 I'm from the International Institute for Environment and Development and a lot of the findings I'll be presenting have been relating to my work with the forest and farm facility that supports smallholder forest and farm producer organizations and their business models. So I'll be looking at innovations from those and I'll be making the argument that organization around the twin concepts of prosperity and resilience is key to inclusive business models. Can I have the next slide. So my presentation will be in three parts. I'll be presenting some concepts of prosperity resilience organization. I'll give just one case study and then a summary of some research on a survey of forest and farm producer organizations, and then I'll try and finish with some conclusions about future FTA research. Thanks very much. So in terms of concepts. I really want to turn to three concepts that I think anyone working on inclusive business models and value chains should should be organizing around. And if we can have the next slide. The first of these concepts is that of prosperity. What are inclusive business models actually aiming towards. I think the concept of prosperity is understood to be a negotiated vision of that which people value and have reason to value in line with the common good. And what they value can be based on things that they're familiar with. So particular environmental contexts or cultural heritage is particular standards of material wealth, or it can be based on common interests. Sharing interests with with people with whom one has a relationship or common interests like health or security. And finally values can be based on passions, trying to fulfill your personal potential and marriage cognitive identity and purpose. And individuals pursue values but so do businesses and nation states and they're often set up as individuals to do that. And one of the things about prosperity is that if one pursues values for self interest, you don't get prosperity, you have to pursue values for the common good. And I'd like to put forward the idea that inclusive business models have a lot to offer in in the generation of prosperity in the pursuit of the common good. So if I can have the next slide. The next concept I'd like to introduce is is one of resilience. And this is really what do inclusive business models face in terms of challenges. Now resilience as a concept can be thought of as having two main components. On the one hand, there's the preparedness, the risk assessment side of resilience. And then, on the other hand, there's the responsive side of resilience. In dealing with resilience, I think it's important to understand that resilience has multiple levels so resilience can be thought of at the level of the individual resisting change. It can be thought of at the level of the group sort of recovering from change and it can be thought of at the level of the system reorganizing the system to cope better with change in the future and of course these changes come in many shapes and forms of economic changes, natural disasters associated with climate change or or even health concerns such as COVID and organizing around resilience is something again that inclusive business models because they are groups can help their individuals to resist change they can help to recover and they can help to influence the policies that shape systems. So if I can have the next slide. In a recent body of work that we've been doing for WWF, we've been looking at options to better recognize and spread sustainable forest management by indigenous peoples and local communities. And as we looked at the various options that were being tried quite successfully in very different contexts around the world, a common denominator for those sorts of changes were found to be accountable at local level organizations of different sorts. So once you have accountable local organizations with finance structures embedded within them. It becomes possible to develop concentric rings of opportunity. It becomes possible to to, you know, to map rights for these groups it becomes possible to help the groups, assess their own forest integrity, it becomes possible to reward them for sustainability through remote sensing and so on. And indeed beyond that it becomes possible to develop a number of supply chain options that that help to improve their well being oritions and I think some of the speakers who will come after me will illustrate this in a nice way. If I can have the next slide. So I've tried to tie together the idea that for inclusive business we need to have this focus on accountable organizations that are that are both pursuing prosperity and becoming more resilient. I'll give you one case study of how that works and then look at some of the concerns from knowledge demand surveys. Okay. So this case study is from the work of the Forest Farm Facility. It's one of 10 climate resilience case studies to be published later this year. At the local level, you can see that producers in this case of cocoa are organizing around the production of cocoa and actually they have a climate resilience plan that is focusing on diversifying their agroforestry systems to ensure that they have resilience in the face of climate change. They're also doing a lot of work to market indigenous wild cocoa. So this local one of the local groups are Cassie is has been developing an indigenous wild cocoa marketing strategy and you can see that the price they're getting a $5,000 per metric ton is substantially above the New York market price. But they're not alone. They are organized five of these different associations are organized in Cochabamba under Fed Prasau Cochabamba, which is a regional association and this regional association both adds value to the products of its members and helps in providing services to its members. So it's been doing things like running tasting competitions for their chocolate and cocoa products, making sure members get to international expos in places like Columbia and so on. And through that work they've added considerable considerably to the to the sales and marketing of their association members. But the Fed Prasau Cochabamba is itself one of five regional level associations that form a national fed federation called Co Prasau Bolivia, and, and they focus primarily on shaping policies predicting hazards for their members lobbying. And they've very successfully lobbied to secure a national cocoa program that's now worth us 21.7 million over five years that's just started. So a very small amount of money from the forest and farm facility has helped to mobilize some considerable I mean and we're talking small in terms of tens of thousands of dollars has mobile mobilized considerable inclusive value chain and business development because of this core organization around resilience at the local level and around prosperity at the bigger level. So if we can move now to the next slide. So, if we're looking at these organizations that are doing inclusive organizations that are doing business. What is it that they are set up to pursue. We started doing knowledge demand surveys and we've covered 41 different forest and farm producer organizations in the six countries listed. What you'll see is that the organizational purpose when you ask them what values does your organization pursue are are covering many of the areas of prosperity that I outlined in that first slide so they're looking to sustain their environment of course to generate economic wealth and and livelihood, but to build social equity and cohesion to fight for their rights politically to develop their young people's education and capacity to to make sure there's gender equality and so on. So, these inclusive organizations do more than just pursue profit profit they they they're very innovative in terms of pursuing broader prosperity. Next slide please. And so when you ask them what knowledge needs do you have to do to perform your role better. You can see that we asked them in each of the categories of prosperity that I outlined in the initial side and, and what you get as a result is some very practical areas of knowledge that they need assistance with in in the area of environmental and cultural stewardship the first area. You can see that they wanted information and options for climate resilience and how to implement climate smart agroforestry those were the top two. So they're encountering real challenges to their resilience in the field, and they're asking for support from organizations to give them knowledge to deal with these sorts of challenge. In each of the areas of prosperity you'll find the same thing. So the co production of knowledge we need is is is is going to need to be tailored if we want to help build these inclusive business models. Can I have the next. So that brings me finally to the conclusions. And I will, because this is quite a science based academic audience I will I'll try and tailor my conclusions to that particular audience so if I can have my final slide. The main take home message I would like to make is that I see the collective agency of small holders working in inclusive business models as the main change agents in forest landscape solutions and and the cooperative small holder business model might not necessarily make for a better income or or or so on, but it does open up the possibility of democratically accountable pursuit of some values that that local people believe to be a source of prosperity. And that tiered levels of organization, supporting them are the way to go. So, the way forward really is from a science perspective is stronger collaborations that sort of reject the pursuit of extractive pursuit of in favor of co producing knowledge about how best to strengthen their organizations, how best to secure resource rights, how best to diversify in resilient agroforestry ecosystems, and how best to incubate business models that incentivize all of the above.