promotion could enhance visibility and impact within the broader European NBS community. REWET (Table 4, No. 5) The ENABLS team has started initial contact with the REWET project (Restoration of Wetlands to Minimise Emissions and Maximise Carbon Uptake) which operates Open Labs to assess wetland restoration activities. The two projects found common ground in their shared interest for collaborative and participatory innovation methods where REWET’s Open Labs could serve as examples for ENABLS’ LLs. The initial communication between the projects concentrated on methods for stakeholder involvement and Living Lab principles. The two projects scheduled a future meeting to discuss collaboration possibilities when ENABLS LLs advance in their development and arranged for an interview with the representative from the ENABLS project partner – UEF to explore deeper collaboration opportunities. Deliverable 5.3 -20ENoLL (Table 4, No. 6) The ENABLS project has started to work with ENoLL (European Network of LLs) which is a main European platform for long-term climate mitigation through innovation and collaborative action. ENoLL offers valuable opportunities for ENABLS, especially in consulting and capacity-building for the project’s Living Labs (LLs) and innovation brokers. Through this collaboration, ENABLS LLs can relate to other similar LLs across Europe, enabling knowledge exchange, peer learning, and joint activities. ENoLL also provides access to targeted training and consultation services, especially in areas such as stakeholder engagement and participatory approaches. Initial contacts and exchanges have been made, and both sides agreed to schedule a follow-up meeting once the ENABLS LLs are fully operational. The Nature of Cities (Table 4, No. 7) The ENABLS project has initiated liaison with The Nature of Cities initiative, which focuses on combining art, science, and practice to create innovative, public-facing engagements that support knowledgedriven, imaginative, and just green city-making. One of their key outputs — NBS Comics — offers creative, visual tools that can help communicate complex NBS concepts to diverse audiences. The use of comics and visual storytelling could significantly enhance stakeholder engagement in ENABLS, making NBS more accessible to policymakers, educators, communities, and young audiences. Initial exchanges identified opportunities for ENABLS to propose topics for future comics, potentially using these materials as educational resources within Living Labs (LLs). Both sides agreed to schedule a follow-up meeting to further explore synergies. NBS Academy (Table 4, No. 8) The NBS Academy establishes an international Community of Practice for NBS education through participatory methods which promote creativity and collaboration among teachers and teacher training providers. The organization works to create and evaluate new NBS education programs which are both accessible and transferable. The organization has achieved three main results by developing a complete Train the Trainer (TTT) program for educators and testing teacher training courses and mobility schemes and creating evidence-based policy recommendations to support EU and national efforts to integrate NBS into teacher education. This initiative is highly relevant to ENABLS, as both projects share objectives around capacity building, education, and stakeholder engagement on NBS. NBS Academy’s tools and methodologies can support ENABLS LLs by offering ready-to-use educational resources, training formats, and examples of good practice in participatory education. These can enhance the educational and outreach components of ENABLS, particularly in its interactions with schools, educators, and local communities. An initial meeting between the project officers of ENABLS and NBS Academy has already taken place, with both projects continuing to exchange updates and coordinate informally through the NBS Project Board meetings. These ongoing exchanges help to align efforts and explore further opportunities for collaboration. UPSURGE (Table 4, No. 9) Deliverable 5.3 -21The UPSURGE project aims to develop the EU Regenerative Urban Lighthouse, a comprehensive reference framework designed to guide cities in the strategic implementation of tested and verified NBS. The Lighthouse draws on real-world experiences and practices from innovative European cities, research institutions, and companies, offering practical knowledge and tools to address complex urban challenges through regenerative development. The insights from UPSURGE’s urban cases can enhance the design, implementation, and impact assessment of ENABLS activities, particularly in urban and peri-urban contexts. ENABLS benefits from this collaboration by gaining access to a rich source of tested NBS approaches and practical examples that can inform its LLs and national networks. An initial physical knowledge exchange took place during an ENABLS consortium meeting in May, with both projects agreeing to organise a follow-up meeting to explore further synergies and potential areas for collaboration. Biodiversity challenge (Table 4, No. 10) The Biodiversity Challenge provides an engaging format for raising awareness and stimulating community involvement in biodiversity monitoring. Through activities like the Bioblitz – a fun, competitive event to identify as many wild species as possible in each area – the challenge promotes hands-on learning, citizen science, and public participation in nature observation. The “Biodiversity challenge” is organized in a collaboration of two ENABLS partners: WUR and ICA, and as participants involves other organisations from ICA network and beyond. The ‘Biodiversity challenge’ was organized in 2023, 2024 and 2025. For ENABLS, this represents a valuable tool to strengthen the outreach and engagement activities of its LLs. Integrating similar participatory approaches into LL activities could help increase local stakeholder involvement and awareness of NBS, generate biodiversity data that could complement scientific monitoring and foster stronger community ties to project goals. In addition, it can help in supporting education and informal learning, particularly among younger audiences and local communities. This kind of interactive event aligns perfectly with ENABLS’ focus on participatory innovation and would be easy to adapt to different regional contexts within the project. EC Leadership Group on Biodiversity and Climate (Table 4, No. 11) The EC Leadership Group on Biodiversity and Climate aims to keep up the discussions on the circular economy, biodiversity and climate. The group focuses on: • Engaging with the international dimension of the circular economy; • Utilizing online tools to track the implementation of biodiversity strategies and advance towards set targets; • Enhancing collaboration with other leadership groups to look further into examples, case studies and good practices to better illustrate solutions that embrace the circular economybiodiversity-climate nexus; • Engaging with stakeholders from the environmental and biodiversity domain more strongly in circular economy discussions; • Introducing measures to facilitate transformative change in biodiversity governance. Deliverable 5.3 -22Involvement in the Leadership Group on Biodiversity and Climate offers ENABLS valuable opportunities to align its activities with leading European and international dialogues on the circular economy, biodiversity, and climate nexus. Participation in this Leadership Group allows ENABLS to learn from good practices and case studies shared within the group, which could be directly applied to improve the design and implementation of ENABLS activities, and, to contribute insights and examples from ENABLS LLs, positioning them as case studies that illustrate practical, locally adapted NBS-driven approaches to biodiversity and climate challenges. Involvement in the EU-wide leadership group helps strengthen stakeholder engagement by connecting LL actors with broader European networks, encouraging multi-level governance approaches. In addition, it enhances the visibility and influence of ENABLS in policy and innovation communities working on circular economy and biodiversity links - amplifying the project’s impact beyond its core networks. Active participation in this Leadership Group would therefore support both the strategic and operational goals of ENABLS, while helping ensure that its results contribute to – and are aligned with – broader European sustainability efforts. As we created a thorough list of potential liaison partners and get in contact with them directly or in several meetings organised by NetworkNature for NBS projects board members and within the NBS task forces in the first few month of our project, we decided to not hold the initially planned online “cooperation inaugural event” in M6. In the network meetings we had the chance to exchange with all NBS related projects on their objectives, achievements and discussed the plans and further activities of NBS projects. 5.2 Task Forces Task force 5 – NBS Education (Table 4, No. 13) Task Force for NBS Education fosters collaboration by providing resources and advocating for policy change. The objectives of the task force are: Community Engagement and Outreach (organise outreach programs, workshops, and events to involve members and the wider community in hands-on experiences that showcase the positive impact of NBS); Integration of NBS in Education (develop comprehensive educational frameworks that seamlessly integrate NBS into existing curricula across various academic disciplines); Promote interdisciplinary learning experiences that highlight the interconnectedness of ecosystems and emphasise the role of nature in addressing global challenges; Creation of Engaging Learning Resources (produce innovative and interactive educational materials, including lesson plans, multimedia content, and hands-on activities, to engage students in the exploration of NBS). The involvement in Task Force 5 on Education is highly relevant for ENABLS, as it directly supports the project’s goals around education, outreach, and stakeholder engagement. In addition, by M18 ENABLS lead by UHOH, is taking over the leadership of Task Force 5. The leadership position enables ENABLS to direct the work of Task Force 5 on NBS education integration according to its priorities for capacity building, outreach and stakeholder engagement. Through leadership ENABLS can direct its LL) and national networks' experiences, and tools into the Task Force 5 activities while sharing its results with the broader European education community. Through the leadership ENABLS gains increased visibility and influence within the NBS community and among policymakers which enhances its ability to impact NBS integration in formal and informal education systems of the future. Deliverable 5.3 -23Task Force 3 – NBS Finance and Business Models (for NBS) in a Nature-Positive Economy (Table 4, No. 14) Task Force 3 focuses on NBS finance, investment mechanisms and business models from the perspective of co-creation and co-finance. It comprises of six working clusters that are led by, contributed to, and reviewed by representatives of different projects. Each cluster will agree on its specific focus together with its contributors, define their agenda and timing, and identify output formats for their work. ENABLS is involved in the workstream no 3, “Policy and regulation impacting on financing of NBS”. The Involvement in Task Force 3 on NBS finance, investment mechanisms, and business models provides ENABLS with valuable opportunities to strengthen its work on the economic and policy aspects of NBS. By contributing to workstream 3 on “Policy and regulation impacting on financing of NBS”, ENABLS gains access to expert insights, emerging good practices, and collaborative discussions on how policy frameworks can better support sustainable financing for NBS. This knowledge will directly benefit ENABLS by informing its policy recommendations, supporting the development of more effective business models within the LLs, and enhancing the project’s capacity to advocate for enabling conditions that drive investment in NBS across different European contexts. 5.3 Description of synergies and complementarities identified Across its growing network of liaisons, ENABLS has identified strong complementarities with numerous European projects, initiatives, and expert groups. These collaborations enrich ENABLS by providing access to policy frameworks (NetworkNature, Leadership Group on Biodiversity and Climate, Task Force 3), innovative education approaches (NBS EduWorld, Task Force 5, NBS Academy), participatory engagement formats (Biodiversity Challenge, The Nature of Cities, REWET), and practical NBS implementation models (UPSURGE, ENoLL, NATURANCE). The complementarities lie in the shared goals around nature-based solutions (NBS), capacity building, and systemic change, with each liaison offering unique strengths: some contribute tested policy tools and educational resources; others provide platforms for showcasing ENABLS LLs as good practices; while several networks foster peer learning and collaborative innovation. The active involvement of ENABLS in task forces and leadership groups further positions the project to influence emerging European agendas on NBS education, governance, and financing. These interactions also create multiplier effects — increasing ENABLS visibility, expanding its networks, and providing continuous opportunities to integrate external expertise into its own LLs activities. Overall, these synergies and complementarities directly contribute to the project’s goals of fostering innovation, scaling impact, and shaping an enabling environment for NBS across Europe. 5.4 Types of collaboration established The liaison activities conducted by eN ENABLS by M18 show a diverse range of collaboration types established across the European NBS ecosystem. These collaborations can be grouped into several categories: 1. Project-level collaborations with EU-funded initiatives (e.g., NetworkNature, NBS EduWorld, NATURANCE, REWET, UPSURGE, NBS Academy) — through regular exchanges between liaison officers, joint participation in project boards, shared communication efforts, and collaborative contributions to policy recommendations. Deliverable 5.3 -242. Technical and infrastructure collaborations, such as the agreement with Oppla to host the ENABLS micro-site and serve as the project’s online platform. 3. Clustering and joint advocacy through involvement in platforms like the NBS Project Board and participation in Task Forces (Task Force 3 on NBS Finance and Business Models; Task Force 5 on NBS Education), with ENABLS taking a leadership role in Task Force 5. 4. Capacity-building and peer learning collaborations, such as exchanges with EnoLL (European Network of LLs) and The Nature of Cities, offering opportunities to strengthen LLs and stakeholder engagement approaches. 5. Outreach and citizen engagement collaborations, illustrated by the Biodiversity Challenge, which is co-organised by ENABLS partners and serves as an effective format to foster public awareness and participation. 6. Policy and strategic dialogue collaborations through participation in the EC Leadership Group on Biodiversity and Climate, which gives ENABLS access to high-level policy discussions and opportunities to position its results in broader EU sustainability efforts. Overall, the collaborations established reflect a balanced combination of strategic partnerships, knowledge exchange platforms, capacity-building alliances, and policy-shaping networks, providing ENABLS with a robust framework to maximise its visibility, influence, and impact across Europe’s NBS landscape. Deliverable 5.3 -255.5 Challenges and lessons learned While the liaison activities of ENABLS have produced valuable collaborations and synergies, several challenges were encountered during the first reporting period. One of the biggest challenges was the difficulty in reaching concrete collaboration agreements early in the project. At the start of ENABLS, there were still limited results and outputs to share, which made it more difficult to engage other projects and networks in deeper cooperation. The project faces ongoing difficulties because different initiatives operate at various developmental stages which prevents proper synchronization of activities and joint output organisation. The level of resources and priorities between liaison partners creates barriers that restrict the extent of their collaborative work. Handling the time commitment needed for maintaining active participation across multiple networks and task forces while managing other project responsibilities is a persistent challenge. The process of coordinating communication between different organizations and project cultures needs continuous effort to achieve common understanding and alignment. However, several valuable lessons have emerged. The process of early informal engagement helps build trust, which enables deeper collaboration opportunities when ENABLS LL and other outputs reach maturity. The structured participation in task forces or leadership groups proves most effective for maintaining regular contact and contributing to European policy dialogues. The internal coordination of ENABLS plays an essential role because it enables partners and work packages to share liaison insights and opportunities which maximizes external connections. The lessons learned will direct and enhance the liaison activity approach for the upcoming second reporting period.