Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects. The aim of this competition is to support demonstration-stage projects that have the potential to improve lives of people living in lower income countries and emerging economies. It will support projects that address one or more of the global societal challenges recognised as the UN Sustainable Development Goals through development of innovative, market-creating products and services. These projects should ultimately lead to the deployment of those products or services within those countries. This is a two-phase competition. Phase 1 projects must explore the feasibility of running a demonstration project in phase 2 and applicants can use a human-centred design or technical feasibility approaches during this phase. A successful sub-set of phase 1 projects will be invited to apply for phase 2. Funding has been allocated from the Global Challenges Research Fund (GCRF), a £1.5 billion fund to support cutting-edge research which addresses the problems faced by developing countries. GCRF will address global challenges through disciplinary and interdisciplinary research and innovation, and will strengthen capability for research and innovation within both the UK and developing countries, also providing an agile response to emergencies where there is an urgent research need. GCRF forms part of the UK's Official Development Assistance (ODA) commitment and will be awarded in a manner that fits with ODA guidelines. Find out more about the GCRF Demonstrate Impact Programme: https://ktn-uk.co.uk/programmes/gcrf-demonstrate-impact-programme

1. Demonstrate Impact
Sustainable Cities & Communities
Belfast
10th September 2019

2. Welcome and introduction
Sandeep Sandhu
Knowledge Transfer Network

3. Agenda
09:30 Registration and refreshments
10:00 Welcome and introduction – Sandeep Sandhu, KTN
10:05 The competition – context, aims and scope – Janet Geddes, Innovate UK
10:25 Q&A
10:35 Equality, diversity and inclusion – Zoe Jones, Innovate UK
10:45 How the KTN can help & top tips on your application – Bruce McLelland, KTN
11:00 Human centred design – Ed Hobson, KTN
11:20 Invest NI – Richard Pelan, Invest NI
11:30 Refreshments and networking
12:00 Pitch presentations
12:20 Opportunities Overseas – Nadia Echchihab, Connected Places Catapult
12:40 Future Cities Opportunities in Developing Countries – Brian Bishop, Data Performance Consultancy
13:00 Belfast Collaboration with South Africa – Clare McKeown, Belfast City Council & Bruce Raw, GreenCape
13:20 Closing remarks – Janet Geddes, Innovate UK
13:30 Lunch and networking

4. The Competition – Context,
Aims & Scope
Janet Geddes
Innovate UK

5. GCRF: Demonstrate impact in
meeting the Sustainable
Development Goals – phase 1
Janet Geddes, Head of Asia and Emerging
Economies
Sept 2019
https://apply-for-innovation-
funding.service.gov.uk/competition/443/overview
07/10/2019

6. • About GCRF
• Demonstrate Impact – aims
• Competition structure
• Scope
• Basic Eligibility Criteria
• Key Dates and Contacts
Agenda

7. Online Applicant
Briefing
Wednesday 11th September at 1300-
1430 BST
https://ukri.zoom.us/webinar/register/W
N_OsuZbaUfQwuiQAprdLhTBQ
The full eligibility details and
application process will be deal with at
that briefing

8. A £1.5bn ODA-sourced UK Govt research and
innovation fund (launched 2016)
Managed by the Department for Business,
Energy and Industrial Strategy
To support cutting edge R&I that addresses
global issues affecting developing countries
Delivered by: UKRI, UK Space Agency, UK
Academies, Royal Society, HE Funding bodies
2019! New Innovation and Commercialisation
strand of work in GCRF
https://www.ukri.org/research/global-challenges-
research-fund/

9. GCRF
https://www.ukri.org/research/global-challenges-research-fund/funded-projects/

10. Support businesses to work with end
users and others and test the
feasibility and viability of a new
solution within the socio-economic
context it will be used in. This critical
for its adoptability and deployment.
Demonstrate Impact – why?
Affordable, appropriate and scalable
commercial solutions to important
development challenges could be applied, but
for various reasons are not yet in place
Our Assumptions
Business Challenges
• Reluctant to enter new markets
due to financial risks
• Investment to support this is
lacking, eg. don’t want new
technology + new market risk
Users and Customer Challenges
• Limited resources and opportunities
to seek and experiment with
innovative approaches and solutions
• Reluctant to buy unproven solutions

11. Demonstrate Impact - aims
• Enable businesses to demonstrate the potential impact of an innovative commercial
solution (product, service, business process) in a real-world context in a developing
country.
• Support projects (and businesses) that show excellent potential for transformative,
positive change in developing countries.
• Transformative change? Ideas that are:
• Likely to lead the creation of markets
• Boost the related infrastructure and value chains attached to those markets
• Create jobs, all within the partner developing country
• Support demonstration-stage innovations (pre-commercial in that market) that need
further R&D (technical feasibility, affordability, appropriateness and attractiveness to
users, customers and other stakeholders in the developing country).

12. Demonstrate Impact - aims
 Solution = responding to a felt need, demand or
gap in market
 Solution = technology + business model +
financial model (ie. not just technology
demonstration but how it will be used)
 Solution = high socio-economic impact potential
and clear pathways to impact mapped out
 Project teams = businesses + potential end users
+ other stakeholders
x – tech push from UK / parachuting in
ideas lacking context

13. 13
“Technology has great potential to help deliver the SDGs but it can also be
at the root of exclusion and inequality. We need to harness the benefits of
advanced technologies for all.”
UN Secretary-General, Antonio Guterres at 2018 High-level Political Forum
on Sustainable Development.

14. What does success look like?
ODA/Primary outcomes:
- Poor and disadvantaged people in
developing countries access and benefit
from innovative and affordable products
and services developed and deployed
- These benefits include:
 direct benefits from availability of a
new product, process or service
 benefits from creation of markets, the
related infrastructure and value
chains attached to those, and job
creation within the partner
developing country
Secondary outcomes:
As secondary outcomes businesses are able
to:
 test the applicability of processes,
products or services in new markets
 find new R&D partners, and
potentially new markets, for their
products and services.

15. Competition
structure

16. Competition structure
Phase 1 – Feasibility
Studies
Why
What
How
much
Investigate feasibility of a
potential demonstration phase
and prepare robustly
Human-centred design and/or
technical feasibility
Up to £60k grant for up to 6
months
Phase 2 – Demonstration
Explore applicability and
appropriateness of solution in
that market + refine/modify
Demonstration-stage R&D
either Ind Research or
Experimental Development
Up to £500k for 1-3 years

17. Why phase? Why feasibility studies?
Phase 1 – Feasibility Studies
Why
What
How
much
Investigate feasibility of a
potential demonstration phase
and prepare robustly
Human-centred design and/or
technical feasibility
Up to £60k grant for up to 6
months
Phase 1 is to enable project teams to:
• identify all partners for a
productive, successful phase 2
• plan how to demonstrate the
innovation effectively in the
partner developing country
• gain confidence in the feasibility,
viability and desirability of the
innovation, in that market

18. End of Phase 1 report
To include:
1. Activities undertaken during phase 1.
2. An implementation and execution
plan for a potential demonstration
phase, including a stakeholder
engagement plan.
3. The roles and responsibilities of all
proposed partners during the
demonstration phase.
4. A results framework for the
demonstration project (impact).
5. A business plan that addresses market
potential and needs.

19. Competition structure
Phase 1
application Selected
projects
approved
Phase 1 grants
awarded and
executed
Phase 1
Report
submitted
Phase 2
application
Selected
project(s)
approved
Phase 2 grants awarded and
executed
Phase 2
projects
completed
Assessment
Up to 6 months
1 month
Report reviewed
and invitations
sent out
Assessment
Up to 3 years

20. Scope

21. Competition details
Up to
£9.3m
,
£1.8m
for
1st of 2
Phases
Feasibility
Demonstration
Gender
equality and
social inclusion
Open date: 9th September 2019
Close date: 13th November noon
Feasibility Studies: Up to £60k grant
and up to 6 months
To be in scope your project has to do the following
10 SDGs
DAC list
country
Demo-
ready
innovation£1.8m
£7.5m
ODA
eligible

22. What can your project focus on?
• A set of 17 global goals to tackle most pressing challenges facing the world
today, and build a more sustainable, safer, more prosperous planet.
• Launched in 2016, with targets to 2030. A follow-on from the Millennium
Development Goals (2000-2015).
• All 17 goals interconnect, meaning success in one affects success for others.
• Truly global, not just developing countries. International commitment to end
poverty, permanently, everywhere.
• This competition = 10/17 SDGS are in scope

23. 10 SDGs in Scope

24. 10 SDGs in Scope
 SDG 3: good health and well-being
 SDG 4: quality education
 SDG 6: clean water and sanitation
 SDG 8: decent work and economic growth
 SDG 11: sustainable cities and communities
 SDG 12: responsible consumption and production – ensure
sustainable production and consumption patterns
 SDG 13: climate action
 SDG 14: life below water
 SDG 15: life on land
 SDG 16: peace, justice and strong institutions

25. SDG Targets…
Sample targets from SDG12…
• By 2030, halve per capita global food waste at the retail and consumer levels
and reduce food losses along production and supply chains, including post-
harvest losses
• By 2020, achieve the environmentally sound management of chemicals and all
wastes throughout their life cycle, in accordance with agreed international
frameworks, and significantly reduce their release to air, water and soil in
order to minimize their adverse impacts on human health and the
environment
• By 2030, substantially reduce waste generation through prevention, reduction,
recycling and reuse
Ensure
sustainable
consumption
and production
patterns

26. What is Official Development Assistance?
Aid, provided by
donor governments
and their agencies
(Measure of
country’s
investment in it)
For the economic
development and
welfare of a set of
developing
countries (DAC
List)
Can be spent in the
donor country
No capital
infrastructure in
donor country
eligible, capital
usage ok

27. 28
OECD DAC List

28. Is your project eligible as ODA?
Under the broader context of the SDGs:
- Seek to investigate a specific problem or seek a specific outcome which will have a
positive impact on the welfare and economic development of a country on the OECD
DAC list
- Provide evidence as to why this is a problem for the developing country
- Identify appropriate pathways to impact to ensure that the developing country
benefits from the GCRF investment in research and innovation.
- Project must include some work within the partner developing country

29. Where can your project focus?
All countries on the OECD DAC list of ODA
recipients are eligible
EXCEPT: Argentina, Antigua and Barbuda,
China, Panama and Palau
http://www.oecd.org/dac/financing-sustainable-
development/development-finance-
standards/DAC_List_ODA_Recipients2018to2020_flows_E
n.pdf

30. 31
OECD DAC List

31. Gender equality and social inclusion
Your application must explain how your
project is helping to promote gender
equality and social inclusion.
International Development (Gender Equality)
Act, 2014
- Who is involved?
- How will you factor this into your project
plan?
- What is the potential for promoting gender
equality and social inclusion?

32. Scope recap
Gender
equality and
social inclusion
To be in scope your project has to do the following
10 SDGs
DAC list
country
Demo-
ready
innovation ODA
eligible

33. Out of Scope
Projects that:
- do not have an innovation at a demonstration-ready stage
- do not focus on one of the 10 SDGs in scope, making clear which targets
they are contributing to
- do not focus on an eligible country on the OECD DAC List of ODA recipient
countries (noting that Argentina, Antigua and Barbuda, Panama, Palau
and the People’s Republic of China are out of scope)
- do not meet Official Development Assistance (ODA) eligibility
requirements
- are likely to increase inequality between different parts of society, within
communities and between persons of different gender and do not take
into account and plan to manage gender equality and social inclusion
issues
- are likely to have negative environmental and social impacts
- do not validate or develop the technical feasibility of innovations and/or
their desirability and usefulness to customers
- have entirely non-civilian applications

34. Eligibility Criteria

35. 36
Who is eligible?
Project Eligibility
 Business-led
 Include an Administrative Lead and Technical Lead
 Can include other funded and non-funded partners from any country,
including businesses, research organisations, public sector
organisations, RTOs, charities and other not for profit organisations
 Can sub-contract up to 50% of the eligible project costs
 Research organisations and other not for profits can claim up to 30%
of the eligible project costs (even where sub-contracting)
 Must include some work carried in the developing country
Project cost £85,000 to £120,000 with a max. grant award of £60,000
Project length Up to 6 months

36. Who is eligible?
Admin Lead Technical Lead
• must be a UK-registered business of any
size
• will be the recipient of the award and will
distribute funding to international (non-UK)
partners (hub and spoke model)
• will manage and be accountable for the
finances for the project in accordance with
the terms and conditions of the award
• must claim funding through this
competition
• can be from any country
• can be a business, research organisation,
public sector organisation, research and
technology organisation or not for profit
organisation
• will lead on the development of the scope,
work packages within the project and other
work from a technical perspective
• must claim funding through this
competition
• A UK-registered business can be both the
administrative and technical lead

37. Organisation /
Type of Activity
Feasibility Studies Notes
Business
(economic
activity)
Micro/Small – 70%
Medium – 60%
Large – 50%
Research
Organisation
(non-economic
activity)
Universities – 100% (80% of Full
Economic Costs)
Other research organisations can
claim 100% of their project costs
– see note:
Other research organisations must:
• be non-profit distributing and
• disseminate the project results &
• explain in the application form how this will be
done
Public Sector
Organisation or
Charity
(non-economic
activity)
100% of eligible costs Must be:
• Be performing research activity &
• disseminate project results & explain in the
application form how this will be done
• ensure that the eligible costs do not include work /
costs already funded from other public sector
Funding %

38. - International partners are funded on the same grant percentage as UK organisations
- If there is an international partner, all claims are submitted by the Admin Lead. The
Admin Lead is paid every partner’s claim. The Admin Lead must then pay the partners.
Partners from developing countries (partners with legal entities in an in-scope DAC-list
country) are not mandatory for phase 1 but will be for phase 2. The expectation is that
project teams will use phase 1 to find appropriate developing country partners for phase
2.
International Partners

39. Timeline Dates
Briefing Events 3rd September 2019 (London)
4th September (Cardiff)
5th September 2019 (Sheffield)
10th September 2019 (Belfast)
12th September 2019 (Edinburgh)
Competition Opens 9th September 2019
Submission Deadline Noon 13th November 2019
Applicants informed 16th December 2019
Key Dates

40. GCRF Online Community Platform:
https://ukri-gcrf.crowdicity.com/
Enterprise Europe Network (EEN) – its beyond Europe!
https://www.enterprise-europe.co.uk/services/Business-collaboration-
worldwide
0300 123 3066
Finding Partners

41. Customer Support Services: 0300 321 4357 (Mon-Fri, 9am-5:30pm)
support@innovateuk.ukri.org
Knowledge Transfer Network:
www.ktn-uk.co.uk
Contact Us

42. Q & A

43. Equality, Diversity & Inclusion
Siwan Smith
KTN

44. Equality, Diversity & Inclusion
Zoe Jones
Diversity & Inclusion Programme
Specialist
@zoejones07

45. 46
The case for Diversity and Inclusion
Likelihood of increased
Financial performance
Gender diversity Ethnic/cultural diversity
21% 33%
Source – McKinsey : Delivering Though Diversity (Jan 2018)
Impact of diversity on
executive teams

46. 47
What can go wrong?

47. 48
• The best ideas for innovation can come
from anyone
• Diversity within business is proven to
contribute to enhanced performance and
commercial success
• Diverse teams produce better outcomes
EDI at Innovate UK
At Innovate UK we are committed to
encouraging equality, diversity and
inclusion in business-led innovation.
We believe:
We have targeted programmes to tackle
underrepresentation and we work to
embed EDI across everything we do.

48. 50
Gender equality and social inclusion
• All Innovate UK-led GCRF competitions will
have an a gender equality and social
inclusion question
• This question is mandatory but unscored
• This ensures compliance with the
International Development (Gender
Equality) Act 2014
• Successful Phase 1 applicants will be
expected to attend a workshop on gender
equality and social inclusion to discuss good
practice and share experiences
• While gender must be addressed, good
applications will show an understanding of
diversity and social inclusion beyond gender

49. 51
Gender equality and social inclusion
What is the potential?
• What are the
expected outcomes?
• Who is expected to
benefit?
• Any potential
negative impacts?
• Any gaps in current
understanding?
How will you factor this
into your project plan?
• How will your project
address gender
equality and social
inclusion?
• How will you
measure impact?
• Reference in Q6
Who is involved?
• The business and
research partners
involved (info on
their experience,
expertise and
culture)
• Any partners and
collaborators that are
fundamental to
delivering impacts
How is your project helping to promote gender
equality and social inclusion?

50. How the KTN can help.
Bruce McLelland
Urban Living Specialist, KTN
@Bruce_McLelland
bruce.mclelland@ktn-uk.org

51. The Innovate UK Family
Fund
Connect
Collaborate

52. Connecting people
to accelerate innovation
www.ktn-uk.org / @ktnuk

53. The Future. Faster.
www.ktn-uk.org / @ktnuk

54. Cross Sector Network
Contacts
133,000
Delegates across
over 400 events
28,172
Business
Engagements
5,000
NewCollaborations
500
The KTN in numbers
The KTN is staffed by approximately 180 sector, marketing and events
specialists located across the whole of the UK.

55. Over £100 Million increased R&D
investment from business last year
Which resulted in…

56. Finding valuable
partners
-
Project consortium
building
-
Supply Chain
Knowledge
-
Driving new
connections
-
Articulating challenges
-
Finding creative
solutions
Awareness and
dissemination
-
Public and private
finance
-
Advice – project scope
-
Advice – proposal
mentoring
-
Project
follow-up
Promoting
Industry needs
-
Informing policy makers
-
Informing
strategy
-
Communicating trends
and market drivers
Intelligence on trends
and markets
-
Business Planning
support
-
Success stories / raising
profile
Navigating the
innovation support
landscape
-
Promoting coherent
strategy and approach
-
Engaging wider
stakeholders
-
Curation of innovation
resources
Connecting Supporting NavigatingInfluencingFunding
What we do

57. www.ktn-toolkit.com

58. Knowledge Transfer
Partnerships

59. A cross-sector innovation
programme for industry
www.ktninnovationexchange.co.uk

60. iX competition introduction
Solution providers find it difficult to:
• Find the right person within a
target customer’s organisation
• Prove the value proposition of
products
• Understand customer’s time
constraints
Technical solutions
from other sectors
Larger primes and Head of Supply
Chains have:
• Confidential engineering
challenges to solve with no
time to explore markets
• Low exposure to companies
(SMEs) within and outside their
sector.
Sector Technical
Challenges

61. A cross-sector innovation
programme for industry
www.ktninnovationexchange.co.uk

62. Top tips for a good application
GCRF, London, 03 September 2019
Top tips for a good applic ation
GCRF, London, 03 September 2019

63. Top tips for a good application
GCRF, London, 03 September 2019
Top tips for a good applic ation
GCRF, London, 03 September 2019

64. Where’s my copy?
GCRF, London, 03 September 2019
Search “KTN Good Application Guide” and follow the links.
Or https://tinyurl.com/y5j6m2no

65. Name Approximate
Technology
Readiness Levels
covered
Topics covered Who they fund/support
Research Councils:
under UK Research
and Innovation.
https://www.ukri.org/about-
us/our-councils/
1-3 Each Council has its own list
of sectors and topics it
supports.
Grant funding for UK Universities and Research organisations. UK business can sometimes work
with them on specific industrial engagement activities that may revolve around access to their
state of the art facilities.
Innovate UK
https://www.gov.uk/govern
ment/organisations/innovate
-uk
4-6 A wide range of targeted
topics for funding identified
by the Industrial Strategy
Challenge Fund and an open
call for Innovation currently
under Smart Grants
UK business and research organisations with a particular focus on SME’s looking to grow their
business.
Knowledge Transfer
Network
https://ktn-uk.co.uk/
3-7 All Innovate UK topics are
supported by KTN activities
and cover industries and
technologies from
Agriculture to X-Ray
detection.
KTN does not fund, it offers support to new and existing Innovative Businesses. They provide
advice on grant applications, offer introductions to collaborative research partners, or help in
identifying alternative sources of funding.
Enterprise Europe
Network
https://www.enterprise-
europe.co.uk/
4-9 EEN offers business support
and advice across a wide
range of topics
EEN does not fund, it offers business support and advice similar to KTN, but with more of a focus
on European research funding and also offers free consultancy on business development through
the Innovate to Succeed programme.
GCRF, London, 03 September 2019

66. KTN RAI SIG
@KTN_RAISIG
•Why does it exist?
Connect innovators with
collaborators, end users &
investors
Cultivate knowledge
sharing
Increase uptake of RAI
solutions

67. KTN RAI SIG
Communications
• Advisory
Board
leadership
• Presentations
at events
Activities
• IUK events
• Cross sector
workshops
• Company
• Thought
Resources
• Online articles
• Case studies
@KTN_RAISIG
•How does it operate?

68. @KTN_RAISIG
Robotics and Artificial
Intelligence
Industry Showcase March 2019

69. KTN RAI SIG
• http://www.raisig.co.uk/
@KTN_RAISIG
•Joining and getting in touch
Membership: Free Community news updates via email
Networking: Free networking events or run at zero profit

70. Keep informed
www.ktn-uk.org / @ktnuk
Register with the KTN: Tailored tech community news & (all) competition announcements:
https://ktn-uk.co.uk/register
News on all sector innovation grant funding:
https://www.gov.uk/government/organisations/innovate-uk
Bruce McLelland
Urban Living Specialist, KTN
@Bruce_McLelland
bruce.mclelland@ktn-uk.org

71. Human-Centred Design
Ed Hobson
Knowledge Transfer Network

72. Human-centred design
for Demonstrate Impact Phase 1 Projects
Ed Hobson
Knowledge Transfer Network, Head of
Design

73. Phase 1: Not just technical feasibility
“Phase 1 projects can include
human-centred design and/or
technical feasibility studies.”

74. Phase 1: Not just technical feasibility
“Phase 1 projects can include
human-centred design and/or
technical feasibility studies.”
A human-centred research and design study
could help you better understand market
conditions, ensure your idea meets the needs of
customers and help you plan a more effective
and meaningful demonstration.

75. Technology can make a new idea possible.
…But people determine whether or not it’s successful.
This is important, because

76. Users
Customers
Resellers
Investors
Delivery
Partners
Logistics
Service &
maintenance
Managers
Local
authorities
Manufacturers
System
integratorsInstallers

77. TECHNICAL FEASIBILITY STUDY
Can you do it?
VIABLE
for your business
FEASIBLE
with available technology
DESIRABLE
to people
HUMAN-CENTRED DESIGN STUDY
Should you do it?
The best
ideas are…

78. TECHNICAL FEASIBILITY STUDY
Can you do it?
VIABLE
for your business
FEASIBLE
with available technology
HUMAN-CENTRED DESIGN STUDY
Should you do it?
The best
ideas are…
DESIRABLE
to people
Not just about looks…
- Does it solve a problem?
- Is it understandable?
- Is it aspirational?
- Is it easy to use?
- Does it fit readily into existing
behavior patterns?

79. Neglecting or misunderstanding
people’s motivations and behavior
is a potential failure mode.
The less familiar you are with
those people’s circumstances and
culture, the higher the risk.

80. It’s less about data and
secondary research
… and more about conversations,
experiences and feelings

81. An opportunity to sense-check,
validate and de-risk ideas with the
people they’re intended for before
launching into a demonstrator.
… Meaning that your phase 2
application will be stronger.
Why include human-centred design?
Gain confidence (and evidence)
that you’re proposing the right
solution, to the right problem.
1
Plan a more valuable
demonstrator involving the
right people, appropriate
infrastructure and realistic
use cases.
2

82. What does it look like?
Thorough understanding
of the problem space
Start
Specific problem
definition
Generate lots of
ideas in response
Progress the best
idea/s
Do the right thing …then do the thing right

83. What does it look like?
Thorough understanding
of the problem space
Start
Specific problem
definition
Generate lots of
ideas in response
Progress the best
idea/s
Do the right thing
Iterative prototype
and test cycles

84. Too often we do this
Skip this, or rush through it Lack of divergent
thinking
Focus on realising
your great idea!
DISCOVER DEFINE
Poor experience
that’s costly or
impossible to fix

85. Variations on the theme
Double-Diamond (Design Council)
HCD DesignKit (Ideo)
Design Bootcamp (Stanford d-School)

86. - Identifying relevant stakeholders
- Engaging with them to gather insight
- Documenting their specific needs,
desires and frustrations.
- Mapping out their ideal experience
- Defining desirable product/service
attributes
Design activities could include
- Generating lots of ideas
- Fast, iterative prototype and test
cycles
- Testing both the desirability and the
feasibility
- Documenting your intended route
forward via a roadmap or design
concept.

87. A human-centred approach can help you create better
PHYSICAL
GOODS
SERVICES
BUSINESS
MODELS
DIGITAL
PRODUCTS
…and all are within scope for this competition

88. Do build empathy
Do think divergently
Do get your hands dirty
Don’t be precious
Characteristics of a design approach

89. How can you do it?
- DIY?
- Or… take this opportunity to work
with professional design expertise
- Up to 50% of eligible project costs
can be sub-contracting costs
- Ideal way to engage professional
design services
Useful contacts:
- KTN
- Design Council
- BIDA (British Industrial Design
Association)
- DBA (Design Business Association)
- Service Design Network.
Googling?
- Look for human-centred research and
design expertise
- Relevant discipline experience e.g.
physical goods, digital products, services
and/or business models

90. Thank you

91. Invest NI
Richard Pelan
Invest NI

92. Refreshments and networking

93. Pitch presentations

94. Opportunities Overseas
Nadia Echchihab
Connected Places Catapult

95. Future Cities Opportunities in
Developing Countries
Brian Bishop
Data Performance Consultancy

96. Belfast Collaboration with South
Africa
Clare McKeown, Belfast City
Council & Bruce Raw, GreenCape

97. B2Match - online brokering
London
https://gcrf-demonstrate-impact-london.b2match.io
Cardiff
https://gcrf-demonstrate-impact-cardiff2019.b2match.io
Sheffield
https://gcrf-demonstrate-impact-sheffield.b2match.io
Belfast
https://gcrf-demonstrate-impact-belfast.b2match.io
Edinburgh
https://gcrf-demonstrate-impact-edinburgh.b2match.io

98. Closing Remarks

99. Lunch and networking