Hello again. Welcome to this week on Commonland Projects, where will discuss the processes, the team roles, and the skills involved. In order to scale up landscape restoration, we need to involve the private sector. We do that by setting up new businesses and involving investors and existing businesses in landscape restoration partnerships. In that way, we can spark landscape restoration that is driven by new business models, sustainable business models that generate multiple values for multiple stakeholders. To be able to do this, we need to inspire business professionals and involve them in landscape restoration partnerships with stakeholders from diverse sectors. In other words, we design and facilitate a multi-stakeholder partnership and spark transformational leadership as part of the landscape approach. Our goal is integrated landscape management, and landscape restoration. The skills and competencies involved to reach a goal relate to sustainability in a broad sense. Think knowledge and know how regarding ecosystem management, ecological restoration and nature based solutions. Think business and management skills. But think about social processes and competencies as well since co-creation and partnerships are key in this respect. And do not forget to think about your mental or spiritual attitude that directly translates into how you view and exercise leadership. It is really about defining purpose on a personal level and as an organization. In this week, we will focus on the roles you can play in this field and the skills that are needed to do so. You will listen to some interviews with people involved in the Commonland Projects in the Netherlands, Spain, South Africa, and Australia. How do they approach projects, and what kind of activities and skills are involved? After this series of videos, you will be able to explain what roles professionals can play and to discuss the different skills involved in landscape restoration projects. In this video, I will start with the general process overview of a four returns project that will help you to recognize the main aspects of a successful project. In this way, you can eventually apply these in your context. As explained earlier, we define return on investment by integrating the returns of inspirational and social, natural, and financial capital by working in three landscape zones during a specific time period. This is what we call the 4 returns, 3 zones, and 20 years approach. The common denominators for our four return projects are large scale, long term, stakeholder based, business driven, and potential for delivering impact on all 4 returns. If we develop a new 4 returns project, we basically follow five phases in the process. Scout and initiate, co-design and co-develop, implement, adapt and sustain, and scale and replicate. Let's look at a first phase on scouting and initiating. This phase starts with a situation analysis that forms the basis for key strategic interventions. You first need to understand the situation, the context, the landscape and the needs and interests of the stakeholders involved before you can generate new visions for future or design useful intervention strategies. The situation analysis includes an inventory of current drivers of degradation in the area. And of restoration opportunities that involve business approaches to create, deliver, and capture the four returns. Basically, there needs to be a serious degradation problem, with the potential for successful restoration, with involvement of business and other stakeholders. So a stakeholder analysis is part of the initial situation analysis as well. To give you more insight in scouting and initiating phase for restoration project, we ask Thekla Teunis, director of the South African based four returns company called Grounded to provide some more information about this phase in the South African process. The situation and stakeholder analysis results in an inventory of all relevant stakeholders and potential key partners like investors. The next step is to involve the stakeholders in the process of developing a new four returns project. And if appropriate, invite them to take part in the landscape restoration partnership later on. So a lot of networking takes place in this phase. Here you can see the kind of stakeholders involved in landscape restoration. For example, they can be landowners and farmers, governments, businesses and investors, NGOs, and experts from universities and business schools. We have asked Danielle de Nie, project and business developer in the Dutch project to share her insights on stakeholder management. As you can conclude from this interview, stakeholder management plays a very important role in the whole process. And especially in the first phase of scouting and initiating, and in the second phase of co-designing and co-developing which is the next phase. This phase serves to formulate a common intent and a joint vision for the future by mobilizing and engaging front runners and visionaries. The phase of co-designing and co-developing is all about co-creation by observing, reflecting, and adaptive planning together. In this phase, it is necessary to build a strong local team that is committed to collaborate and to realize concrete activities on the ground. This team carries out more detailed landscape analysis and may examine different future scenarios to assess the impacts of interventions and strategies for change on the landscape. Based on this assessment, the local team can design a common theory of change that describes which innovations and interventions best apply in the area to bring about transformative change. As a result, an integrated intervention plan for landscape can be developed with shared long term goals for both landscape restoration and business activities. In our next video, we will take a closer look at the next phases of four returns restoration project, implementation and adaptation. Stay tuned.