 Okay, so I propose to start it's five past one in Amsterdam greetings from Amsterdam Welcome to the to the second session of the Dragon's Den series. So in this session we will be learning how to develop a business plan from your idea. So next slide please So who are we? My name is Maxie Eislin. I work for ICNNL in Amsterdam as an expert green economy. I work a lot on the topic of climate finance seeking to link business case with nature resolution. I've been working with CSO a lot in the global south to help them to mobilize private finance. This is my third CBA and especially these times that we cannot travel I'm very excited to meet so many people from all over the world all together so I'm very excited to moderate the session. I'm doing this together with Willem de Pesta You see him on the video. He has done the introduction this morning. Jesper Warnberg, he will do the pitch development training tomorrow and Jules Koppe is our host. Hello Jules. He's doing the technical zoom things. So this is the team who is working on the Dragon's Dance series. Maria Goss has entered. Welcome Maria. So next slide please. Thank you. So it's a nice small group so we can really have a discussion with each other and you get the most out of these sessions. If you actively participate of course it's not only us who are sending information it's about learning from each other from our projects and to get our grow our capabilities in this topic. So it doesn't really matter how much you know about business case development. The goal is to bring you a step further into your thinking. It doesn't matter if you have made a lot of business cases before or if you're just starting thinking about how to make a business out of your project. The goal is to bring you just a step further into your thinking. So I see that Simona also is entered. Welcome Simona. You are jumping at the right moment because we're now a small rounds introduction but could you all say your name, your organization and role if you have made a business spend before and also most importantly if you have an ID of one of your projects that might be turned into a business ID. So the floor is yours. Who can start? Maybe I kick off. Just briefly. I'm Jesper Hornberg. I'm the lead on innovation and scaling at the Global Resilience Partnership. Very nice to see you all here. Thank you Jesper. Maria, could you maybe introduce yourself? Thank you. My name is Maria Woss. I'm with Practical Action. I'm the Agriculture Systems and Innovation Lead for the Organization for Southern Africa. And yeah, I have never made a business plan before but I'm the technical lead in terms of agriculture, climate resilience, adaptation. So I mainly go work towards three in terms of identifying ideas and opportunities and potential interventions depending on the context of course because we, Zimbabwe has developed into five agroecological or five farming regions. So yeah, I do have an overall role of developing the strategic business plan for the region but then the ideas and the proposals I put forward with the team, with the technical team are then converted into business plans by the business development lead within the organization. So we work very closely as a team here. Very good Maria. Welcome. Welcome. Thank you. Who else wants to introduce themselves? Yes, I think I can take the floor. My name is Stanley Ochango and my organization is the Technical University of Kenya and I particularly am associated with the Center of Integrated Water Resources Management at this center. We are currently an active member of the Brescia Project actually led by the University of Southampton by Professor Justin Sheffield and on the sidelines of that when we talk of, if I've made a business plan, yes, I've tried a lot of interventions and trying to market them with possible founders like Aqua for All of specific mention is there's a timer we partnered with a guy and we were trying to develop a web-based application system for drinking water supply, especially in talk of water quality measurement and simply trying to focus on enhancing accessibility to people who are living below the poverty line in the Periaban areas of Kenya, specifically Nairobi. Then also currently at the Center of Integrated Water Resources Management Technical University of Kenya, we are also working on the development of a drought, a monitoring prediction and early warning system and currently in fact the reason why I mean this session is that we are trying to meditate and try to see how we can be able to build a business case for this early warning system especially when we want to upscale it nationally. We may need a lot of it to be to have that business traction and attract the investors. So I think an interesting and timely discussion for me and I find quite a huge relevance in it. Great, Stanley. Thank you. I think you're in the right session today. Yeah. Great, great. So who's next? Maybe Josephine? Can you introduce yourself briefly? Okay, I can go next. So I'm Josephine Warnoff. I am visiting at Tony at the Environmental Law Institute. I'm based in Belgium and I've never made a businessman before. I'm a lawyer so it's not really what we do but the idea that we want to try to develop is we are working with small-scale fisheries communities to try to start government reforms, try to build up community co-management systems and we are trying to attract private investment into those reforms and for that I think being able to build a businessman would be really useful and I believe that the law can really help in bringing the community-based management to a more credible level for investors so we're trying to see how we can blend the two different approaches to really make a good businessman so I think it will be pretty useful. Great, Josephine. Thank you. Thank you so much. Very good. Okay. Yeah, sure. Okay, thank you. I was struggling to actually make a case so I didn't speak earlier but as I heard Stanley, I think that's why I'm here also to learn from others. So as I heard from Stanley, he was trying to build some case for early warning system. Sorry, my name first. I'm Dinita Mang currently working in Mercy Corps in one of the projects called Managing Greeks through Economic Development. It's a cross-country project that's mostly focusing on disaster resilience and climate change adaptation activities. Now I'm working as a resilience small advisor. Now talking about that business plan, I have never made it. I have always thought I have a lot of ideas but I haven't been able to make it concrete. Whether that's good, it should have a business plan or not. Should I move forward or not? So that has always been a problem challenge with me to make it concrete so I'm here to learn on that first. Not actually to build a business plan but whether I should build a business plan or not. First thing would be that. Second thing, as I was hearing Stanley, what I loved about him was it was resonating with what we also have a problem with. In Nepal, early warning system is quite developed in a sense from what it was earlier but we don't have as much climate information services and it needs a business case so that it needs to be scaled out a little bit further because as a person working in an NGO, sometimes we tend to invest on them but it lasts only till there is a project and after that what? So like if I was thinking as he was telling the story like if there was a business case for it, maybe that would be sustainable. Also thinking about that, we are currently working on this low-cost early warning system model also. So we have early warning system as I had said earlier but there is a monopoly in it in Nepal like only one organization is doing it and it's quite costly to be fair. So looking at a low-cost alternative is very important and we did a piloting but we thought it was going to finish in a year and it has run into third year. So how to make a proper business plan case for that also like that is also a thing and also something for a piloting case like everything I have heard since the beginning is like for tested models what about for something innovative right which might be a kind of pilot only so which might not be tested. So how do we go about that? Third one like we are also like working mostly with the rural community so access to water like for consumption or irrigation and even some as I was looking at one of the marketplace I think videos there was something about fertilizers also like how do we do that. So those kind of business case ideas also would be very welcome like support on those things would be very helpful for us. Thank you. Thanks, nice. Anybody else who can introduce themselves? I can do a quick introduction. So my name is Shil and Maxim already introduced me briefly. I am in my second year of my master's study forest and nature conservation at the Wageningen University in the Netherlands and I'm currently working with Maxim and Jan Willem at IUCN Netherlands for my internship at the conservation finance department and I'm mainly here to host this session do the technicalities and help you all out and yeah that's actually about it. Thank you Shil. Maybe Tarilo or somebody else? Hi everyone I can give a quick introduction as well. Sure. Sorry Maxim my internship was a bit unstable there so I probably jumped in a bit late. Hi everyone my name is Mil Harikishen and I'm a policy officer at the Global Resilience Partnership working with Jesper Hornberg who introduced himself earlier and I would be providing some support to all of you during this Dragon Sten series so looking forward to working with you. Great thank you. John could you introduce yourself briefly or Tarilo? Hello. Hello. Hello. We can hear you. Hello Maxim you can hear me. Yes I can hear you. Oh okay I think there are a bit of delays because I keep freezing on my screen. Okay my name is Tarilo Fupa and I recently joined Waternet under the Brescia Project which is being... Hello can you hear me? Hello. Yes. Yes okay okay I... As I was saying I joined the Waternet as we are involved in the Brescia Project which is being led by Southampton and I mainly joined the session. I jumped right into the Dragon Sten. It takes a lot of courage to learn. I really want to learn more on how to develop a very good business plan. I've never developed one before and I'm really interested in learning and getting as much as I can from the session on how best to develop a business plan that can help us in our project as well in my area of work. I think that's all I have for now. Thank you. Nice meeting everyone. Thank you very much Tarilo. Great to have you here. John could you introduce yourself? Hello. Can I say something? Yes I can hear you because it's and I must... I'll log in one second. Yes the connection is a bit unstable. Is that okay? It's okay. I'll come out of another system. I'll come out of another system. It should be okay. Thank you. Okay. Can I continue? Yes you can continue John. You know I'll come out of another system and I'll join this. Okay so the connection is a bit unstable John. I don't know. Okay. Maybe you can introduce yourself in the chat and also yeah we need to continue to the real session so you will learn how to make a business plan because therefore we are here. Okay. So the people who did not introduce themselves I think almost everybody did. Can you put in the chat your name, organization and maybe also your email address so we can stay in touch and if you have an idea to transform into a business idea. Thank you very much. Jules, next slide please. So today's program. It's about theory and about practice. It's about the theory of developing a business case. How do you do that? We're using a tool for this, a business conference model. We will go through that and second part of the session is to practice with your ID and so where we can give each other peer feedback very openly so we improve your ID. Next slide please. So this morning we had an introduction by John Willem. Now we're going to learn how to make a business plan from your idea. Tomorrow, Jesper will give pitch training in which we use our business plan which we are making today. We will transform that into a pitch and then that's very important because on first day there will be a session in which very experienced financial experts are available and you can pitch your ID in front of them and they will judge your ID and provide you feedback about the viability of the case and together with the audience the jury will score all all IDs and the winning ID is the most promising business ID. That person can pitch their ID on Friday during the plenary in which all the CBA participants are there, more than 200 people and the winner can pitch their ID in front of them and you will get a lot of outreach also through social media of IAD. So who knows where that ends? Next slide please. Yes, so why do we actually need business cases for climate projects and especially climate adaptation projects? Well the challenge that we want to tackle here is that we want to close the gap between projects that seek finance and investors that want to invest in climate related projects because there's a trend that a lot of finance is being made available for ESG investing and climate finance but that is a very good thing but all this finance is searching for projects to invest in and that also have positive return and so far a lot of finance is not reaching the project especially the locally owned projects by communities. So the impact on the local level is especially in developing countries is very limited and most of finance is flowing to climate mitigation to renewable energy and not so much to climate adaptation. So to give an example the annual climate finance flows are steadily ramping up by about 10 to 20 percent a year globally. Last year it was the annual climate finance that was mobilized was 600 billion US dollar that was mobilized globally in climate finance but five percent only of this climate finance flows to climate adaptation and much more needed much more climate adaptation finance is needed to adapt to climate change and IAD estimated that only one out of 10 US dollar of climate finance reaches the local levels where adaptation so adaptation impact is very limited. So all actors from global to local public and private and from all sectors they really must contribute and work together to close the climate adaptation finance gap especially for locally owned projects and participation of communities and local entrepreneurs is really key to to scale up investments in this kind of adaptation projects. So yeah really thank you Azul. So to therefore we have this Dragon's Dance series in which we help you develop your business case to really have local climate adaptation impact and to attract all the the finance that's there to to attract it to your project. So we really need to skills to build our skills to close the gap where you really need to learn from each other what works and what doesn't work what are the success factors and we often see that the finance can be public or private but it's mostly a combination of public and private finance for adaptation projects. So it's not the purpose to make business cases from all your projects but if it's possible to make a business case out of your adaptation project then it's very very useful because you can then scale up your your project and also scale up your your impact. So next slide please. So we're talking about business case all the time but what exactly is a business case? It's basically a piece of information can be a written text or a story which captures the reasoning for initiating a project or a company. It also provides some financial insights about the economic benefits and possibly also the costs and it's mostly used to inform decision makers whether to invest or not and this decision maker can be a public investor or a private investor or just a customer. So that's the definition of business case and we also have this for your information some examples. Next slide please because in the last in the last session in the introduction there was asked if there are some examples. So here are some examples to create revenues. These are specified towards ecosystem based adaptation and mitigation projects. Of course there are also different angles to make revenues in community based adaptation more with the social view but these are more from a natural resources view. So these can be for instance projects that have that with sustainable commodity production like sustainable timber or sustainable fish production or livestock or sustainable cocoa or coffee production. Business case can also be made using carbon credits or from ecotourism in which tourists pay visitor fees. You can also think about payments for risk mitigation and employment costs for instance in watersheds. Downstream users can pay for upstream watershed protection by communities for instance. You can also think about upgrading degraded land by improving the soil quality and then you can sell the land again. These are just some some ideas but there are much more also from other angles. I just wanted to show you this as examples. Next slide please. So now we're diving more into the core of the business modeling. I have a small explainer video about what is a business model. It's about two minutes. It goes a bit quickly but we will dive into it later in more detail. Yeah you can play it too. The business model can be described with nine basic building blocks. Your customer segments, your value proposition for each segment, the channels to reach customers, customer relationships you establish, the revenue streams you generate, the key resources and key activities you require to create value, the key partners and the cost structure of the business model. But it's not sufficient to just enumerate the nine building blocks. What you really want to do is to map them out on a pre-structured canvas. This is what we call the business model canvas. A tool that helps you map, discuss, design and invent new business models. Let's briefly go through the nine building blocks starting with the customer segments. These are all the people or organizations for which you're creating value. This includes simple users and paying customers. For each segment you have a specific value proposition. These are the bundles of products and services that create value for your customers. The channels describe through which touch points you're interacting with customers and delivering value. The customer relationships outline the type of relationship you're establishing with your customers. The revenue streams make clear how and through which pricing mechanisms your business model is capturing value. Then you need to describe the infrastructure to create, deliver and capture value. The key resources show which assets are indispensable in your business model. The key activities show which things you really need to be able to perform well. The key partners show who can help you leverage your business model since you won't own all key resources yourself nor you perform all key activities. And once you understand your business model's infrastructure you'll also have an idea of its cost structure. So with the business model canvas you can map out your entire business model in one image. This works for startup entrepreneurs just as well as for the most senior executives. Thank you too. So I don't know how it went at your site but the internet connection is not that stable for my site. But that doesn't matter because I will explain you everything in more detail. I also see two black blocks, black boxes in the PowerPoint but now a very, oh yeah. Is it better now? Yes, now it's better. Okay, perfect. Great. Thank you, Zuhl. Next slide please. So just to clarify the short video, this is the business canvas model. It's basically, it consists of all the building blocks that an investor is interested in. So if you're building a business case, a business plan, if you're building a business plan, you basically need to fill in all the segments, all the categories and then you know for sure that you have covered all the important elements that an investor is looking for. So I can imagine that a lot of these terminologies are new for you. So let's have a deep dive into everything. The most important category are your value propositions. So as you see, there are sticky notes put in place and that's also very nice. If you print such a canvas model yourself, if you print it on on an A4 or A3 paper and you can use with sticky notes, you can develop your own business plan but now we have it virtually. So the most important question to ask is basically, what value do you deliver to the customer? What project or service are you selling? That is your value proposition. So for instance, you're producing drought resistant maize. For instance, drought resistant maize yield better than conventional maize. So if you're selling drought resistant maize, then that's your value proposition because you need less inputs of water for instance. Next, the second most important question is from who are we creating value? So who are your customers? Who is really going to pay for it? So next, then the revenue streams. So what are your customers paying for it? What are you going to pay for the rent or the fee or the product or the service? Next, the customer relationships. So how do you plan on keeping solid relationships with your customer? I truly believe that this is one of the most important categories because if you build personalization into your brand company, then that's a really strong point. Key activities. So there are lots of operations that are needed to keep your business running. For instance, the whole production process or the operation, solving problems with permits, setting up a customer service, doing your promotion and the networking, so all activities that you're required to do. The key resources. You can think of human resources, but also intellectual resources, physical resources like computers or offices, but also financial resources that is also important. And next, the key partners. Of course, also very important because you might need sponsors or investors or suppliers for inputs or corporations that you work with and then the channels. So how are you going to reach the customer? For instance, nowadays we're working a lot with social media websites, but you can also think about newspaper advertisement or word of mouth promotion or just fanning in a shop and then the cost structure. Last but not least the cost structure. So what are the most important costs in your business model? Like you can think of the raw materials or maintenance cost or salary cost or insurance, tax, rent, fuel. So if you filled in all these elements then you have a really solid story to tell to an investor and it's a very nice communication tool also to present your case and to think creative. Yeah, that's it. Are there any questions so far? All questions are good. Yeah, could you put the slide, the previous slide again? I had one observation. Sure, sure. There should be some scope for mid-course correction. Where do you integrate that? For what? The mid-course correction. See, there are certain assumptions for the business model. Okay, once you start implementing, there will be some sort of a realities being surfacing. How will we do the logical framework or how will it be done? Yeah, so of course, you need to remain agile and if you see that your assumptions are wrong or your value proposition is somewhat different tomorrow than you need to adapt it. And it's always an ongoing process and you need to innovate all the time yourself. And also important to mention is that this is a really business model. But of course, it's also important to note your environmental benefits and your environmental cost if you have them and also other externalities which are not included in here. No, that's okay. That's fair enough. But fair enough, I'm happy. Now, what I'm referring to you specifically, see we have something called indigenous knowledge, traditional community knowledge which is there for hundreds of years. For example, if you want to manage water resources, there are empty number of water user cultural lifestyles. You know what I was referring to you, that is very good when you look at the various benefits how to make revenue from an intervention. There could be already some practices. Say, for example, if a medicinal plant is a great asset, there could be empty number of entrepreneurship developed from that. So at some stage, I think we should have the indigenous knowledge validation is what I was referring to. Yes, exactly. Yes, of course. Yeah, always validate with indigenous people and make them an active participant in the whole process so that they also benefit from it. Thank you. Thank you. Thank you. But can that be in the value proposition place? The knowledge from indigenous knowledge, can you add that in the value proposition place? Yeah, it can have a place in there. But if you do that, it is going to help by default. For example, when we conceive a project, if the indigenous knowledge and the cultural dimension of that project proposal, if it is integrated in the initial stage itself, there could be a lot of synergistic effects. It came back very recently because the top-down approach may not help always. No, no, no. I really believe in bottom-up approaches and indigenous people are mostly part of the key partners or they can also be your customers, but yeah, it really depends on the project. True. So if there are there any other questions so far, because if not, then maybe it's good in terms of what is needed for the presentation in the coming days. Maybe it's good to mention that we don't we don't expect you to. Yeah. Yes, okay. Yeah, I can explain that, John Willem. But we first have a question from John. Hello? Yes, John. Yes. Okay, thank you for the very good presentation. For me, I was when you started the presentation, the two, because this presentation is more business-oriented, profit-oriented. But now for me as an organization, I am trying to see how I can relate and see now, for example, connection is not that stable. I can apply some of a non-business organization, I mean a non-profit organization. Yeah, so I think your question is what to do if there's no revenue stream, right, John? Come back. The question that you pose is I'm a non-profit, so I don't want or I'm not aiming to make any profits, right? So what to do with this business converse? Well, I think this business converse still applies very, very well to you. Only that the revenue streams are not there, but you can still fill in all the get-tries and you can use that for building your project and your organization. So in the coming days, you can of course work on this business converse model, but we don't expect you to really fill in everything in detail because I just wanted to show you this, that if you really really want to attract investments, then it's very useful to use this business converse. But for instance, tomorrow during the pitch session, we will just use three elements from this business converse model to make your pitch, which is your value proposition. So what's the solution that you're offering? What's the product or service? The second question is who are your customers? And the third question is how are you creating a revenue? So that's the only thing that we ask for the pitch and it's already very advanced if you can answer these questions. It doesn't need to be in detail. We are here to help you to identify opportunities. You can always send us an email or a chat with us. And Jules, can we go to the next slide please? Yeah, exactly. Jan Willem, are you able to take it over from here? Yeah, thanks Maxime. So in the following session, we will break out in two groups and in each group there will be about three to four participants and two from our organizations will be there as well to discuss together each of your potential projects, your potential ideas. So let's use the session to explore if your project is advanced in such a way that you have a clear answer to these three questions. And maybe you don't yet have all of it worked out in a very detailed manner but maybe together with the group this is a starting point to look at your project in terms of these three questions. What is your solution? What problem does it exactly solve? I'm quite sure that all of our projects will be able to answer that question. And then the two other questions who might be willing to pay for your product or for your service and how revenue is generated. That might be an additional question that so far you never dealt with yet but use this opportunity to discuss with each other whether these two questions can also be addressed or whether this is a direction in which you would like to go in the future. And then let's on the basis of that discussion then see if you are confident to to make a presentation in the coming days and of course the first opportunity to start working on that presentation will be the training tomorrow that will be led by. So we will now be divided in two breakout groups and two persons from our organizations will be in those breakout groups and they will facilitate the discussions. Does that raise any question or comment at this point? It's good enough. Excellent. Let's see where it leads us. I'm very curious to see and to learn. The rooms are open but a lot of people have left already I see. Shall we do a quick reporting on what we learned if some steps in understanding and ideas were made because our group has agreed for each of the three participants to say in a few sentences what they learned from discussing their fledgling ideas and in some cases some further advanced ideas with each other. Yeah great. I think that our group also had some ideas. There were three people with all great ideas. I don't know if they feel comfortable to give us more recap but I think the ideas are very great. Yeah also in our room. I was to share so we can see each other then. Oh yeah. So I would like to ask our group to Josephine would you like to start? Okay I can start. I'm very shy usually but it's okay. So it was really useful to actually open up the box and start to speak about the project and what I really liked it was to present it through the question of the problem, the solution and then also the question of who is willing to pay for it because that was actually a question that you don't ask yourself. So for my project that was really useful even if the question is not yet answered already having also the feedback on my idea from the other participants was really really useful. So I think that's it. Are you going to join the pitch training tomorrow? I'm still thinking about it. No problem. Now the pitch session for sure. The pitch session for sure. That's step three. Thanks. Dini? Yeah thank you. So I didn't have as much luck with the pitch development itself because I'm still working on it as I had in Fromworldia but like Josephine Vincent. It was a very good reflection on each of our topics and also like feedback from each of us not only from the co-host here but also from the participants themselves also. So a lot of learning in that sense. Thank you. Thanks. Are you going to join the pitch training tomorrow? I'm going to join it. Yes definitely pitch training but not sure about the pitch itself. It might evolve. Thanks. Thank you. Jagannatha? Okay Jan thank you. Morning guidelines were extremely useful. Keeping that as the frame we have tried to look at the problem. The problem is how to optimize the ongoing activities in the urban water sector and how to get the payment back if there's an investment made. The present understanding is going to pay back by itself but we need to have investment and finally the benefits towards climate adaptability and resilience would be integrating the ecological engineering practices at all levels. It could be domestic household level, industries, 100 industries are there which are not practicing the environmental sound technology, agriculture practices, the urban agriculture is so much sewage is used to grow vegetables things like that. Anyway it's going to pay us back because a lot of money is being invested for supplying water. 120 kilometers, every drop is pumped about one kilometer head. So this is going to be a very serious issue and it pays back and sustainable development goals which I did not mention that are going to be addressed. I think any business proponent would be happy to find it pays back if you go ecologically. EcoSense is cost free and it is a real cultural heritage of any sustainable society. This is how we look at the issue. Thank you very much. And the prospect for your presentation. Yeah, very much. We will look forward to the first draft. In fact now it's ready. PPTs are ready and hopefully by evening tonight it will be three. And you have to get my director present there's one also one request. Can I have your email ID if you don't mind? Yes, I'll put in the chat. So yeah, do send drafts, questions. We will all be happy to give input. You will be very happy because we will be joining you just before the presentation maybe tonight if it's comfortable for you can replace back by email. However, we are going in the right direction so that it could be more chipped email. All the emails can also be found on the last slide I believe of this presentation. So you can also note them down yourselves later. Thank you. Thanks a lot for this breakout group. I hand the mic to Jesper and Maxine then. Yeah, so basically we with Maria Tarira Stenly who had all great ideas for small farmers and early warning systems and knowledge products for to determine the linkages between extreme weather events and water quality. But I think they can present that themselves maybe very shortly. The solution who's willing to pay for it. Okay, if I can start. The problem we identified was that small order farmers especially in the marginalized areas both geographically and in terms of technology they were not able really to to sustain food security and livelihood sources. So we came in with interventions which we hoped would help to improve their ability to survive. So among those interventions was training them on financial literacy and farming as a business. And then we brought in various livestock improvement like improved local indigenous livestock to improve them. So I'll just dwell on the chickens because you love the chickens Maxine so I'll talk about the chickens. So we brought in improved indigenous chicken breeds as one of the interventions but we also then trained farmers in terms of group governance internal lending and savings and lending schemes and they were able to save money lent to each other and at the same time for the interventions which we're doing that we're supposed to pay a core funding of about 10% so that they take ownership and responsibility for whatever interventions which we're coming in through the donor. So looking at the chicken and the goats they were able to then instead of just selling the grown chickens to the local restaurants and among the communities they were now able to also purchase solar hatcheries and then they would hatch the eggs and then they were now selling the chicks, they owed chicks up to three weeks varying from two dollars a chick to five dollars they were then also and then they were also able to improve and diversify in terms of income generation so anyway we were able to improve the food security income generation and also nutrition at household level because we brought in also nutrition gardens and market gardening as well into this dry area with solar power derogation so all those became alternative sources of income but we're still trying to get more private sector players to support these initiatives so I think that's that's how I can just put it in a summary thank you. Thank you Maria thank you very much great story are you also joining the pitch development training tomorrow with Jesper? I hope I'll be able to join because I have a presentation I was trying to check and see what time my presentation is on so hopefully I'll be able to join yeah great great and then Stanley do you have some words? Yes just in a nutshell what is your solution actually I talked about this drought early warning system and saying we are a team of about four with an environment a phd or the environmental engineer land administrator who is mostly focusing on maize crop modeling in Kenya we have a water engineer and we have an R you know analyst that is a data scientist and myself I'm a social economist so we are developing this drought early warning system and one thing that came out so strongly in the discussion was the issue of now you know the business case for the whole thing and I had to say that it is still works in progress and there was actually one of the takeaway points was the very dicey matter of who is willing to pay and the specific revenue model that we can choose and I say that this whole point is something that is being informed by case studies we are contacting case studies in Kisumu we have one in Marisabit some in fact some guys are already in the field today they left the office today to go to Marisabit and we are just trying to find out the willingness to pay by the small-scale holders rather farmers we want to to research and find out their food beliefs what they believe about food security what they believe about the economics of climate change and whether they can be willing to take up some of these things and I say that for the small-scale farmers our revenue model will will specifically be subscription based but if we find that we are better off with the with the selling the whole product to local governments in Kenya we have county governments and maybe what what you know policy makers or at national level then our revenue model will just be maybe a one-off maybe payment to sell the system to the ministry or or maybe something that is just annual but it came out and what what what I learned and I can be able to share with my team when I meet them is the need to cautiously discuss the and think about the issue of revenue stream the revenue model the whole thing yeah very good I think it's very promising idea will you be participating tomorrow in a pitch session yeah actually I will be able to follow through the whole actual all sessions of dragons then I'll be able to follow through all them this week great standing standing wonderful last but not least Tarino are you there again do you want want to say some words about your your case your idea I think she's not there I think she's texting in the chat oh yes yeah indeed so maybe her microphone is not working yeah she she she's working on a on a on a service on a knowledge service to determine the the impacts of extreme weather on the water quality this can be the who's willing to pay for it as I understood it our government agencies want to do better adaptation planning and also water uses also for instance beer breweries or water companies like private sector actors who need clean water they are might also be willing to pay for the the knowledge and can also be skilled to skill up to other river basins I don't know exactly of which river basin this research is tailored to but it can be replicated and skilled up I think that that that was her case and I think it's very strong case and we invited her to of course to to join the pitch a development session tomorrow as well and also on first day to pitch her idea to the to the dragons tailored to Lake Chilva in Malawi well all right so a lot of promising ideas I'm getting very excited Jew where where are we with with the slides yes I think we all had great ideas we we've just done that oh sorry I was muted the whole time I was actually speaking I see now here the next slide is about the dragon so we could do a small recap about the dragons and the criteria and that will be about it I think hey great it's actually a good thing to do maybe because there might be people on this call now that weren't there in the morning and we'll just go through them quickly anyway we have four pretty amazing dragons with lots of experience starting on the left this time we have a Kodja Nan he does more than what stated on this slide into philanthropy investments has been involved in community projects and so on he'll be able to ask really intelligent question and he also has a vast network and an actual interest in finding things to to to engage with Doris right next to him is a winner from two years ago she lives and works in Nairobi with a waste collection scheme drawing on community engagement there in a in a in what she wants to become a sustainable model and I sort of been there but during COVID it's been tough as for everyone next to her we have edit kiss who is a director of development and portfolio management at a fund called Altelia fund again lots of experience have seen a lot of different initiatives will ask very potent and intelligent questions and last we have Adam Bornstein who leads the work on innovative finance and systems change at the Danish Red Cross an absolute pioneer when it comes to new models and then ways to think has been instrumental in setting several projects up himself they're great people I think what's two things that are worth mentioning is when you pitch it's as much a learning opportunity for you as it is an opportunity for you to present what you're talking about so it's an opportunity to listen to other people's opinions and views and suggestions and ideas now your project is your project so you don't have to take it on board but it's usually very useful especially from from such experience and high caliber individuals as as this the other thing that's worth highlighting is I think all the projects I've heard are good and you definitely stand a chance delivering a really solid pitch and we'll go through the based on a lot of pitching in my own life and having been part of processes like this before I'm sure you can deliver excellent pitches and it's a great learning opportunity from these guys as well as just pitching and thinking through what your business model should look like and you don't have to agree with everything we say you might have other ideas and you know you can pitch them too briefly on the criteria we are with cba now it's climate impact we need to see that the solution has a positive a significant contribution to climate adaptation objectives so that's important but all the ones I heard have sustainable development again I heard it in all the ones that I listen in on now it should have a direct and positive impact on the stgs business case this is a slightly more tricky one we want it to be a sustainable model so it needs some kind of viability but you can think outside the box a little bit it doesn't have to be a traditional business it can be something else it can be providing a service to other service providers something we discussed in our breakout group scalability is this something that can grow can it grow in place or can it be replicated into other places something where you can find a blueprint for what it is that you're doing and spread that to other places scalability and business case quite closely aligned if you want to scale something you'll need more funding for it getting more funding for something is easier if you've done it once and if you can prove that this is a model that carries itself we don't expect you to know all the answers here but we want you to explore in your pitches these aspects and present those and then it's up to the dragons as well as you and us if we can give feedback to you to try to fine tune that and ensure that those things marry there is no such thing as a finished idea you have ideas that that you can work on and and and develop always some of them are more mature than others and all business ideas all project ideas all initiatives like this are on a journey and they keep evolving and doing this helps you evolve a little bit faster I hope and finally team and to me when I sit on on investment boards and so on I look at the idea I look at the opportunity in the market and the context and that's important but the most important thing is the team the team has to be full of passion has to be dedicated have to have the right set of experiences in the team do I feel that they can execute this are they professional are they showing up on you know looking good being ready to pitch those things are important um yeah that's briefly on the on the criteria maxi maybe I hand back to you or do you want me to talk through this yeah sure if you feel comfortable yeah sure um we've gone through the introduction and right this session we talked about making your own business plan and we could hear some really good ideas and examples tomorrow we won't have the pitching session tomorrow we might practice a bit but tomorrow is it's about developing your pitch so a lot of stuff that will happen tonight and tomorrow during the session and so on should should go into a pitch and we'll provide you with a suggested structure and even a suggested slide deck if you want um or you can use your own we would strongly recommend that you cover a couple of the topics we highlight here as well as tomorrow in your in your pitch and we will talk also about other things to consider when you do a pitch small tricks of the trade that actually guarantees you a higher success rate that boosts your confidence and makes you aware of what it is that you should focus on when you when you are making the pitch as well as boosting your confidence because no one knows your project better than you and if you can convey a lot of passion and a good understanding of what it is that you're trying to do you stand a really good chance of moving forward as I said all pitches are it's part of your evolution your evolution and the evolution of your idea um so we will then on Thursday be meeting the dragons and that's a that's an important part of this journey you need to sort of you need to arrive at that crunch time when you are pitching to someone who is paying attention um who is actually interested in what you're doing otherwise they wouldn't be here um but that can listen to you and give you a bit of feedback what also happens when you're pitching is that your own ideas evolve and you find a better and smarter ways to explain what it is that you're doing all the presentations I've heard so far informal as they were they were good I understood what you want to do and you can take that a notch higher um there will be a selection process of a winner and then on Friday we will announce that winner in the big plenary with everyone present if you have any questions between now and tomorrow or after that send us an email we we're happy to review your pitches once you've done them we won't do the pitches for you but we will give feedback it's your pitch your idea your initiative and we're here to help you convey that in a clearer way normally what happens is that we ask questions so what do you mean by that or is there another way you can explain this or what's the number here asking for justifications and and a little bit of evidence you don't need a lot of evidence to support your idea at this early stage but you need some you need to show that you make sense and it's it's it sort of fits and then it might be that you've left something out just because you're doing it and you're so deeply embedded into this project and we can give a bit of guidance on maybe you need to expand a little bit on your experience or or something like that so thank you I think that's it um yep I'm getting nodding here from the right column yes I think we we can wrap up the session it's also nearly three so then we get kicked out automatically um thank you all for being here that's that's what I want to say and I look forward to to hearing your pitches great I want to thank you it was a very good whole morning and evening thank you thank you thank you so we'll see you tomorrow morning then I hope tomorrow morning European time yeah okay thank you thank you very much uh even for the top and how to position these as business pitches it it's very helpful thank you and also the advice on thinking outside the books I mean that is very critical especially now so thank you very much hopefully we'll see each other tomorrow morning thank you thank you