The African Regional Weather Enterprise— Current Private Sector Landscape | A The African Regional Weather Enterprise Current Private Sector Landscape The African Regional Weather Enterprise Current Private Sector Landscape © 2023 International Bank for Reconstruction and Development/The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org This report is prepared by VARYSIAN Ltd. and published by the World Bank. The text in this publication may be reproduced in whole or in part and in any form for educational or nonprofit uses, without special permission, provided acknowledgement of the source is made. The World Bank would appreciate receiving a copy of any publication that uses this report as a source. Copies may be sent to the Secretariat at the above address. No use of this publication may be made for resale or other commercial purpose without prior written consent of the World Bank. 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Rights and Permissions The material in this work is subject to copyright. Because the World Bank encourages dissemination of its knowledge, this work may be reproduced, in whole or in part, for noncommercial purposes as long as full attribution to this work is given. Citation Please cite the report as follows: World Bank, 2023. The African Regional Weather Enterprise. Current Private Sector Landscape. Washington, DC: World Bank. Cover photo: @JuliaSeal iStock.com Editor: Kristin Simonetti Hanson Design: Miki Fernández/ULTRA Designs, Inc. The African Regional Weather Enterprise— Current Private Sector Landscape | 1 ABSTRACT T his study focuses on the role of the private The study analyzes how private sector actors sector in the development and delivery of operate within the framework of national, regional, hydrological and meteorological (hydromet) and international hydromet projects. It makes an and early warning services (EWS) in Sub-Saharan inventory of ongoing initiatives that focus on the Africa within the current landscape of the Africa current status of public-private engagements (PPE) Regional Weather Enterprise (ARWE). and partnerships for development of the ARWE. The study begins with a global industry overview This report concludes by drawing on lessons from of 87 participating companies who either work in the positive dynamics and gaps in partnerships and or have interest in the region’s hydromet market. engagements between public and private actors. It It highlights the types of activities, end-user supplies 16 recommendations to further improve the categories, research and development, and focuses ARWE by emphasizing PPE, successfully completing on innovation and capacity building initiatives that African hydromet programs, and satisfying end- underpin the key components of the following pages. user needs. The recommendations are focused on protecting lives and property while supporting national economies for the prosperity of all. 2 | The African Regional Weather Enterprise— Current Private Sector Landscape ACKNOWLEDGEMENTS T he authors would like to thank the World Angola, Cameroon, Côte d’Ivoire, Djibouti, Bank technical team, Makoto Suwa, Cécile Eswatini, Ethiopia, Gabon, Guinea, Guinea-Bissau, Arnaud Lorillou and Nathalie Wandel, for Lesotho, Madagascar, Malawi, Mali, Mauritius, their comments and guidance throughout the Mozambique, Namibia, Democratic Republic of assignment. Special appreciation goes to Vladimir Congo, Republic of Congo, Sao Tome and Principe, Tsirkunov, Anna-Maria Bogdanova, Daniel Kull Senegal, Seychelles, South Sudan, Sudan, Chad, and Stefan von Grünigen for their comments. Gambia, Togo, Uganda, and Zambia who dedicated their time to our survey. A diverse group of experts have been consulted in the development of the report and we would We would like to especially convey our appreciation like to recognize and appreciate their availability to Michel Lavollay (Public Private Partnership and time, especially Acumen (formerly Acumen Europe), Jim Anderson (Chair, Association of Hydro- Fund), the French Development Agency (AFD), Meteorological Equipment Industry—HMEI), the Stockholm Environment Institute (SEI), the Daouda Konate (President, World Meteorological Swedish International Development Cooperation Organization/Regional Association I), Amos Agency (SIDA), the World Wide Fund for Nature Makarau (Director, Regional Office for Africa of (WWF), the United States Agency for International World Meteorological Organization (WMO)), and Development (USAID), the Food and Agriculture the 87 Managers, Managing Directors and CEOs of Organization of the United Nations (UN FAO), the private sector companies active in the hydromet Entrepreneurial Development Bank (Dutch FMO), sector for their technical advisory contributions to the Japan International Cooperation Agency (JICA), the study. and many others. The authors of the report, Mathilde Nguyen Panigel Special acknowledgment and appreciation go to and Tom Copping, also want to give special thanks the Directors of the National Meteorological and for the contribution and research support provided Hydrological Services of the following countries: by Greg Millsapps and Andrew Cheung. The African Regional Weather Enterprise— Current Private Sector Landscape | 3 TABLE OF CONTENTS ABSTRACT.........................................................................................................................................1 ACKNOWLEDGEMENTS...................................................................................................................... 2 LIST OF ACRONYMS.......................................................................................................................... 5 EXECUTIVE SUMMARY...................................................................................................................... 8 1. BACKGROUND........................................................................................................................... 14 1.1. Context.............................................................................................................................. 14 1.2. Rationale of the Study......................................................................................................... 15 2. METHODOLOGY........................................................................................................................ 17 2.1. Framing of the Study, Interviews, and Collection of Data........................................................ 17 2.2. Results Achieved................................................................................................................. 17 3. ARWE: THE PRIVATE SECTOR.................................................................................................... 19 3.1. Mapping of Private Sector Actors......................................................................................... 19 3.1.1. General Data........................................................................................................... 19 3.1.2. Main Systems, Products and Services Delivered by Private Actors................................22 3.2. Private Actors Facing the Hydromet Market in Africa..................................................... 23 3.2.1. The Dynamics of the ARWE Market...........................................................................25 3.2.2. Hydromet Projects Funding......................................................................................27 3.2.3. Technological Outlook for the Hydromet Market........................................................28 4. ARWE: SUCCESSES AND LIMITATIONS OF PARTNERSHIPS.......................................................... 31 4.1. Case Studies of Private Sector Involvement in Hydromet Projects............................................ 31 4.2. Improving the Hydromet Value Chain Through Partnerships...................................................35 4.2.1. The obstacles faced by the Private Sector in the ARWE................................................36 4.2.2. Hydromet Value Chain and PPE: Unfamiliar Notions for the Private Sector...................38 4.2.3. Improving PPE....................................................................................................... 40 4.2.4. PPE Typologies: The Toolkit..................................................................................... 41 4.2.5. Climate Services and Data Policies............................................................................42 4 | The African Regional Weather Enterprise— Current Private Sector Landscape 5. LESSONS LEARNED AND RECOMMENDATIONS...........................................................................45 5.1. Improve the ARWE Landscape for Hydromet and EWS in Africa..............................................45 5.2. Promote and Develop Partnerships and PPEs in the Hydromet and EWS Sector........................47 5.3. Foster the Development of the Private Sector and Local Enterprises....................................... 48 RECOMMENDATIONS.......................................................................................................................50 FEASIBILITY TIMELINE FOR THE RECOMMENDATIONS......................................................................53 CONCLUSION .................................................................................................................................54 The African Regional Weather Enterprise— Current Private Sector Landscape | 5 LIST OF ACRONYMS ACP-EU African, Caribbean & Pacific Group of States/European Union Development Corporation ADRiFi Africa Disaster Risk Financing Programme AEC African Economic Community AFC Africa Finance Corporation AFD Agence Française de Développement/French Development Agency AfDB African Development Bank AGRHYMET Agriculture and Food Crisis Prevention & Management AMCOMET African Ministerial Conference on Meteorology (WMO) AMDAR Aircraft Meteorological Data Relay ARWE African Regional Weather Enterprise ASECNA Agency for Aerial Navigation Safety in Africa and Madagascar AU African Union BOAD West African Development Bank BURF Binary Universal Form for the Representation (of meteorological data) CCAP Climate Change Action Plan CEN–SAD Community of Sahel–Saharan States CI Conservation International CILSS Comité Permanent Inter-Etats de Lutte Contre la Sécheresse Dans le Sahel CIRDA Climate Information for Resilient Development in Africa CIS Climate Information Services CREWS Climate Risk and Early Warning Systems CSR Corporate Social Responsibility DAC Development Assistance Committee DBSA Development Bank of Southern Africa DECS Data-Enabled Climate Solutions DFID Department for International Development (UK) EAC East African Community ECCAS Economic Community of Central African States ECOWAS Economic Community of West African States EDACaP Ethiopian Digital AgroClimate Advisory Platform EIB European Investment Bank 6 | The African Regional Weather Enterprise— Current Private Sector Landscape EUMETSAT European Meteorological Satellite Agency EWS Early Warning System FMO Entrepreneurial Development Bank of the Netherlands GBON Global Basic Observing Network GCF Green Climate Fund GDP Gross Domestic Product GEF Global Environment Facility GFCS Global Framework for Climate Services GFDRR Global Facility for Disaster Reduction and Recovery (World Bank) GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit GMA Ghana Meteorological Authority GWE Global Weather Enterprise GWEF Global Weather Enterprise Forum HMEI The Association of Hydro-Meteorological Equipment Industry IBRD International Bank for Reconstruction and Development ICPAC IGAD Climate Prediction and Applications Centre ICT Information Communication Technologies IFAD International Fund Agricultural Development IFC International Finance Corporation IGAD Intergovernmental Authority on Development INGO International Non-Governmental Organization IO International Organization IUCN International Union for Conservation of Nature JICA Japan International Cooperation Agency LDC Least Developed Countries KAM Kenya Association of Manufacturers KEPSA Kenyan Private Sector Alliance KNCCI Kenya National Chamber of Commerce and Industry KPI Key Performance Indicator MoE Ministry of Environment (Rwanda) NCCAP National Climate Change Action Plan (Kenya) NDF Nordic Development Fund NEMA National Environment Management Authority (Kenya) NEPAD New Partnership for Africa’s Development NGO Non-Governmental Organization The African Regional Weather Enterprise— Current Private Sector Landscape | 7 NMHS National Meteorological and Hydrological Services OCP Open Consultative Platform OECD Organisation for Economic Cooperation and Development OEM Original Equipment Manufacturer OSCAR Observing Systems Capability Analysis and Review PAFO Pan African Farmers’ Organisation PPE Public-Private Engagement PPP Public-Private Partnership REC Regional Economic Communities SADC Southern African Development Community SAWS South African Weather Service SDG Sustainable Development Goal SEI Stockholm Environment Institute SIDA Swedish International Development Cooperation Agency SIDS Small Island Developing States SOFF Systematic Observing Financing Facility SSA Sub-Saharan Africa TAHMO Trans-African Hydro-Meteorological Observatory TOR Terms of Reference TWG Thematic Working Group UNDP United Nations Development Programme UNECA United Nations Economic Commission for Africa UNEP United Nations Environment Programme UNFAO Food and Agriculture Organization of the United Nations UNFCCC United Nations Framework Convention on Climate Change USAID United States Agency for International Development WB World Bank WBCSD World Business Council for Sustainable Development WCIS Weather and Climate Information Services WFP World Food Programme WMO World Meteorological Organization WWF World Wide Fund for Nature 8 | The African Regional Weather Enterprise— Current Private Sector Landscape EXECUTIVE SUMMARY T his study focuses on the role and capacity of the with national or regional private companies in private sector in the development and delivery Sub-Saharan Africa being almost exclusively of hydromet projects and EWS in Sub-Saharan linked to foreign organizations and multinational Africa (see Chapter 1) to gain insight into the current companies in the industry (generally as landscape of the ARWE. subsidiaries, representatives, and/or civil works and installation entities). Preparation of the report required major data research work (see Chapter 2). In addition to the ❱ Hydromet projects are often (but not exclusively) collection of publicly available data, targeted part of larger development projects and programs questionnaires were completed by e-mail and (for example, agricultural development) in which telephone conversations. private sector companies supplying goods and services for the hydromet component of a project n The report begins with an overview of the can also have a broader scope of involvement in participating companies and activities, mapping that project. key private sector actors working in the region or those who have interest in the Sub-Saharan African ❱ Private sector actors use many types of market (see Chapter 3). business models. Large companies often have institutional actors or organizations as clients. Our selection criteria (sectors of activity, projects The Sub-Saharan Africa hydromet market is carried out, and sustainability of presence) predominantly a business-to-government (B2G) identified 87 companies, of which 54 have, or market, with a slow but growing expansion as previously have had, significant activities in Sub- a business-to-business (B2B) market. However, Saharan Africa. the business-to-consumer (B2C) market is very small except for limited localized resale of public ❱ Companies vary in size: from single-person data by companies to specific communities. entities to large multinationals. ❱ Most of the hydromet data provision and ❱ They are unevenly distributed geographically, information to communities is provided by with complexities across multiple criteria companies via public institutions, where, such as GDP and development index, level of currently, the end-user is not the customer of understanding of international aid, type of companies working on projects in the region. climate, and distribution of management of resources. Two-thirds of companies work in the n The study then analyzes the functioning of energy and agriculture sectors. international (mainly multinational) private sector actors in Africa within the framework of national ❱ Less than 4% of companies have their and regional hydromet projects. It also takes headquarters (and solely operate) in the region, inventory of ongoing initiatives that focus on the The African Regional Weather Enterprise— Current Private Sector Landscape | 9 status of public-private engagement (PPE) and Furthermore, the importance of end-consumer public-private partnerships (PPP) in the ARWE (see satisfaction must be gauged and accounted for Chapter 4). This analysis showed many important by all actors to strengthen the “hydrometry value results: chain” and produce the capacity building results required for each project. ❱ The vast majority of companies and organizations participate in projects based on economic market n Finally, the report draws lessons from the positive mechanisms to provide services and/or elements dynamics and highlights the gaps within these of infrastructure or equipment, the provision partnerships and engagements. It offers several of which is traditionally the responsibility of proposals and recommendations (see Chapter 5) the private sector. However, it should be noted grouped into three categories: that sometimes outside of market mechanisms, private companies do contractually perform I. Create an enabling environment tasks that normally fall to public administrations for PPE for improved service or agencies when they encounter too great provision for hydromet and EWS difficulties in carrying them out. in Sub-Saharan Africa ❱ Institutional contracting actors are predominantly The institutional and legal environment should National Meteorological and Hydrological be reviewed through the gradual establishment, Services (NMHS), international organizations, at the continental level, of a body of model laws, development banks, and foreign development regulations, norms, and core standards based on agencies (as well as international to national existing best practices (see R1). Once these rules “private-to-private” sector subcontracting). are gradually established, they should be adapted to the specific legal environment of each country. ❱ Most projects encounter difficulties in the field at different stages (often due to miscommunication Concurrently, and to allow all the actors involved between public and private actors) leading in the hydromet sector to work in the most to projects only partially meeting assigned efficient way, there should be a method to increase objectives. and incentivize access to corpus of regulations, databases, sharing of experiences, and best practices ❱ PPPs are now familiar to both public and on dedicated networking platforms in cooperation private actors within the hydrometeorological with local/regional business associations and field, but PPEs are still somewhat unknown international organizations (see R2). and sometimes understood as forms of PPP. Important conceptualization and dissemination The vehicle for sharing the information can of information remains to be done on issues include professional web apps and communication of adherence to values, sustainability of campaigns. In the same effort to reach greater actions undertaken, the various forms of “co- efficiency and lower the barrier to market entry responsibility” for the realization and completion for interested companies, a booklet should be of projects and the need for all stakeholders to published: “Guidelines for companies wishing to work work towards a common end-user goal objective. in the hydromet sector in Africa” (see R3), detailing 10 | The African Regional Weather Enterprise— Current Private Sector Landscape the realistic needs of a project’s management tools and skills to integrate into projects, but not (normative and operational) in Sub-Saharan current knowledge. Additional and more targeted Africa. advocacy is required to bring about meaningful change in the comprehension of what PPE is (see R6). This To give consistency to projects implemented in could include setting up advocacy, information, and each country and improve market predictability knowledge-sharing actions such as symposiums, for companies, it is advisable to establish and seminars, conferences, and hydromet events to implement in each country a “National Hydromet improve perception, trust, and an understanding of Development Plan” (see R4) where not already the necessity of PPE in the ARWE. formulated with an emphasis on: A document reflecting agreed-upon definitions ❱ private sector involvement and the various and a shared common lexicon of PPE should be partnerships (including PPP and PPE) with established and distributed, serving as a central other stakeholders to improve and secure the point of reference for all actors in the sector. development of the whole hydromet value chain. Based on this shared acceptance, a progression of this approach could be a “Charter of public-private ❱ the consistency of national projects with more engagements in the hydromet sector in Africa” (see global objectives of international interest relating R6) empowering key stakeholders to partner and to the collection and dissemination of data1. work in growing cohesion. Once this charter has empirically proven its merits, comparable charters All progress and achievements should be regularly could be replicated in other continents around the examined within the framework of a “Strategic world. Review—Progress and Challenges” (see R4) to assess how the hydromet private sector develops in Sub- Although the scope and duration needed to create Saharan Africa. It could be carried out and presented an operational PPE repository is large and complex, at regular biennial meetings, such as World hydromet projects should become commonplace within Meteorological Organization (WMO) Congress the framework of this shared vision of PPE, favoring or hydromet events organized by international stakeholders’ co-responsibility (see R6). organizations (IOs). n PPEs advocate a very effective approach to II. Promote partnerships and PPEs work between public and private actors within in hydromet and EWS in Sub- the framework of a particular project. Private Saharan Africa actors predominantly work under contract for administrations or public agencies after winning a n Because the latest concept papers on PPE have not call for tenders. However, companies increasingly been widely disseminated, the majority of private work directly for other companies or non-state and national public actors in the ARWE have the actors like non-governmental organizations 1 Cf. The advantage for developing countries of aligning (NGOs). This may be the case, for example, with their hydromet projects with the Global Basic Observ- contractors participating in the data collection ing Network initiative and eventually benefiting from the Systematic Observations Financing Facility. https:// value chain. Companies or associations can also library.wmo.int/doc_num.php?explnum_id=10378 be the last link in the data distribution value The African Regional Weather Enterprise— Current Private Sector Landscape | 11 chain by providing services to end users, such as ❱ Assist a country’s businesses in finding, orchestrating, farmers, in the form of data or appropriate advice and completing local and regional market on its use. These B2B and B2C developments must opportunities (see R10). Hence the importance be considered and promoted in PPEs, especially for public authorities to communicate well on within the framework of the “National Hydromet projects in advance of their launch, especially Development Plan” (cf. R4) when it exists and/ when they are planned and coordinated within or at the level of each project. There is a need the framework of the National Hydromet for institutional managers (in charge of public Development Plan (see R4). procurement within ministries, public agencies and NMHS) to promote direct B2B and B2C (and their ❱ Favor the participation of PPE-focused businesses other potential configurations such as B2B2C, B2G2C, that can achieve shared objectives of end-user and G2B2C) approaches when they appear to be the satisfaction (see R8) to intensify the full support most efficient (see R7) to assess needs, determine of end-users and allow the population to take the responses required, and be part of the solution co-ownership of projects. for the delivery of goods and services ❱ Promote the emergence of or reinforce existing hydromet technology centers and business networks III. Foster the development of the private sector and local clustered around local universities or technological enterprises hubs (see R9). Although progress has been made in recent years, ❱ Empower local actors through private-private African companies in the hydromet sector are still engagement to ensure the long-term functioning few compared to international companies. The of technical installations and equipment (see R10). development of local private sector companies When equipment malfunctions over time (often is paramount for dynamic, sustainable, and due to forces outside of a manufacturer’s control), competitive service provision at regional or country it loses value to its users. levels. Several measures can be implemented simultaneously: ❱ Once the legal environment has been clarified (see R1), elaborate and implement economic, social, banking, and fiscal incentives (see R10). 12 | The African Regional Weather Enterprise— Current Private Sector Landscape RECOMMENDATIONS I. Create an enabling environment II. Promote partnerships and PPEs for PPEs to improve service in hydromet and EWS in Sub- provision of hydromet and EWS Saharan Africa in Africa R5. Create more advocacy, information, and R1. Develop and circulate at the continental level knowledge-sharing actions to facilitate a better good practices of laws, regulations, norms, understanding of PPE, improve trust, and and core standards. propagate the need for PPE to be adopted throughout the hydromet sector in Africa. R2. At the country level, support the development This can be done through symposiums, of policy and legal framework that is conducive seminars, conferences and hydromet private PPE using professional web dedicated and sector regional events, and/or developing networking platforms and communication platforms for continuous dialogue between campaigns, among others. public and private sectors. R3. Publish a booklet, “Guidelines for companies R6. Establish and communicate agreed-upon wanting to work in the hydromet sector in definitions and a shared common lexicon of Africa,” detailing the realistic needs of PPE. Then, based on multi-stakeholder hydromet projects’ management (normative acceptance, publish a “Charter of public-private and operational) in Sub-Saharan Africa. engagements in the hydromet sector industry in Africa,” empowering key stakeholders R4. Where not already formulated, establish to act in growing cohesion. Take actions and implement in each country a “Hydromet so that hydromet projects gradually become National Development Plan” with an emphasis on private sector involvement commonplace within the framework of a shared and various partnerships (such as PPE) vision of PPE and key stakeholders’ co- with other stakeholders to improve and responsibility to (1) encourage private actors secure the development of the whole who work in the hydromet sector to join hydromet value chain. Regularly examine the charter on a voluntary basis to promote all progress and achievements within solidarity with the vision; (2) include non- the framework of a “Strategic Review— legally binding articles of the charter as Progress and Challenges” to assess how the necessary elements in calls for tenders; (3) hydromet private sector (both national and encourage professional organizations in the international) is developing in Sub-Saharan hydromet sector to have their key persons Africa. adhere to the charter; and (4) develop norms and standards with these professional organizations that comply with the charter. The African Regional Weather Enterprise— Current Private Sector Landscape | 13 R7. In the framework of the National Hydromet R9. Promote the growth and emergence of new Development Plans (see R4) and PPEs, hydromet technology spin-offs and business promote direct B2B and B2C (and other networks clustered around local universities potential configurations such as B2B2C, B2G2C, and/or technological hubs. and G2B2C) approaches when they appear to be more efficient than the usual “public-to- R10. Empower local private and public sector private” contracting paradigm (in particular actors through PPE to ensure the long- to assess needs, determine the responses term functioning of technical installations required, and be part of the solution for and equipment and services produced by the delivery of goods and services to end the international private sector. It is also consumers). important to set up economic, social, banking, and fiscal incentives for the development III. Foster the development of of companies in the sector. Assistance can the private sector and local be provided to a country’s businesses and enterprises entrepreneurs to find and develop local and regional market opportunities and organize R8. Encourage the participation of PPE-focused the continual dissemination of market- and businesses in development projects, in project-relevant information in each country particular to (1) participate in the creation or at the sub-regional level (in particular the of dedicated network to provide grass- communication by public authorities about roots “real needs” assessments that involve projects in advance of their launch and when local stakeholders; (2) promote bottom-up they are planned within the framework of approaches with consultation mechanisms; the National Hydromet Development Plan (3) adapt products and services to end-users (see R4)). rather than delivering turn-key, “one-size- fits-all” projects; and (4) use innovative technology when available to enhance services for end-users. 14 | The African Regional Weather Enterprise— Current Private Sector Landscape 1. BACKGROUND 1.1. Context different actors from the public, private, and academic sectors. These groups aspire to efficient A ccording to the World Economic Forum’s 2023 collaboration, but often do so with divergent Global Risks Report, the main global risks today skillsets, resources, goals, and motivations. and for the last decade are linked to adverse weather events (including hurricanes, heat waves, Improving the status quo to meet the ever- floods, and droughts), climate change, and tensions increasing demand for more sophisticated, accurate, over drinking water resources. Adverse weather and reliable hydromet information and services events jointly cause more economic damage and is a necessary but difficult task. Several studies2 loss of life than any other disaster. have addressed this issue with the principal goal of bringing the ARWE ecosystem toward sustainable Around the world, better warning systems, efficiency. hydromet information and resulting services, and customized service delivery can help prepare These studies show that private sector actors are and reduce the human and financial cost of these playing an increasingly crucial role by fostering events, minimize loss and damage, and build continuous improvement of knowledge, investing socioeconomic resilience. in innovative solutions to provide more reliable forecasts, and offering more efficient and Sub-Saharan Africa, a region particularly affected diversified services. Leveraging private sector by climate change-related challenges, remains the capabilities without jeopardizing the provision of least developed region in the world for hydromet public hydromet services is the key to maximizing data and the provision of hydrometeorological socioeconomic benefits. services. Citizens have limited access to key information services such as early warnings, which Three factors appear to be particularly important: would enable mitigation of the adverse effects of (1) the level of development (or “maturity”) of these risks and protect lives and assets. the elements of the “hydromet value chain”3 to The main reasons for this situation have been 2 Cf. in particular to: widely identified. In particular, the sector’s anchor • OECD (2013), Supporting Investment in Knowledge agencies, such as NMHS and River Basin Authorities, Capital, Growth and Innovation, OECD Publishing, Paris, http://dx.doi.org/10.1787/9789264193307-en which have their country’s formal mandate for most • GFDRR (2020), The Power of Partnership - Public hydromet services, are frequently underfunded. and Private Engagement in Hydromet Services, https:// This results in limited capacity and in many cases www.gfdrr.org/sites/default/files/publication/The%20 Power%20of%20Partnership_WEB.pdf deteriorating infrastructure. However, there are 3 The services generated within the hydromet value chain many other reasons for the difficulties encountered consist predominantly of data and information. These in carrying out sustainable projects involving hydromet services can be divided into “public” services, which are not likely to be adequately provided by market The African Regional Weather Enterprise— Current Private Sector Landscape | 15 produce the best possible information, data, and current role and capacity of the private sector in services; (2) the balance and importance of the Africa to develop and provide hydromet and EWS, contributions of the public, private, and academic including research and monitoring, development, sectors in the development of projects; and (3) the innovation, and capacity building. quality of partnerships between these different actors, especially within the growing framework A major objective of the study is to identify the of PPE, to carry out sustainable projects that are status of PPEs and PPPs in developing and providing useful for socioeconomic development. weather, climate, and hydrological services and EWS in Sub-Saharan Africa. The report aims to inform There is great interest among countries and the stakeholders of the opportunities they miss by stakeholders to explore the best ways of maximizing not focusing more on PPE, underscoring the existing the performances of the value chain and PPE gaps and challenges that must be overcome to build opportunities in development projects. Such an successful partnerships. Successful PPEs can create approach fits perfectly with the call to unite forces benefits for both the public and private sectors, as included in the “Geneva Declaration,” adopted at well as wider society. Potential gaps in (adequate or the 18th World Meteorological Congress in June efficient) service provision can be overcome,4 access 2019. to markets or inputs can be expanded, and risk- taking or potential for revenues5 can be improved. More broadly, this fits into the efforts made to achieve the Sustainable Development Goals (SDGs) The report begins by identifying private entities6 adopted in 2015 as part of the United Nations 2030 and mapping key players in hydromet and EWS Agenda for Sustainable Development. Achieving who are actively operating in Sub-Saharan Africa the SDGs will require different sectors, industries, and those potentially interested in the region. It and actors to work together, pooling financial identifies ongoing initiatives that involve private resources, knowledge, and expertise. SDG-17 organizations and PPPs to provide of meteorological, recognizes multi-stakeholder partnerships as climate, hydrological, and EWS services in the important vectors for development. It seeks to region. By summarizing the lessons learned from foster effective partnerships between the public, these partnerships, the study presents both the private, and academic sectors, as well as civil society, building on the experience, knowledge, 4 For example: Improving productivity or societal well-be- and resources of stakeholders. ing by addressing food security, management of water or energy needs, and climate change adaptation or mitiga- tion. 5 A more in-depth investigation of specific end-user needs, 1.2. Rationale of the Study market realities and limitations, and concrete commer- cial opportunities was out-of-scope for this study. Making ARWE more efficient requires a vital 6 Private sector actors can be categorized as i) global or regional actors operating across Sub-Saharan Africa and intermediate step: understanding the landscape and ii) local actors operating only in a single country. Pri- the functioning of this ecosystem today. This study vate sector entities in the report include those who are focuses on one key aspect of this ecosystem: the involved in one or more aspects of the hydromet value chain, including: observations, forecasting, infrastruc- ture and network implementation, development and mechanisms, and “non-public” services, which could be provision of value-added services, and decision sup- provided by the private sector (refer to Appendix 1). port. 16 | The African Regional Weather Enterprise— Current Private Sector Landscape constraints on and advantages of engaging the Finally, the report suggests several proposals and private sector in hydromet and EWS in the region, recommendations for furthering public-private including the political and regulatory aspects.7 relationships (with a special emphasis on PPE) to bring more efficiency to African hydromet 7 The methodology for identifying, blocking, and improv- programs, fully embracing advancements in ing factors, as well as for assessing private sector in- technology and innovation in the service of end- volvement in the hydromet value chain, is largely based on the GFDRR/World Bank report, The Power of Partner- user satisfaction. ship, particularly section 3.10: “Engagement models and examples.” See The Power of Partnership—Public and https://www.gfdrr.org/sites/default/files/publication/ Private Engagement in Hydromet Services by GFDRR: The%20Power%20of%20Partnership_WEB.pdf The African Regional Weather Enterprise— Current Private Sector Landscape | 17 2. METHODOLOGY 2.1. Framing of the Study, Interviews, and To conduct this research, numerous qualitative phone calls or direct conversations with representatives Collection of Data from the private sector, public sector stakeholders T he study includes all countries within Sub- (in particular, NMHS Director-Generals), and key Saharan Africa. The public data collected, members of the donor community were conducted. contributed to a preliminary understanding of These interviews included: the landscape of private sector concerning hydromet ❱ comparable questions to draw in-depth and EWS information and services. However, this analysis of the collected quantitative data while public data alone was insufficient to give a clear superimposing the results and identifying and accurate vision of the importance, role, and intricacies. function of the private sector, therefore requiring a more in-depth investigation. ❱ questions designed to better understand analytical trends in how the private sector interacts with The appropriate research tools consisted of email other stakeholders at macro- and micro-levels. outreach and qualitative interviews. Unfortunately, field visits were not possible because of the COVID-19 pandemic.8 2.2. Results achieved To capture an accurate picture of the existing Surveys targeting international companies and dynamics operating in the ARWE, a different NMHS had high response rates, but accessing and research approach was implemented to identify connecting with the local private sector was very the private sector’s market entry and methods of difficult despite many efforts over the duration of cooperation. This approach consisted of in-depth the report’s research phase. Field investigations questions, not only for private actors but also for were not possible because of COVID-19, and a lack the donor community and NMHS, to understand, of local or regional organizations representing from their perspective, the links they have with the private actors led to structural difficulty in the private sector. obtaining more information (cf. our proposals to improve this situation in Chapter 5). It is worth mentioning that a twin study was conducted at the same time with an exclusive focus The methodology used to search for relevant data on the current state of the ARWE and its potential yielded the following results: future path, as well as the academic sector’s role ❱ 87 questionnaires (refer to Appendix 2) were in ARWE. collected from the international private sector 8 The COVID-19 crisis has become progressively worse survey; over 80% were fully completed. The in the developing world, with Africa’s COVID-19 cases results revealed direct correlations between a reaching nearly four million at the time of this research (02/26/21). With restrictions on travel and no vaccine company’s local private actor network and its available at the time, on-site work was not possible. ability to win business, a misunderstanding 18 | The African Regional Weather Enterprise— Current Private Sector Landscape of PPE, and insufficient knowledge about the NGOs (INGOs) and domestic NGOs. Direct phone regional intricacies of working in the ARWE. conversations and email exchanges clarified publicly available information in an attempt ❱ 157 projects were identified from the 65 most to identify how the private sector is (or is not) active donors financing hydromet projects in involved (refer to Appendix 9). Sub-Saharan Africa. The identified donors included government agencies, international ❱ 28 NMHS answered the survey, which was financial institutions (IFIs), development addressed directly to 46 NMHS Directors. financial institutions (DFIs), United Nations Chapters 3 and 4 present the results of the (UN) agencies, bilateral funding agencies with survey and an analysis of key trends in public local or regional representations in the ARWE, sector cooperation with the private sector (refer providers, foundations, and a range of civil to Appendix 3). society organizations, including international The African Regional Weather Enterprise— Current Private Sector Landscape | 19 3. ARWE: THE PRIVATE SECTOR T his chapter focuses on identifying the most is small in relation to other hydromet regions important characteristics of the private sector in the developing world. Small companies (1-50 actively operating and/or having a strong employees) account for 56.5% of all responding interest in the Sub-Saharan Africa market 9 to companies, medium-sized (51-100 employees) provide hydromet and EWS products and services. 10 accounted for 24.6%, large companies (over 100 The main characteristics are presented below. employees) accounted for 18.9%. The aims are to (1) present a mapping of private sector companies and (2) analyze how they interact ❱ Company turnover within the ARWE hydromet ecosystem. The survey Small companies by turnover of up to $5 million ac- was supported by the Association of the Hydro- counted for 38.9% of respondents, medium-sized Meteorological Equipment Industry (HMEI).11 companies of $5 to $25 million in turnover account- ed for 37%, and large companies over $25 million 3.1. Mapping of Private Sector Actors accounted for 24.1% (see graph 01). This indicates that the current ecosystem of international suppli- This first section focuses on understanding and ers is predominantly made up of smaller companies presenting the profiles of the companies involved and suggests that smaller-value projects are more in the hydromet and EWS sector, accounting for commonplace in ARWE compared to more mature their size, turnover, country of origin, products markets such as Europe or North America. range, and current and past work in the African hydromet market. ❱ Country of origin The largest geographically located groups of companies (at 42.6% each) are based in Europe, 3.1.1. General Data followed by North America. Of the African com- ❱ Size of company by number of employees panies that responded to the questionnaire, 3.7% were based in South Africa (refer to Appendix 5). This showed that the human resource capacity of companies that work or have worked in Africa ❱ Type of companies and hydromet specialization Over 50% of respondents classified themselves as 9 The following information originates from the compila- tion and analysis of the surveys conducted (refer to Chap- Original Equipment Manufacturers (OEM), and ter 2) with empirical information. many of those also work as systems integrators and 10 Consultation of the private sector was facilitated by ac- cess to Varysian’s database of 456 hydromet companies. service providers, with some providing software (re- There were notable absences from the following coun- fer to Appendix 6). Among private sector companies, tries: South Korea, China, and Japan. 26% describe themselves as suppliers of “full value 11 HMEI, which consists of almost 150 member companies, represents, communicates, and defends the views and chain” solutions (34% of these companies have rev- interests of the hydro-meteorological instruments and enues over $5 million). As will be shown later, this systems industry. It serves as a liaison between develop- ers, manufacturers, and service providers and provides a perception of what a hydromet value chain means is forum for the resolution of matters of mutual concern. often misunderstood. 20 | The African Regional Weather Enterprise— Current Private Sector Landscape Graph 01: Turnover in Global Company Survey ARWE (internal source) 20 20 17 Number of companies 15 10 5 5 4 3 3 2 0 <1m 1m–5m 5m–25m 25m–50m 50m–100m 100m+ Rather not say Yearly turnover ($US) Graph 02: Business type classification in Global Company Survey ARWE (internal source) Agronomy/Agrometeorology Aviation/Aeronautical meteorology Building automation and system Climatology Communications Disaster monitoring Environment/Pollution monitoring Fire weather Forecasting Marine Nowcasting Numerical weather prediction Pollen monitoring Industries Renewable energy Road weather Space weather Weather radar Upper air Upper air obs Upper air meteorology Satellite ground stations Meteorology–Solar resource Media/Broadcast Upper air monitoring ATC Metrology and Meteorology Government, defense, GPS-RO/MW Plant Physiology ABO 0 10 20 30 Number of companies The African Regional Weather Enterprise— Current Private Sector Landscape | 21 The survey results indicate the vertical integration lack of knowledge of the ARWE’s market potential, capacity of some companies. This includes, for ex- which leads to a stigma of this market being solely ample, providing equipment from research and for low-cost equipment and services. At both ends development to full physical installation and imple- of the spectrum, these biased perceptions inhibit mentation. However, that scope does not reflect the international companies from gaining new business IOs’ understanding of the full value chain from the in a fragile but accommodating growth region. initial concept design to end-user satisfaction. The latter refers to the value chain in the context of hy- ❱ Success rates of international companies dromet services as a continuum from observation to winning tenders in Sub-Saharan Africa production to delivery of information services. Over half of companies that try to win business in Sub-Saharan Africa have a success rate of under One key limiting factor faced by NMHS is the dif- 25%, with 30% of companies winning 25-50% of ficulty to award contracts to companies capable of the time and 17% winning over 50% of the time undertaking implementation of the full value chain. (see graph 03). It is tempting to conclude that most These differing interpretations among key actors international companies do not win business in offers immediate insight into one of the reasons ARWE; however, the underlying question is not why these projects face difficulties. Chapter 4 out- who wins, but how these projects are won. lines this issue by addressing the necessity of PPE Analyzing the companies who win over 50% as a vehicle that can ensure smooth collaboration of the time yields some key traits. Often, their along the value chain, facilitating network and ser- product is niche (e.g., weather radar or manual vice sustainability. instrumentation). Larger companies typically have dedicated tendering departments. These companies Private sector actors play an increasingly import- have pre-existing connections with regional/ ant role in educating and training, scientific and national private sector partners, sometimes technological research, and investing in innovative including a physical presence. This allows solutions that provide more responsive and efficient companies to navigate local project governance equipment and services, to create reliable monitor- and processes while having early-stage project ing, modelling, and forecasting information. or program knowledge. Yet within these niche examples, there are very few competitors working ❱ Previous experience in ARWE in the region, which heightens the chances of Over 60% of respondents to the survey have had winning a tendered project. or are conducting business in Sub-Saharan Africa. Of those, thirty-three perecent have done business ❱ Local representation of international private in Sub-Saharan Africa with a turnover under $1 sector companies million, and 64% with a turnover of $1-5 million. Whereas 42% of key contacts emanate directly With over 80% of reported projects in the survey from the NMHS, the international private sector being valued under $1 million, the ARWE market enters the market either through a local represen- is a fit for smaller firms. In contrast, hydromet tative (15%), an in-country implementing partner projects with larger budgets are not considered (22%), or both (see graph 04). International com- by large international companies because of their panies with in-country implementers find great- 22 | The African Regional Weather Enterprise— Current Private Sector Landscape Graph 03: Success rate of winning tenders in Sub-Saharan Africa in Global Company Survey ARWE (internal source) < 25% Success rate 25–50% 50–75% > 75% 0 5 10 15 20 25 Number of companies er success, but the difficulty in finding the right 3.1.2. Main systems, products and services delivered partner to win, let alone complete, a project is fraught with complexity. It takes a certain type of by private actors method to build local representation and imple- ❱ Cross-sectorial aspects of the hydromet ment partner networks. projects Local representatives are limited in their capacity According to the survey, 19% of companies have to collaborate throughout the value chain and the capability to complete multi-sector projects tend to limit their involvement to the sale of in other related industries and industry nich- goods or implementation of equipment on behalf es, with current involvement as follows: aviation of international companies. From the results meteorology (56%), environmental and pollution of the survey, Sierra Leone, whose National monitoring (55%), hydrology and water manage- Hydromet Network is relatively small compared ment (51%), climatology (48%), agrometeorology to other countries in the region, had five projects (47%), renewable energy (41%), forecasting (40%), implemented with the contribution of in-country nowcasting (34%), disaster monitoring (31%), implementers. In other countries, the maximum marine (29%), fire weather (26%), road weather number of known in-country private sector (25%), numerical weather prediction (24%), com- counterparts was two or less. munications (21%), and weather radar (15%) (see graph 02, refer to Appendix 7). ❱ Vertical integration of hydromet solutions in Sub-Saharan Africa The study shows how much of the hydromet solutions landscape in the ARWE takes the form The African Regional Weather Enterprise— Current Private Sector Landscape | 23 Graph 04: Implementing partners in Sub-Saharan Africa in Global Company Survey ARWE (internal source) Technical staff of end user Private consultants 1.0% 4.9% Other private sector NMHS directors 10.8% 15.7% In-country partners NMHS technical staff 21.6% 21.6% NMHS international relations 4.9% Representatives 14.7% International organisation 4.9% of ground equipment (see graph 05). NMHS’ sector. The provision of software is offered by 42% initial needs are for Automatic Weather Stations of the international companies working in the (AWS); capacity is low and AWS are a necessity. region, to compliment the provision of equipment, As the allocation of funds increases, higher-cost which can often be explained by the differing products, from higher-end AWS to radars, are national legislation on data usage, specifically often specified for international tender bidding. concerning the longstanding debate on open access The solutions are provided by companies which, data versus the sale of public weather data. in 50% of cases, can combine the provision of compatible hardware and software. Finally, systems integration12 is also high with 3.2 Private Actors Facing the Hydromet Market an increasing number of companies ensuring the in Africa implementation of integrated solutions, either directly, or in partnership with the local private The following section presents the current dynamics of the ARWE market, from specializations 12 System integration consists of a process that “iteratively to the availability of funding. It also demonstrates combines implemented system elements to form com- plete or partial system configurations in order to build the hydromet sector’s applicability to sectors such a product or service. It is used recursively for successive as aviation, health, and agriculture. levels of the system hierarchy” (International Standard- ization Organization/IEC 15288:2015, p68). In the spe- The International Monetary Fund (IMF) estimates cific case of hydromet services, the elements can cov- er: automation of weather data collection, unification of that, for this region, the estimate of climate database handling, better management among different change adaptation is $30–50 billion (2-3% of weather operators, forecast display and visual tools in- regional GDP) per year over the next decade clusive of dissemination of weather bulletins or weather data, standardized operation schedules, and more. (2020-2030). That estimate is still less expensive 24 | The African Regional Weather Enterprise— Current Private Sector Landscape Graph 05: Hydromet solutions in Global Company Survey ARWE (internal source) Automatic weather stations Analyzers and collectors Balloons Calibration equipment Cameras Data loggers Data visualization Hydrogen generators Profilers Radome Solutions Satellite equipment/products Screens and shields Software Systems integration Training Upper air Weather radar Lightning detection Flow meters for rivers High performance computing, AI Wind tunnel and fan contro Cableway systems for deploying ABO 0 5 10 15 20 25 Number of companies than frequent disaster relief, as one-third of the economic valuation of the hydromet market in world’s droughts occur in Sub-Saharan Africa, Africa. It seems accepted, based on studies of this and the frequency of storms and floods is growing subject, the market for hydromet services14 (also fastest in this region. referred to as weather and climate information Climatic change in Sub-Saharan Africa is especially pronounced with intensified temperature extremes, 14 The WMO Convention defines the hydromet services of precipitation anomalies, and natural disasters that encompassing the value chain, as follows: Protection of annually leave millions in peril, injured, homeless, life and property; safeguarding the environment; con- or food insecure, and cause serious economic tributing to sustainable development; promoting long- term observation and collection of meteorological, hy- damage.13 There is little information on the exact drological and climatological data, including related environmental data; promotion of endogenous capacity 13 Adapting to Climate Change in Sub-Saharan Africa development; meeting international commitments; con- (2020), The International Monetary Fund. tributing to international cooperation. The African Regional Weather Enterprise— Current Private Sector Landscape | 25 services (WCIS)),15 including both public and (refer to Appendix 8: Geographical distribution private expenditures, is approximately $1.4 billion 16 per country (agglomerated) per active donors in in Sub-Saharan Africa. However, this is only an 2020). Secondly, the ranking of values allocated to approximate number that needs refinement. projects equates to the level of development aid, which is itself correlated with the country’s GDP. These results show that the current WCIS market in the region has the biggest potential of growth Within this distribution of hydromet projects in the global market for WCIS17 and is on the cusp across Sub-Saharan Africa, only 40% of the 54 of major expansion through projects such as those companies working in the region have some form under the new African Hydromet Program. of active strategic plan (see graph 06). When com- paring these plans with the distribution of hy- 3.2.1. The Dynamics of the ARWE Market dromet projects per country, there are some stark ❱ Geographical distribution and attractiveness of disparities between where projects are happening hydromet projects and which countries are being focused on. How- ever, these disparities are narrowing with more The geographical distribution of hydromet projects development financing being devoted to less eco- currently implemented in sub-Saharan Africa nomically developed countries, including some under development aid (i.e. multilateral and of the middle-income countries that also offer bilateral aid) is interpreted in two ways. Firstly, greater business opportunities. The strategic fo- the ranking by number of projects correlates with cus seems to take one of two routes, through: 1) the continental distribution of development aid18 an in-depth understanding of current projects, and 2) a general country analysis of lower-middle 15 WMO’s Global Framework for Climate Services defines the to upper-middle income nations including South (WCIS) as the outputs generated by the hydromet services. The WCIS are data and information collected and trans- Africa, Nigeria, Kenya, Botswana, Ethiopia, and formed into customized products such as projections, Nigeria. trends, economic analysis, and services to equip decision makers in climate-sensitive sectors with better informa- tion to help society adapt to climate variability and change. South Africa and Nigeria top the scale with 16 Winrock/USAID: Climate Information Services Market the highest value projects with a hydromet Assessment and Business Model Review https://www. component (regardless of sector) when the current winrock.org/wp-content/uploads/2019/01/CIS-Market- Assessment-Business-Model-Review-2018-FINAL.pdf development aid of each country’s project portfolio 17 The global WCIS market is approximately $56 billion. is ranked. A second group follows with over $100 See: Georgeson, L., et al. (2017).Global disparity in the million in assistance aid: Niger, Tanzania, Zambia, supply of commercial weather and climate information services. Science Advances, 3(5). Madagascar, Burkina Faso, Kenya, Cameroon, 18 The Organization for Economic Co-operation Develop- Togo, the Gambia, Ethiopia, and the Democratic ment’s Development Assistance Committee (DAC) sta- tistical system aims to aggregate data to establish how Republic of Congo. Eswatini and The Seychelles much assistance funding is provided from donors to are at the bottom with a total assistance averaging recipient countries. Detailed data on climate-related fi- $200,000. In general, the lowest income countries nance, under which hydromet would fall, is not specified in this aggregated data, as multilateral funding cannot be are receiving less funding and the duration of earmarked under the Rio Marker but only bilateral fund- their projects are longer to enable the absorption ing. Retrieved from http://www.oecd.org/dac/financing- of external or internal changes in the recipient sustainable-development/development-finance-data/ Africa-Development-Aid-at-a-Glance-2019.pdf country (refer to Appendix 9). 26 | The African Regional Weather Enterprise— Current Private Sector Landscape Graph 06: Number of companies reporting a strategic plan per country in Global Company Survey ARWE (internal source) Angola Benin Botswana Burkina Faso Burundi Cameroon Cabo Verde Central African Republic Chad Comoros Congo (Brazzaville) Congo (Democratic Republic) Côte d’Ivoire Djibouti Equatorial Guinea Eritrea Ethiopia Gabon The Gambia Ghana Guinea Guinea-Bissau Kenya Countries Lesotho Liberia Madagascar Malawi Mali Mauritania Mauritius Mozambique Namibia Niger Nigeria Réunion Rwanda São Tomé and Príncipe Seychelles Sierra Leone Somalia South Africa Sudan Swaziland Tanzania Togo Uganda Western Sahara Zambia Zimbabwe 0 5 10 15 Number of companies The African Regional Weather Enterprise— Current Private Sector Landscape | 27 ❱ Sectoral cross-cutting of hydromet projects (42%). Regional/national private sector companies, A striking characteristic of Sub-Saharan Africa’s as sources of knowledge for new projects, account hydromet projects is how they apply to emerging for 18%. From empirical observation, NMHS initiate trends in several cross-cutting sectors, such the majority of tenders from IO funded hydromet as food safety (agriculture), health19 and urban projects. development. Ongoing initiatives indicate that the adoption and dissemination of climate information One of the key vectors for the expedited growth services (CIS) develops in tandem with the of hydromet projects in Sub-Saharan Africa is a digitalization and the interconnectedness of these donor community either solely financing through industries (refer to the case study on “Digitalization of grants and loans mechanisms or having direct or African Agriculture in Kenya” in Chapter 4). indirect management over the implementation of the development projects. The emergence of Digitalization across industries has been opening multilateral, environmental, and climate-specific markets for the hydromet sector into a large donors, such as the Global Environment Facility spectrum of applications addressing important areas (GEF) or the Green Climate Fund (GCF),21 indicates like water and public health infrastructure, climate- that large budgets are being made available, and resilient agriculture planning, climate-proofing as adverse weather continues to worsen, this trend investments in rural livelihoods, and river basin will only intensify.22 planning, including irrigation and hydroelectric power. These cross-sector opportunities for The focus on hydromet in the development field in collaboration and delivery are growing. the ARWE is still in its early stages when compared with the developed world’s hydromet market. However, the flow of investment is increasing 3.2.2. Hydromet Projects Funding 20 due to the worldwide focus on climate change and early warning systems to reduce disaster risk, ❱ Origins of funding especially in the least developed countries (LDCs), Based on the survey, multinational companies to which 3523 are from Sub-Saharan Africa. The operating in the region state that most tenders are Systematic Observations Financing Facility (SOFF), initiated by NMHS (39%), and by IOs and INGOs a new support mechanism for observing networks 19 “Health” is not a stand-alone category in the survey, as 21 The GEF and the GCF are climate-dedicated organiza- it is included in food security and water management. tions with mandates designed to address climate change The category covers 20% of all hydromet projects in re- issues (refer to Appendix 10). corded projects to date. Most projects target river basin 22 Just two years after it became fully operational in 2015, management, flood management, and climate services the GCF had mobilized over $9.9 billion of the $10.3 bil- linked to better agriculture. lion pledged in 2014 to support climate mitigation and 20 For the purpose of this report, a “hydromet project” en- adaptation efforts, dedicating 36% of its investments compasses all or part of a project relating to the defini- to the private sector. Orenstein, K., & Reyes, O. (2017). tion of needs or the supply of goods and services in the Green Climate Fund: A performance check. Friends of the field of hydrology, meteorology, and EWS. These can be Earth and Institute for Policy Studies, Washington D.C., local, national, or international projects. The goods and USA. Retrieved from https://foe.org/publication/green- services provided can be tangible or intangible. The proj- climate-fund-performance-check/ ects can cover activities such as the development of new 23 UN, List of least developed countries (February 2021). services, improvements, and upgrades and maintenance Retrieved from: https://www.un.org/development/desa/ of existing equipment or service supply. The procuring dpad/wp-content/uploads/sites/45/publication/ldc_list. institution is generally a public entity. pdf 28 | The African Regional Weather Enterprise— Current Private Sector Landscape Graph 07: Who initiates Request for Proposal? in Global Company Survey ARWE (internal source) Universities 1.8% Private sector 17.6% Non-governmental Governmental organization (e.g. NMHS) 13.9% 38.9% International organization 27.8% focusing on Small Island Developing States (SIDS) even if investments in the sector generate strong, and LDCs, has operated since 2022. positive returns on investment. The private sector plays a much smaller role in CIS markets in lower There are instances where bilateral donors give and upper middle-income economies due to GDP, preference to their own national private companies, diversity, and maturity of high-income market even if there are pre-existing local resources, which economies. may overlook potential cost optimization. Although it infringes on the OECD Development Assistance Committee (DAC) principles, a preferential clause 3.2.3. Technological Outlook for the Hydromet Market is often still included in contracts. The hydromet sector has the potential to thrive on key technological innovations, such as automation ❱ Scale and financial value of the hydromet systems, artificial intelligence devices, cloud projects storage, dedicated social networks or phone Seventy-two percent of international private applications. These “climate-smart” technologies companies stated that projects that they have won are embedded in the private sector’s capacity to were valued at less than $1 million. These projects develop a competitive and sustainable offer. The are predominantly bound to a single country, private sector is at the forefront of the development including when directly financed by Development of new end-user centered products and services, Aid (refer to Section 3.2.1). The funding in Sub- creating necessary added value. In Sub-Saharan Saharan Africa is comparatively low, but its growth Africa, private sector companies have introduced is higher than in other regions. several technological innovations in production, processing, and dissemination. In Sub-Saharan Africa, WCIS investments are low relative to those in high income economies, The African Regional Weather Enterprise— Current Private Sector Landscape | 29 Here are some examples: line, and ADCON. ❱ Cell-tower-mounted or co-located automatic weather stations ❱ Cloud computing Using cell-tower-mounted or co-located automatic The use of cloud computing incurs less data storage weather stations (AWS) allows the hydromet sector expenses and mitigates the impact of unstable to capitalize on the increasing availability of power and air conditioning systems in computer secure, powered, connected telecommunications rooms by allowing for a permanent virtual data infrastructure across Africa. storage was introduced by aWhere, IBM, Ignitia, ADCON, and TAHMO.. ❱ Interactive voice response Using interactive voice response (IVR) systems ❱ Geographical information systems as a complement to traditional short messaging Building on satellite observation systems, service (SMS) systems delivers WCIS information geographic information systems (GIS) are useful to end users who have basic mobile phones and low tools for businesses to support their decision- literacy levels. making. The GIS is currently supported by companies such as IBM, Integems, Earth Networks, ❱ Lightning “radar systems” Kukua, ADCON, and aWhere. Using real-time lightning data as a signal for proxy radar systems can provide cost-effective early Technological challenges in summation: warnings of severe weather. The following private sector companies proposed this solution: UBIMET, ❱ Rapid technological advances led to an Vaisala, and Earth Networks. improvement in the provision of information and services to the end-consumer, such as mobile ❱ Application Programming Interfaces (APIs) phone-based information and advisory services for smallholder farmers that are being adopted in Relying on good network bandwidth and acces- sub-Saharan Africa sibility, the development of dedicated application programming interfaces (APIs) to deliver real-time For example, mobile services to farmers WCIS data to systems and businesses was proposed include daily and seasonal weather forecasts, by aWhere, Kukua, the Trans-African Hydro- Meteorological Observatory (TAHMO),24 Farmer- in consonance with the expanding requirements for its scientific and technical expertise, WMO commits itself to 24 The TAHMO initiative is committed to serving the public broadening and enhancing the free and unrestricted in- by advancing the free and open exchange of hydro-me- ternational exchange of meteorological and related data teorological data collected with its monitoring stations. and products.” By allowing the free download of all raw TAHMO data Similarly, the TAHMO initiative supports WMO Resolu- for scientific research and governmental applications, tion 25, which “adopts a stand of committing to broad- TAHMO supports WMO Resolution 40 and Resolution 25. ening and enhancing, whenever possible, the free and Commercial applications of TAHMO data are considered unrestricted international exchange of hydrological data on a case-by-case basis. and products, in consonance with the requirements for WMO Resolution 40 focuses on the facilitation and co- WMO’s scientific and technical programs.” Allowing for operation of observing networks and the exchange of free access to TAHMO monitoring data serves the public meteorological information that is of interest to the in- by closing the existing hydro-meteorological data gaps ternational community, governments, and researchers. in Africa and increasing the communication and applica- It states, “As a fundamental principle of the WMO, and tion of this important information. 30 | The African Regional Weather Enterprise— Current Private Sector Landscape seed provision, market information, market a sustainable business with enough paying access, payment systems, access to finance and subscribers. bundling with insurance. Businesses collaborate with mobile service providers who want to ❱ If adopted, these innovations may well modify offer value-added services to attract and retain the core business model of private actors by customers. increasing their capacities (greater reach and faster speed) to deliver accurate information Most agriculture-related services start as pilot to the end consumer without going through a or demonstration projects, initially supported public institution. It is therefore anticipated that by development partners such as NGOs, these technological innovations will disrupt the development and government agencies, social existing distribution of roles between public and investors, seed and fertilizer companies, or private actors and impact current partnership buyers of agricultural products. In some cases, models. insurance companies are involved to gain access to potential customers, and the farmer service The report now focuses on this shift in the provider receives a provision for insurance. The partnership paradigm challenge for the private sector is to then create The African Regional Weather Enterprise— Current Private Sector Landscape | 31 4. ARWE: SUCCESSES AND LIMITATIONS OF PARTNERSHIPS T his chapter examines the role and nature of studies of private sector involvement in hydromet partnerships among stakeholders in hydromet projects. Specific country focuses examine how and early warning information and services the different actors—public sector, IOs, private projects in Sub-Saharan Africa. The partnerships sector, professional organizations, NGOs, and are scrutinized through the PPE lens to understand academic institutes—can succeed in setting up current gaps and identify opportunities. projects thanks to the improvement of committed partnerships through shared responsibilities. PPE is a dynamic collaboration between distinctive The second section explores ways to overcome partners originating from the public sector, the current challenges that the hydromet value private sector, academic sphere, and civil society chain faces through sustainable and improved to collaborate in an effective manner. All partners partnerships. It will consider how degree of benefit from these relationships and achieve a greater success a project realizes relates to the nature of end-user satisfaction. Advances in technological a partnership and its engagements, specifically science is providing new possibilities for data through the combined concepts that create PPE. collection. Better and faster access to climate data, combined with a lower cost of computing power, results in increased opportunities for climate 4.1. Case Studies of Private Sector Involvement services at the international level. into Hydromet Projects Facing ever-growing expectations from all sectors Based on the results of the study, there are projects prompted by increased vulnerabilities in front of in Sub-Saharan Africa whose stakeholders believe more severe weather conditions, the public sector that they have adhered to the concepts of PPE. is struggling to provide adequate weather services However, the concept of PPE in the ARWE is only due to shortage of funding and resources. At the slowly progressing among public and private same time, private sector companies have grown actors, where some organizations have developed with an increased consolidation of firms operating unique and dedicated mechanisms to mobilize within the global weather enterprise. Private firms private sector engagement25 while others are not can now offer services which used to be confined currently a part of the discussion. to the public sector. Over the past decade, social media has become unavoidable actor for weather Partnership conditions fluctuate, meaning that data aggregations with an immense public reach, there is a reliance on each stakeholder to find an disrupting traditional borders and national equilibrium to foster successful collaboration. ownerships. Still, these actors heavily rely on each Much of the private sector tends to focus on a other to provide a robust, sustainable, and reliable more competitive strategy than the public sector; hydromet value chain, thus ensuring meaningful looking at economic opportunities, market access, and interpedently advantageous partnerships. 25 Acumen, the World Business Council for Sustainable De- The first section of this chapter presents case velopment, UNDP 32 | The African Regional Weather Enterprise— Current Private Sector Landscape investment in climate-smart technologies, or observation infrastructure and data management the improvement of the ecosystem to secure systems. These efforts, part of a multi-year its activities. The betterment of the ecosystem regional investment by the Climate Risk and ensures more business inclusive opportunities, Early Warning Systems (CREWS) Initiative, were safer investments, and a more stable environment carried out to strengthen the countries’ access to to operate within. Corporate Social Responsibility essential data for predictions and risk information (CSR) has been well adopted globally in the last two for effective early warnings. In Burkina Faso, decades, where a growing number of international immediate benefits to the local private sector were companies from the hydromet sector actively clear as the farmers organized themselves under a monitor their CSR responsibility and external simplified cooperative society to coordinate their relations toward the betterment of end-users, the efforts. Within two years, their incomes increased environment and the national population. an average of 267%. Interestingly, as introduced in the case studies, Yet a post-assessment revealed that of the 341 the international private sector can be active at observation stations with pressure sensors available the source of funding of new hydromet initiatives. in the five countries, only 60 (17%) were registered Recent initiatives indicate that a global approach is in the WMO Observing Systems Capability Analysis preferred to single-country support, especially for and Review (OSCAR) Surface station database. projects covering hydromet observational networks This limits the international exchange of data and that rely on cross-boundary data exchange. Usually therefore the quality of forecast products available coordinated by non-profit organizations and in the countries. The low level of contribution comes multilateral organizations, the projects intend to from historical factors: many of the stations were benefit the local private sector end-users on which established primarily to provide data for predicting they rely on for their operations, a good illustration food insecurity and are therefore not connected to of peer-to-peer collaboration across the value chain. other regional and global systems. Capacity and resourcing were also identified as challenges. The selection of case studies below illustrates projects implemented by the private sector in The five countries have started addressing the Western Africa, Kenya, Ethiopia, Ghana, and Côte issue. Measures include supporting the NMHS’ d’Ivoire. development of maintenance plans for observing infrastructures, updating metadata in the OSCAR Case study #1 database, and connecting stations to the WMO Western Africa climate risk and EWS26 Information System (WIS), a process that is now simplified by internet-based connectivity. These In 2020, five countries in Western Africa (Burkina efforts are being scaled up to cover all 24 countries Faso, Chad, Mali, Niger, and Togo) assessed their in West and Central Africa, building on the effective model of South-South sustainable cooperation with 26 CREWS is a mechanism that funds Least Developed Countries and Small Island Developing States for risk financial support by CREWS. informed EWS, implemented by fourt partners (World Bank, WMO, Global Facility for Disaster Reduction and Case study #2 Recovery, UN Office for Disaster Risk Reduction). Re- trieved from https://www.crews-initiative.org/en The African Regional Weather Enterprise— Current Private Sector Landscape | 33 Successful private sector involvement in the CIS donor support, improving technical capacity, a industry in Kenya business-friendly government, and ever-increasing Agriculture accounts for almost 35% of Kenya’s adoption of and literacy in technology. GDP, with over 16 million smallholder farmers in the country. More than three-quarters of the Three large PPE platforms exist in Kenya to facilitate country’s population earn part of their living this climate-friendly action: the 500,000 member through agriculture, and agricultural exports Kenyan Private Sector Alliance (KEPSA), the policy account for 65% of Kenya’s total national exports. advocating Kenya Association of Manufacturers Because the stability of Kenya’s economy relies so (KAM), and the Kenya National Chamber of heavily on agriculture—where the frequency and Commerce and Industry (KNCCI) which has 47 severity of climate related events continue to rise— county chapters and is actively involved in climate the CIS industry is indispensable. change activities. However, according to the UN Development Programme (UNDP) report, there is Over the last five years, with its Climate Change still limited dialogue between the public and private Act of 2016 and the establishment of its National sector, especially the international private sector. Climate Change Action Plan (NCCAP), the government of Kenya has put in place the necessary To address this, the report outlines the creation of steps to promote green industry practices and an engagement framework of Thematic Working attract climate-friendly industries. This legal Groups (TWGs), composed of government officials and regulatory framework has been established and industry and business executives, which to address climate change, and fiscal incentives would aim to promote coordinated and inclusive have been put in place to promote private sector implementation of Kenya’s NCCAP by these public involvement in low carbon and climate resilient and private actors. The TWGs would be formed economic development. around the key priority intervention areas of the NCCAP and would address how public resources The market is differentiated with products can leverage significant private investments needed and services targeting specific users. Many CIS to achieve the set objectives and priorities of the enterprises serve the needs of Kenya’s farmers, national plan. such as aWhere, DigiFarm, Esoko, E-Z Farm, and Airtel Kilimo. These companies provide farmers The UNDP report outlines key rules in how the with relevant information and data customized private sector can best work with the Kenyan into products and services such as forecasts, government through these TWGs toward achieving projections, local and regional specific information, mutually beneficial relationships while adhering to trends, economic analyses, assessments the NCCAP’s goals and objectives.27 These include (including technology assessments), counseling mobilizing technical capabilities in line with green on best practices, development and evaluation of solutions, and other services in relation to climate 27 UNDP “Private sector engagement and coordination: or responding to climate change. The outlook for Framework for the implementation of the National Cli- mate Change Action Plan in Kenya” (2019). Retrieved private enterprise CIS services in Kenya remains from: https://www.undp.org/content/dam/LECB/docs/ promising, with strong private investment and pubs-reports/undp-ndcsp-kenya-private-sector- framework-final.pdf?download 34 | The African Regional Weather Enterprise— Current Private Sector Landscape policies, increasing funding and investment in passenger comfort, increased environmental climate change adaptation and mitigation, providing protection in reducing their annual fuel burn, insurance instruments to safeguard against climate and reduced noise and carbon dioxide emissions change, and adopting climate resilient and green through the continuous descent approach. growth policies at the business level. Additionally, AMDAR data contributes to regional Case study #3 and global efforts to measure and monitor Aircraft Meteorological Data Relay environmental and climatological patterns and trends. Particularly in regions where upper air Kenya’s Aircraft Meteorological Data Relay data is scarce but aviation traffic is present, the (AMDAR) is a WMO-led PPP between the development of AMDAR is vital to studying and Kenya Meteorological Department (KMD) and better understanding the mechanisms for and Kenya Airways. The partnership established impacts of climate change at both the regional and and operates an airborne weather radar system global level. emitting automated reporting of meteorological atmospheric information from a fleet of aircraft. Regional agriculture can rely on better forecasting, The AMDAR program uses the aircraft’s existing which will ensure lower crop losses due to extreme sensors, avionics, and telecommunication systems weather or natural disasters and enable the to gather, process, and disseminate data. The data agricultural sector to optimize the post-harvest is used directly by KMD to improve the accuracy of supply chain. Health sector actors (governments, weather forecasting services to aviation and public communities, and health NGOs) can use the weather applications that meet sector-specific improved weather information to prevent the needs. spread of climate sensitive diseases such as cholera, dengue, and meningitis. The project also brings wider benefits to Kenya, the African continent, and the global community Case study #4 through the positive impact of the use of data in applications associated with climate monitoring and A digital agro-climate advisory platform in prediction, environmental protection, agriculture, Ethiopia health, and disaster risk reduction. AMDAR The World Business Council for Sustainable expansion into the data-sparse regions, specifically Development’s (WBCSD) Investment Blueprint Africa, will yield greater incremental benefits for seeks to empower 300 million smallholder farmers developing and emerging markets, which in many throughout the world by 2030, providing them cases are more vulnerable to weather-related with effective, equitable, and sustainable climate- phenomena than developed economies. informed digital agricultural advisory services. With its multi-focal prism, the AMDAR initiative One initiative of the WBCSD in Sub-Saharan Africa yields positive outcomes for all stakeholders is the digital agro-climate advisory platform involved in this innovative PPE. Specifically for the (EDACaP) launched in Ethiopia, where data is private-sector perspective of the airline industry, interpreted to provide agro-climate advice, tailored it contributes to more efficient flight operations, to specific districts and livelihoods. Information reduced carbon footprint, increased safety and is then disseminated through a mix of extension The African Regional Weather Enterprise— Current Private Sector Landscape | 35 training, information communication technologies weather IoT (Internet of Things) and soil sensors (ICTs), EWS, and multimedia to improve decision to strengthen climate resilience for smallholder making. The advisory platform is composed of farmers. The initiative plans to scale up this four complementary elements: an agro-climate pilot project to develop a “CocoaCloud:” a pre- database hub, climate modeling, crop modeling and competitive data platform and impact initiative to a dissemination platform. EDACaP’s pilot phase strengthen agricultural productivity and climate has already reached 82,000 smallholder farmers resilience in the West African cocoa landscape. The across Ethiopia and is expected to reach 16.7 target is to reach one million farmers in Ghana million farmers once scaled through the Ministry of and Côte d’Ivoire by 2024. Agriculture and the country’s more than 60,000+ The CocoaCloud platform generates, translates, and agricultural extension agents. disseminates critical information (such as weather forecasts, and location-specific agricultural To facilitate Ethiopia’s agricultural development, advice) that support climate-smart decisions for the private sector has mobilized to bring in agriculture. The initiative is already supporting digital solutions. YeZaRe, developed by the 7,500 cocoa farmers, extension advisors, and social enterprise Echnoserve, is a digital mobile community members in the western region of system that provides weather and market data to Ghana by providing training and localized weather smallholder farmers. It also connects these farmers forecasting services (including mobile phone to markets to ensure their income and reduce their alerts) enhanced by four weather stations installed losses due to market brokers. Currently there are in 2018. Renowned companies such as DuPont, more than 33,000 registered users, ranging from BP, 3M, Nestle, Kellogg’s, and Danone fund these farmers to cooperatives to extension workers and projects and benefit from insights into the latest wholesalers. By connecting the dots on climate knowledge on sustainability, sustainability tools, data and market information, YeZaRe is identifying peer-to-peer collaboration across the value chain, key markets for smallholder farmers to boost both and participation in policy development, with their incomes and their climate resilience. the added benefit of profiling their sustainability work. Case study #5 The pilot is operated by Opus Insights, a private Data-enabled climate solutions in Ghana and Dutch B2B company that has installed five weather Côte d’Ivoire stations and trained 20 extension workers and The WBCSD has guided its membership of more lead farmers on weather alerts and applications at than 200 international companies to focus on the farm level. The aim is to reach 500 farmers a variety of climate change challenges, with a through the pilot project, ultimately benefiting up special focus on data-driven climate solutions in to 7,500 people in families and communities. Once vulnerable areas of the world. evaluated, the intention is to scale up this project across the cocoa belt in Ghana and Côte d’Ivoire. The WBCSD Data-Enabled Climate Solutions (DECS) pilot project in Ghana and Côte d’Ivoire Data from these stations contribute to the has established a robust data platform, working improvement of global weather forecasting models under API connection to access remote, real- and relies on several access points: (1) farmers time climate data from over 150 on-the-ground (through mobile phones) and farmer extension 36 | The African Regional Weather Enterprise— Current Private Sector Landscape advisers for climate-adapted farming decisions, The World Bank’s Projects Portfolio is a good (2) companies along the supply chain for better illustration of how hydromet projects are commonly business planning and pricing decisions, (3) public funded by multilateral and bilateral organizations. sector and researchers (4) other related programs For example, a project-umbrella is designed to and NGO partners also addressing climate change tackle climate change, and part of the budget and productivity in West Africa, (5) financiers and assigned for EWS requires hydromet components investors to reduce credit/lending risks and to to be included. About 8.4% of an average EWS improve the viability of weather-index insurance project’s budget is allocated to hydromet (refer to schemes. Appendix 11). Regrettably, some sources are less descriptive about their sub-allocations, making it 4.2. Improving the Hydromet Value Chain difficult to estimate the exact value assigned to hydromet. Through Partnerships One of the focuses of this report is to understand 4.2.1. Obstacles Faced by the Private Sector the nature of the relationships between IOs, national authorities, and hydromet private and in the ARWE academic sectors in Sub-Saharan Africa. It seeks International private sector companies in the to determine how a given hydromet project can hydromet sector encounter different kinds of best operate through mutual engagement, in obstacles when working within the ARWE: particular through PPE. n Public sector However, the study faced a major problem which required a “deep clean” approach to achieve The survey brought to light how many private accuracy. The information required to determine companies view public authorities as being hindered if and how a hydromet component exists under by recurring limitations, specifically: the topical banner of a project’s description (such as “climate resilience,” “green energy,” ❱ Technical and managerial skills: Public or “community disaster risk management”) was institutions are stretched over the duration of often hidden within sub-components of activities a project’s implementation, showing gaps in under projects or programs whose titles may an NMHS’ human resources and operational not be directly related to hydromet. Hydromet capacity, especially when highly skilled and is integrated as a sub-component of broader trained staff leave an NMHS while a project programmatic strategies. These integrations can involving them is underway. The dependence on follow a direct topical approach, such as climate external organizations, whose success markers change adaptation or mitigation and early warning differ (e.g., large companies, IOs, specialized systems. They can also come with an indirect services of IOs or development agencies, and context such as food security (Agriculture and Food consulting firms) causes several problems. Crisis Prevention & Management, or AGRHYMET), water security, or under a public health prism ❱ Ownership, training, and post-installation: where climate data is key to preventing water- These issues can happen at two points in a borne diseases such as malaria or cholera (Climate project’s lifecycle: and Health Working Group). The African Regional Weather Enterprise— Current Private Sector Landscape | 37 1) Once a private company has provided the Payment delays create uncertainty, which makes equipment and/or services in compliance with it difficult for many businesses to access the the tender, there is a “transfer of ownership” ARWE hydromet market. If solved, these financial to the NMHS. This period, usually no more than issues will remove a crucial barrier to entry and a matter of weeks, is a pivotal aspect of the allow companies who work on projects of less “strengthening of a value chain” process. Yet than $1 million to enter the ARWE’s expanding during this period communication channels can hydromet market. break down, preventing the necessity of fluid private-to-public communication to transfer However, until these issues are resolved, many of knowledge and ownership and to create international companies will remain cautious about sustainable use of the equipment and/or services engaging in projects in foreign markets that are not by the NMHS. well understood. 2) The gradual degradation of equipment comes n Market entry difficulties as a direct consequence of ownership not being There is a rising trend of companies wanting adequately transferred. For most NMHS, there to enter the African hydromet market, largely are limited resources—financial, operational, and because of the market’s undeniable potential and human—to maintain the new equipment or ser- the growth in investment and grant financing in vice. Coupled with a lack of funding from nation- the region. However, beyond the resourcing issues al governments to maintain products, successful, faced by the public sector, finding a suitable sustainable projects are nearly impossible without business model is difficult. this specific “transfer of ownership.” ❱ Access to information at each stage of the In both cases, the issue of transfer of ownership can project. One of the most difficult ways to access lead to national hydromet networks being unable to pre-tender information is through nationally provide hydromet and EWS resilience information printed Expressions of Interest (EOI) for a for end-users. forthcoming project. Without an in-country partner, the possibility of any international ❱ Project temporality: The pace of the project may company finding out information in the local or be affected by delays related to bureaucratic national newspaper is marginal. This highlights processes which often create bottlenecks. They the need for an organization or individual to be often reveal communication and governance working on behalf of an international company. problems, neither of which are restricted to the ARWE alone. ❱ Local partner response and reliability. Having a reliable and active local partner gives a company This delay in implementation, including late or the advantage of being knowledgeable and taking inhibitive payment schedules, can be a major action where necessary at all stages of a project, problem for the private sector. It becomes a from the application, to the call for tenders, to the critical issue when project deadlines are not met, delivery of the equipment or service, and to the which can translate to significant financial losses resolution of the inevitable problems. However, for the private sector if not handled appropriately. many international companies expressed that 38 | The African Regional Weather Enterprise— Current Private Sector Landscape finding a good local partner is very difficult. Out operations are not working as they should, and of the respondents actively developing business end-users are unable to receive the data they need. in Sub-Saharan Africa, only 58% had in-country However, there is a correlation between the likely partners, in varying degrees of strength. success of a project through clear engagement and communication at the international and local ❱ Legal and financial security of the company are levels. This all stems from a single goal among linked to several factors: actors. 1) Most countries do not have clear legislation The correlation between the strength (maturity) covering the entire field of meteorology. Some of the value chain and the quality of partnerships countries have adopted framework laws like was explained in the “The Power of Partnerships”28 “National Meteorological Acts.” However, the study, which serves as an industry reference in precise use and dissemination of meteorological examining the reality of situations encountered data, in many cases, is not regulated by these in hydrometeorology in developing nations. It framework laws. It is often unclear whether shows the necessity of a model centered on the data is provided under a formal agreement that quality of the partnerships and the commitments regulates their use and dissemination. This of the various stakeholders of a project. The forms part of the debate over adopting an open report analyzes the difficulties encountered from data policy toward public funding in support of the inception to the conclusion of a project, then the development of the NMHS. identifies issues for remediation toward success. 2) For international private companies, this n Awareness of the usefulness of partnerships has translates into damaging uncertainties, which increased significantly over the past few decades include ignorance of applicable laws and among the development community and it is now regulations, possible costly litigation and widely recognized that: remedies, and national administrative processes. ❱ Creating large partnerships between stakehold- ers and harnessing the strengths and abilities of 4.2.2. Hydromet Value Chain and PPE: Unfamiliar different parts of an ecosystem is one of the most Notions for the Private Sector strategic ways to solve complex challenges. The survey revealed that the progress of project ❱ Large, strong partnerships benefit everyone, implementation often seems to be slower than from public actors to businesses to customers. expected and a significant share of projects cannot Deepening ties between complementary actors be completed to the scope originally planned. Based fosters collaboration and longevity and allows on the survey responses, only 41% of projects in companies to offer services and solutions that Sub-Saharan Africa reach 75-100% completion as help their customers and other businesses originally planned (refer to Appendix 4). become more successful. Ultimately, this means that the ARWE and its 28 “The Power of Partnership-Public and Private En- gagement in Hydromet Services” by GFDRR https:// ecosystem is dysfunctional. Donor money is being www.gfdrr.org/sites/default/files/publication/The%20 lost, equipment and software are left redundant, Power%20of%20Partnership_WEB.pdf The African Regional Weather Enterprise— Current Private Sector Landscape | 39 Graph 08: The main implementing partners of the NHMS in Global Company Survey ARWE (internal source) Other 5% Private consultant Public entities (specialized 11% governmental agencies) Private sector 29% (international companies) 4% Private sector (national companies) International 15% non-governmental organizations Non-governmental 20% organizations (national, regional) 16% Understanding how the NMHS collaborate with have not engaged with the WMO or the World Bank partners to implement hydromet projects is a on PPE initiatives, such as the Open Consultancy good indicator of the maturity and autonomy of Platform or the Global Weather Enterprise Forum. an agency, authority, or department. According With so many companies not fully understanding to the survey, the NMHS turn mostly to their what PPE is, there is still much work to be done to national counterparts (mentioned in 29% of bring all actors within the ARWE into synergy. cases as answer to the survey question on main implementing partners), in addition to the local n The necessity of increasing stakeholder private sector companies (15% of the answers). adoption of PPE With the largest influence coming from IOs and Unfinished hydromet projects can sometimes be NGOs as implementing partners (in 36% of the explained by one or more of the actors not taking cases), remaining as the major source of funding complete responsibility for their part of a partner- for NMHS. Private consultants are also key players ship (assuming they understand their responsibili- in the process, being mentioned in 11% of the cases ty). This can include financial issues of the principal (see graph 08). contractor, delivery of unsuitable equipment, legal n Understanding the PPE concept insecurity linked to incomplete or not-fit-for-pur- For 70% of respondents in support of PPE in the pose drafted tenders, or lack of profitability linked ARWE, the will to understand and take part is to the erroneous adoption of an overly optimistic clearly apparent. Yet most of those respondents business models. The causes for the delay or in- still lack knowledge of the actual meaning of completion of projects are manifold, but they are the concept, particularly the interchangeability not necessarily inherent. Most can be solved. between PPE and PPP, which is not uncommon of private and public sector actors in the ARWE. A misunderstanding of the conceptual framework This could explain why over 50% of respondents of a partnership, within a specific project, can 40 | The African Regional Weather Enterprise— Current Private Sector Landscape also be the cause of incomplete implementation. ❱ Work toward a common goal These issues are reason enough to show the need Any partnership, big or small, will work best for understanding the necessity of PPE and its when there is a shared goal. Establishing a paramount importance to the successful growth of common purpose sets the foundation and the ARWE. acts as the glue in holding partners together. Throughout the partnership, stakeholders must Throughout a project, the value chain can be keep this shared goal so that organizations and interrupted by a lack of vital communication employees alike will be motivated to create an between actors and through conflicting motivations experience that will positively affect end-users. (e.g., short term vs. long term, immediate financial profit vs. sustainable development, political and ❱ Identify the gaps and opportunities financial issues vs. the public interest). The human The greatest success comes when opportunity factor and the quality of human relations remain drives collaboration. Partners—whether internal essential elements in the success of projects, based or external—need to first identify the specific on a championing of co-responsibility by all actors. challenge they can solve. They must look at their customers or end-users and consider what To make sure future projects are successful beyond their issues are, what concerns them, and what implementation, PPE must be unequivocally un- would assist them to positive effect. derstood. Refinement by good practice and feed- back promotes and fosters a stronger value chain. ❱ Work toward each actor’s strengths Strategic partnerships enable teams to bring the best of their talent and strengths forward. Every 4.2.3. Improving PPE person and business has unique strengths, and As with most initiatives, some actors may be developing partnership strategies that play to resistant to partnership. But the reality of today’s those strengths will create a greater possibility hydromet landscape means that partnerships are of success. the key to better serving end-users by combining talent, expertise, technology, and purpose. While ❱ Articulate more complex partnerships the results are great, PPEs require thoughtful The private sector, alongside continental consideration to ensure sustainability can be universities, can play an important role to achieved. However, much remains to be done to complement NMHS in the provision of specific promote the PPE approach for industry adoption. hydromet services. About 40 Southern African universities provide programs and research The results of this survey allowed for better related to weather, climate, water, early warning, understanding of how private actors see, from and disaster risk management. As such, Southern their own objectives and constraints, possible Africa is uniquely positioned to facilitate much of improvements in the way they work with public the required training within the region.29 institutions, IOs, and academic organizations. 29 World Bank, 2021. A Regional Analysis of Weather, Cli- They also showed there are five major cornerstones mate, Water, and Early Warning Services in Southern Af- necessary to improve partnerships: rica: Status Quo and Proposed Actions The African Regional Weather Enterprise— Current Private Sector Landscape | 41 ❱ Emphasize communication 4.2.4. PPE Typologies, The Toolkit For a partnership to succeed, clear communi- The OECD-DAC released a comprehensive private cation between partners is essential. For exter- nal partnerships, in-person and virtual, con- sector engagement toolbox,30 which is highly ferences, symposiums, and meetings can go a relatable to the PPE’s typology. The classification long way in developing a solid working rapport. is need-driven from a public-perspective, ensuring Open and effective channels of communication that mechanisms are available to support 1) inclusive between members of the partnership or alliance multi-stakeholder initiatives as well as individual will ensure that there are no misaligned expec- partnerships, 2) use of centralized and decentralized tations between parties. engagement mechanisms, 3) integration of responsible business conduct into private sector Important breakthroughs and progress cannot engagements as an objective of specific initiatives happen in silos. Working collaboratively with and a criterion for partnership, and 4) engagement partners to solve problems, within an organi- with other stakeholders to harmonize efforts, reduce zation and within the ARWE ecosystem, gener- duplication, share risk, and realize scale. ates the kind of energy that fuels innovation, progress, and growth. Developing value-aligned The holistic toolbox recognizes how the public sector partnerships that focus on common goals and should shift to a theory of change when involving complementary strengths is key to ensuring the private sector and recognize its intrinsic values successful outcomes for all. to help achieve specific development results. The toolbox is segmented in five items: In conclusion and based on this synthesis of those private sector viewpoints and further considerations n Knowledge and information sharing listed in this sub-chapter 4.2, it appears necessary Rationale Need to rely on improved means of to carry out a series of actions not only to further information distribution, tools and promote PPE (information, communication) but innovative approaches to address- also to: ing hydromet challenges. ❱ show the concrete benefits to all stakeholders Manifestation Multi-stakeholder networks, (advocacy), learning platforms, conferences, seminars, workshops, other events, ❱ develop working methods approved by all (based funding for research. on reference texts), sharing of good practices Stakeholders Academia or a research body in ca- via dedicated platforms, seminars, professional pacity of facilitating learning op- congress, and portunities. ❱ have a system for specific assessment of the hydromet value chain in the framework of PPE, including the difficulties encountered in carrying 30 OECD, Private sector peer learning policy brief 1. Re- trieved from https://www.oecd.org/dac/peer-reviews/1- out each major project and assessment for the Holistic-Toolbox-for-Private-Sector-Engagement-in- satisfaction of end-users. Development-Co-operation.pdf 42 | The African Regional Weather Enterprise— Current Private Sector Landscape n Policy dialogue of capacity development program- Rationale Develop policy agendas and frame- ming, mentoring, peer-to-peer. works at international, national Stakeholders All. and local levels that reflect all par- ties’ interests. Change behaviour n Finance such as through improvements in Rationale Leverage or raise private sector fi- corporate practices and industry nance and investment promotion. standard-setting. Test innovation and scale suc- Manifestation Multi-stakeholder networks, plat- cess. Monetize development re- forms and fora, cross-sector sults. Support expansion of more roundtables, specialised hubs or and better business including institutions, institutionalised di- through the promotion of busi- alogues ness-to-business partnerships, inclusive business, responsible Stakeholders Policy dialogue for hydromet is re- business and corporate social re- inforced by numerous continental sponsibility. Harness private sector or regional initiatives by respec- expertise and market-based solu- tively encompassing various or- tions to development challenges. ganizations or institutions. The challenge lies in the transcription Manifestation Private sector instruments includ- of such superseding agreements in ing grants, debt instruments, PPP, the national legislation. finance instruments, equity and shares in collective investment ve- n Technical assistance hicles, guarantees and other un- funded liabilities. Rationale Enable private sector actors to ef- fectively engage in development Stakeholders All. programs. Improve private sector actors’ operational capacities and effectiveness. 4.2.5. Climate Services and Data Policies Manifestation Business advisory services, cham- ❱ Observing networks: the gap in the bers of commerce. meteorological value chain Weather, water, and climate services rely on a Stakeholders Private sector companies, aca- consistent, coordinated system for real-time demia. gathering and exchange of observations at the global scale. The use of satellite imagery plat- n Capacity development forms, held under open-source resource for Rationale Improve capacities of private sec- Earth observation data, can bolster unprec- tor actors to contribute to devel- edented levels of access to data across Sub- opment results. Change or modify Saharan Africa. This is demonstrated by a cur- business operations. rent project held under the International Water Manifestation Training activities and other forms Management Institute (IWMI) to develop appli- The African Regional Weather Enterprise— Current Private Sector Landscape | 43 cations for detailed analysis on continent-wide ing networks once grants cease; 2) substantial water levels and supplieses. 31 technical challenges in sharing national data to the regional and global services (under WMO - Most recently, in the meteorological sphere, the OSCAR33) due to bad telecommunication capa- European meteorological satellite agency (EU- bilities or internet shortage; and 3) discrepan- METSAT) launched late 2022 the first satellite cies in formatting, preventing the international in its Meteosat Third Generation system, which exchange of data and therefore the quality of will provide higher resolution images of Africa forecast product available. every 10 minutes. It aims to empower African NMHS to provide more precise, faster warn- A good illustration is a recent UNDP project in ings and predictions of severe weather events Malawi, implemented in 2019, which support- to their populations, first responders, and civil ed the installation of 50 AWS but showed lit- authorities. Satellite observations can help en- tle improvement in the level of climate services sure a realistic model representation of large- provided. An investigation led by WMO in 2021 scale atmospheric dynamics in the upper layers revealed that no data was available to the NMHS of the atmosphere but fail to address and fore- headquarters, despite an effective AWS network, cast surface weather. The meteorological val- due to the data incompatibility (proprietary for- ue chain requires both levels (atmospheric and mat) with the WMO standard (Binary Universal surface-based observations) to establish accu- Form for the representation of meteorological rate analytical models. data, or BUFR34). ❱ Data exchange incentives ❱ Advocacy, policies, and new mechanisms In Sub-Saharan Africa, the ability to collect, The 2021 Extraordinary World Meteorological aggregate, and develop models to further dis- Congress (October 11-22) approved the WMO tribute information meets striking differences. Unified Data Policy along with two other ini- Persistent capacity gaps in surface-based ob- tiatives: the Global Basic Observing Network servations have triggered numerous develop- ment projects providing financial support to 33 OSCAR: Observing Systems Capability Analysis and Re- view strengthening meteorological observing net- 34 The BUFR is a binary data format maintained by the works. Despite these efforts, which are usually WMO. The latest version is BUFR Edition 4. BUFR Edition single-country focused, the number of radio- 3 is also considered current for operational use. BUFR was created in 1988 with the goal of replacing the WMO’s sonde observations over Africa provided to the dozens of character-based, position-driven meteorolog- global models was cut in half between 2015 and ical codes, such as SYNOP (surface observations), TEMP 2020.32 Several accumulating factors feed this (upper air soundings) and CLIMAT (monthly climatolog- ical data). BUFR was designed to be portable, compact, suboptimal situation: 1) lack of incentive for and universal. Any kind of data can be represented, along the NMHS to maintain and operate the observ- with its specific spatial/temporal context and any other associated metadata. In the WMO terminology, BUFR be- longs to the category of table-driven code forms, where 31 Digital Earth Africa initiative. Retrieved from: https:// the meaning of data elements is determined by referring www.digitalearthafrica.org/and the Open Data Cube to a set of tables that are kept and maintained separate- initiative. Retrieved from https://www.opendatacube. ly from the message itself. Retrieved from https://etrp. org/ wmo.int/pluginfile.php/30810/mod_resource/content/1/ 32 WMO Bulletin n°: Vol 70 (2) (2021) Bufr_decoding.pdf 44 | The African Regional Weather Enterprise— Current Private Sector Landscape (GBON) and the Systematic Observations Fi- that the strongest impediments to the use of nancing Facility (SOFF). SOFF 35 was released in climate services are often contextual or institu- mid-2022 by a consortium of the WMO, UNDP, tional36 In Sub-Saharan Africa, regional climate UN Environment Programme (UNEP) and its fora—such as the Greater Horn of Africa Climate partners in the Alliance for Hydromet Develop- Outlook Forum (GHACOF), the Climate Outlook ment (AHD). SOFF focuses on providing sup- Forum for Sudano-Sahelian Africa (Prévisions port with result-based grant to calibrate, es- Climatiques Saisonnières en Afrique Souda- tablish, and sustain a complying GBON. Since no-Sahélienne, PRESASS), and the Southern Af- 2010, the African Climate Policy Centre (ACPC) rican Regional Climate Outlook Forum—provide has served as the knowledge-management and powerful platforms for raising awareness about policy-facilitation arm of the Climate for De- climate services; sharing experiences on their velopment (ClimDev) Africa Programme, host- production, delivery and use; and translating ed under the umbrella of the UNEC for Africa. user needs37 The GHACOF and the PRESASS are A recent co-publication from the WMO, titled the two climate outlook forums with which the “Integrated African strategy on meteorology Weather and Climate Services for Africa (WISER) (2021-2030),” outlines the importance of PPE primarily interacts. in several instances, specifically stressing the benefit of the collaboration between NMHS and In regard to funding, there is consensus that the private sector. some public funding is crucial to maintain scien- tific independence and fulfill the “public goods” ❱ Technical cooperation and partnerships (PPE) role provided by NMHS. NMHS can also engage Limited PPE have often presented an additional in commercial relationships with the private barrier to strengthening the relevance and ex- sector. In Sub-Saharan Africa, South Africa and, panding the use of climate services. It appears more recently, Kenya gained in 2020 the ability to generate dedicated revenue streams such as treasury disbursements approved by Parliament, 35 SOFF is a dedicated mechanism providing long-term grants and technical assistance, with a focus on SIDS and direct external donor financing, the imposition LDCs, to enable sustained compliance with the Glob- of fees upon other governmental agencies for its al Basic Observing Network. SOFF will focus exclusive- services, and commercialization of services.38 ly on the initial part of the meteorological value chain and will be administered through a UN Multi-Partner Trust Fund office. SOFF will support countries to gen- The recommendations proposed in the following erate and exchange basic observational data critical for Chapter continue on this trajectory. improved weather forecasts and climate services. It will provide technical and financial assistance in new ways— applying internationally agreed-upon metrics— the re- quirements of the GBON - to guide investments, using data exchange as a measure of success, and creating lo- 36 Vaughan, C. and Dessai, S. (2014) Climate Services for cal benefits while delivering on a global public good. By Society: Origins, Institutional Arrangements, and Design working with this initiative, which caters for 68 SIDCs Elements for an Evaluation Framework. Wiley Interdisci- and LDCs, the vast majority of NMHS in Sub-Saharan plinary Reviews-Climate Change, 5, 587-603. Retrieved Africa will have the opportunity to use the facility to from http://dx.doi.org/10.1002/wcc.290 continue operations, maintenance, and continue projects 37 Mairi Dupar, Lena Weingärtner and Sarah Opitz-Staple- and thus ownership within an accommodating and de- ton “Investing for sustainable climate services: insights fined structure. Retrieved from: https://library.wmo.int/ from African experience” (2021) doc_num.php?explnum_id=10378 38 Refer to Section 4.1. The African Regional Weather Enterprise— Current Private Sector Landscape | 45 5. LESSONS LEARNED AND RECOMMENDATIONS C onsidering the qualitative and quantitative data reach their sustainability goals. The findings and collected for this study, the initial conclusions recommendations focus on the private sector’s cover the fundamental and current aspects of contribution to the ecosystem, including the most the ARWE’s landscape, followed by a focus on the impactful points of intersection to address these potential for value chain progression in the region. weaknesses, solving issues and strengthening links in the value chain by contributing directly, n ARWE is a growth region for the hydromet market the evolution and modernization of the entire driven by high-potential, strong demand for ecosystem, and playing an increased role in the hydromet and early warning goods and services development of local economies. and considerable long-term investment from the donor community. However, the hydromet market The survey answers give information for in the ARWE is currently hampered by value chain recommendations to improve the landscape for disparities between countries and by sector. The hydromet and EWS in Africa. They also aim to needs of hydromet services, issues in accessing create a favorable market environment in each high-accuracy data, information, and services are country for (1) enabling PPE for improved services all growth inhibitors to NMHS, illustrated in the provision and AWS in Africa (2) the promotion and case studies section (refer to Section 4.1). development of hydromet PPEs, and (3) an approach dedicated to foster the development of the private ARWE is a vibrant ecosystem, but any significant sector and local enterprises in the ARWE. change affecting one of its key actors (public insti- tutions, international organizations, private com- panies, or academics) detrimentally affects the 5.1. Improve the ARWE Landscape for Hydromet others and therefore the hydromet projects them- selves. While this report focuses on the hydromet and EWS in Africa private sector, the conclusions and recommenda- The African market is uniquely positioned to tions concern not only private actors but also the develop the hydromet industry with great potential relationships and interactions of these private ac- for private actors to have a positive lasting impact tors with other actors in the hydromet field. while generating revenue. However, the significant disparities between countries and sectors have in n ARWE’s structural weaknesses create challenges the past made it a complex and fragile ecosystem. for public actors (such as governance, capacities, This type of landscape requires the development of and skills) facing difficulties in securing and a comprehensive and inclusive strategy. Yet, due to controlling sustainable public funding. There the heterogeneity of the ecosystem, it is arguably are often incomplete needs assessments of too early and too difficult to establish a complete end-users and a low percentage of completed “Strategic plan for the private hydromet sector in projects, meaning that often projects do not Africa,” even though it would be of great use. 46 | The African Regional Weather Enterprise— Current Private Sector Landscape Progress can be made by creating a buoyant ❱ Publish a booklet, “Guidelines for companies wishing landscape for hydromet private actors to work to work in the hydromet sector in Africa” (see R3), to in through the implementation of some of the reach greater efficiency and lower the market- following recommended actions. The objective entry barrier for interested companies. It would is not only to create a favorable environment for detail the realistic needs of project management private actors, but also to allow the development of (normative and operational), initially from a Sub- public-private and academic engagements, giving Saharan perspective. It could then be adapted at all stakeholders a coherent structure with a clear the sub-regional and possibly national levels. route to success. n At the national level, there is an expressed Several avenues can be explored: interest in reports such as the National Framework for Climate Services (Burkina Faso, Kenya, Niger, n There are substantial differences, inconsistencies, Senegal). In countries where there are no hydromet and major gaps in national and regional legal plans, a National Hydromet Development Plan (see R4) should be produced and implemented, initially environments for businesses. Significant work through a few pilot projects. These plans should, remains to be done to remedy this, notably to among other goals, place particular emphasis on develop and circulate at the continental level private sector involvement, including: good practices of laws, regulations, norms, and core standards. The aim would be to foster, for ❱ playing an increasing role in the development of example, the reduction of bottlenecks linked to local economies through (i) provision of services inconsistencies in bureaucratic governance or low directly delivered to end-users, (ii) economic accuracy of standards (see R1). This corpus of laws stimulation through job creation as the market would most likely be adapted at the national or develops, and/or (iii) creation or strengthening regional levels to account for local nuances while of existing African companies in the hydromet maintaining a common lexicon and engagement sector. toward the value-chain practical adoption. ❱ building internal capacity of those responsible n Many companies approach the hydromet market for the governance of the public sector toward in Africa with limited knowledge, leading to improving its functioning (including through implementation issues and lost opportunities. To education and training, scientific research, avoid these mistakes, it is recommended to: technology, modeling, forecasting, and creation and delivery forecast products). ❱ Increase and incentivize access to corpus of regulations, databases, sharing of experiences, and ❱ distinguishing companies entrusted with a public best practices on dedicated networking platforms service mission (by delegation and application of in cooperation with local/regional business a principle of subsidiarity) as well as companies associations and IOs (see R2). This would provide that can be temporarily incorporated into specific a communal, virtual, and/or in-person space development projects. where all actors involved in the hydromet sector that wish to participate can expand on and ❱ establishing national hydromet plans inclusive expedite collaborative work efficiently. of international interest regarding the collection The African Regional Weather Enterprise— Current Private Sector Landscape | 47 and dissemination of data. The Sub-Saharan online, is currently not widely, directly Africa countries will be eligible if they meet the disseminated, nor well understood by the private WMO’s requirements to join the GBON initiative and the public sector actors in the ARWE. Additional and contribute to the international network of and more targeted advocacy is required to bring about data collection. One of the interesting aspects of meaningful change in the comprehension of what PPEs GBON is its access into SOFF funding for LDC in 39 are (see R5); for example: setting up advocacy, the ARWE. information, and knowledge-sharing actions such as symposiums, seminars, conferences, and events n Finally, all progress should be regularly monitored to improve perception and trust, and to propagate and evaluated by a “Strategic Review—Progress and the necessity of PPE in Africa. Challenges” (see R4). This could be carried out and presented at regular intervals (for example, Discussions among all stakeholders continue biennially) during major congresses or hydromet to be necessary to achieve a shared vision and events organized by third-parties or IOs with understanding of PPE within the hydromet sector. professionals in the field. For the private sector, the A document reflecting agreed-upon definitions and Strategic Review would focus on: a common lexicon40 could be distributed, serving as a central point of reference for all engaged ❱ improving the private sector’s role in the ARWE, participants in the sector. through cooperation with the public institutional sector and other stakeholders (academia, Building on this approach could be the creation multilateral aid donors, and/or non-profit and dissemination of a “Charter of public-private organizations). engagements in the hydromet sector” (see R6) which would also serve as a central point of reference, ❱ identifying and implementing global measures perhaps including a standard community “code promoting partnerships between private actors of conduct” that empowers stakeholders to act and other stakeholders, focusing specifically on in cohesion and synergy. Once this charter has private-to-private sector interactions. empirically proven its merits, comparable charters could be replicated in other continents around the ❱ developing of African companies to increase world. ownership by local and regional actors, give greater consideration to end-user demand, and This consists of engaging the private sector partners encourage bottom-up approaches. of hydromet projects to voluntarily commit to investing in the principles and structural pillars of PPE. Relevant pathways could include 1) non- 5.2. Promote and Develop Partnerships and PPEs legally binding articles of the charter as necessary in the Hydromet and EWS Sector elements in tenders; 2) encouraging private actors who work in the hydromet sector to join the charter The study showed that the concept of PPE, notwithstanding the wide range of information 40 Since February 2023, the WMO has offered a comprehen- sive online course on PPE in Weather, Climate and Water Services. Available at https://etrp.wmo.int/course/view. 39 Refer to Section 4.2.5. php?id=277 48 | The African Regional Weather Enterprise— Current Private Sector Landscape on a voluntary basis to solidify their position as ministries, public agencies, and NMHS) to promote an invested stakeholder in the progression of PPE direct B2B and B2C (and other potential configurations within African hydrometeorology; 3) encouraging such as B2B2C, B2G2C, and G2B2C) approaches when professional organizations in the sector to have they appear to be the most efficient (see R7) to their members adhere to the charter; and 4) assess needs, determine the responses required, developing professional organizational norms and and be part of the solution for the delivery of goods standards that comply with the charter and are in and services. agreement with its vision. To ensure immediate international adoption and recognition, the charter could be developed by the WMO or through one of 5.3. Foster the Development of the Private its dedicated initiatives (for example, the AHD). Sector and Local Enterprises Although this project’s survey responses indicate Although progress has been made in recent years, that even the scope and duration to create an African companies in the hydromet sector are operational PPE repository is large and complex, still few compared to foreign companies. Several hydromet projects should gradually take place within measures can be implemented simultaneously to the framework of this shared vision of PPE favoring accommodate regional and/or national company stakeholder co-responsibility (see R6). growth: Sub-Saharan Africa’s public sector actors in ❱ Once the legal environment has been clarified (cf. hydromet can be apprehensive about delegating R1), there are various economic, social, banking, part of a project’s management to private actors and fiscal incentives (see R10) that can be decided (in most cases, private actors work under the sole and implemented. These provisions are the authority of administrations or public agencies responsibility of each government, but there is a after winning a call for tenders). However, this great need to coordinate them at the sub-regional perception is changing and more companies level to avoid fiscal dumping and facilitate working directly for other companies (or non- harmonized infrastructure development. state actors like NGOs). This may be the case, for example, with sub-contractors participating in the n It is essential to assist national businesses to data collection value-chain. better seize their local and regional, internationally collaborative market opportunities; hence the Companies or associations can also be the last link importance for public authorities to communicate in the data distribution value-chain by providing effectively on projects in advance of their launch services to end-users, especially farmers, in the (see R9), particularly when they are planned and form of data or appropriate advice on its use. These elaborated within the framework of a National B2B and B2C developments must be considered Hydromet Development Plan (cf. R4). and promoted in PPEs, in particular within the framework of the “National Hydromet Development n The success of a hydromet project relies and Plan” (cf. R4) when it exists and/or at the level should be measured on the ability of all stakeholders of each project. There is a need for institutional to work together to the satisfaction of end-users. managers (in charge of public procurement within Concerted efforts are required to understand in- The African Regional Weather Enterprise— Current Private Sector Landscape | 49 country needs and develop and implement well- n African companies in the hydromet sector are tailored solutions. This study shows that much still few compared to foreign companies. They are remains to be done for private sector companies geographically disparate, often poorly connected to be more involved in this vision. It is therefore with one another, and rarely registered with necessary to favor the participation of local businesses ministries and public agencies, especially when that can achieve shared objectives for end-user hydromet projects are being developed. To improve satisfaction (see R8). this situation, efforts must be made to promote the emergence of hydromet technology spin-offs In practice, building toward the full support of and business networks, clustered around either local end-consumers and allowing the population to universities or technological hubs (see R9). take ownership of projects requires an evaluation of companies that wish to participate in a “real Finally, it is of utmost importance to ensure the needs” assessment; promote bottom-up approaches; long-term performance of technical equipment and determine appropriate responses; and adapt their installations. Equipment malfunctioning due to products and services to end-users, rather than maintenance issues is a major source of loss of value delivering a turnkey, “one-size fits-all” offering. and can be demotivating for NMHS staff and others needing to use it. One of the most promising ways While stakeholder satisfaction is indeed a to foster the ownership of technical achievements requirement, a formalized, systematic inclusion of by communities is to empower local private sector end-user requirements in both the planning and actors through private-private engagement to ensure implementation phases, would provide invaluable the long-term functioning of technical installations data to allow for further improvement of the and equipment (see R10). Local actors are best products, processes, and services to the advantage suited to answer customer satisfaction, and they of the users themselves. Such an approach would can intervene swiftly to adjust to the local dynamic lead to a more permanent adoption of the products and shifting ecosystem. and services provided and could positively influence the perception of public and private actors to end- users. 50 | The African Regional Weather Enterprise— Current Private Sector Landscape Recommendations Goal 1 Create an enabling environment for public private engagement for improved service provision for hydromet and EWS in Sub- Saharan Africa. R1. At the continental level, develop and circulate good practices of laws, regulations, norms, and core standards. R2. Support the development of policy and legal framework that is conducive to PPE through facilitation of knowledge generation and exchange, documentation and dissemination of good practices, progress, and challenges, using dedicated networking online platforms and communication campaigns. Publish a booklet, “Guidelines for companies wanting to work in the hydromet sector in Africa,” detailing R3. the realistic needs of a hydromet project’s management (normative and operational) in Sub-Saharan Africa. R4. Where not already formulated, establish and implement in each country a “National Hydromet Development Plan” with an emphasis on private sector involvement and the various partnerships (such as PPE) with other stakeholders to improve and secure the development across the complete hydromet value-chain. Such a plan should promote new models of cooperation that go beyond the still-dominant “public-to-private” contractual paradigm, which fosters effective investment priorities. Regularly examine all progress and achievement, within the framework of a “Strategic Review— Progress and Challenges” to assess how the hydromet private sector is developing in Sub-Saharan Africa. The African Regional Weather Enterprise— Current Private Sector Landscape | 51 Goal 2 Promote partnerships and PPEs in hydromet and EWS in Sub-Saharan Africa. R5. Create more advocacy, information, and knowledge-sharing actions to facilitate the comprehension of what PPE is, improve trust, and propagate the need for PPE to be adopted throughout the hydromet sector in Africa. These can be done through symposiums, seminars, conferences and hydromet private sector regional events, and/or setting up platforms for continuous dialogue between public and private sectors. R6. Establish and communicate agreed-upon definitions and a shared common lexicon of PPE. Then, based on multi-stakeholder acceptance, publish a “Charter of public-private engagements in the hydromet sector in Africa,” empowering key stakeholders to act in growing cohesion. Take actions so that hydromet projects gradually become commonplace within the framework of a shared vision of PPE and key stakeholders’ co-responsibility, to (1) encourage private actors who work in the hydromet sector to join the charter on a voluntary basis to promote solidarity with the vision; (2) include non-legally binding articles of the charter as contextual elements in calls for tenders; (3) encourage professional organizations in the hydromet sector to have their key members adhere to the charter; and (4) develop norms and standards with these professional organizations that comply with the charter. To ensure an immediate international adoption and recognition, the charter could be developed by the WMO or through one of its dedicated initiatives (for example, the AHD). R7. Within the framework of the “National Hydromet Development Plan” (cf. R4) and PPEs, promote direct B2B and B2C (and other potential configurations such as B2B2C, B2G2C, and G2B2C) approaches when they appear to be more efficient than the usual “public to private” contracting paradigm to assess needs, determine the responses required, and be part of the solution to deliver goods and services. 52 | The African Regional Weather Enterprise— Current Private Sector Landscape Goal 3 Foster the development of the private sector and local enterprises. R8. Encourage the participation of PPE-focused businesses in development projects, in particular through: (1) participating in the creation of a dedicated network to provide grassroots “real needs” assessments involving local stakeholders; (2) promoting bottom-up approaches with consultation mechanisms; (3) adapting their products and services to end-users rather than delivering turnkey “one-size- fits-all” projects; and (4) using innovative technology when available to enhance services for end- users. R9. Promote the growth and emergence of new hydromet technology spin-offs and business networks clustered around either local universities or technological hubs. R10. Empower local private and public sector actors through private-private engagement to ensure the long- term functioning of technical installations and equipment produced by the international private sector. It is also important to set up economic, social, banking, and fiscal incentives for the development of companies in the sector. Assistance can also be provided to a country’s businesses and entrepreneurs in finding and developing local and regional market opportunities and to organize the continual dissemination of market- and project-relevant information in each country or at the sub- regional level (especially the communication by public authorities on projects in advance of their launch, when they are planned within the framework of the National Hydromet Development Plan (cf. R4)). The African Regional Weather Enterprise— Current Private Sector Landscape | 53 Feasibility Timeline for the Recommendations Time frame Short-Term Mid-Term Long-Term (1-2 years) (2-5 years) (5+ years) Recommendations R1 Body of model laws, regulations, norms, and core standards Compendium of reference documents (corpus of regulations, data bases, sharing of R2 experiences, and best practices) R3 Guidelines for companies wishing to work in the hydromet sector in Africa National Hydromet Development Plans with regular Strategic Review—Progress and R4 challenges R5 PPE: Advocacy & education R6 PPE: Lexicon and charter, and promotion of Hydromet projects in the framework of PPEs R7 Facilitation of B2B and B2C approaches R8 PPE-focused business in development projects R9 Hydromet technology hubs and spin-offs R10 Long-term functioning of equipment through PPE 54 | The African Regional Weather Enterprise— Current Private Sector Landscape Conclusions This study has highlighted key traits of the private investing in innovative solutions that deliver more sector in its capacity to develop and deliver hydromet reliable forecasting and efficient services. and EWS in Sub-Saharan Africa. The results of the study show the current reality of the ARWE, areas However, too many hydromet projects do not finish to be championed, and areas for improvement. satisfactorily, and in some cases not at all: The analysis was based on publicly available ❱ Projects that meet limited success typically have information and qualified with direct questionnaire institutional weaknesses; in some cases, a lack surveys and follow-up explorative and semi- of post-implementation ownership of projects structured interviews with: public entities, private leads to insufficient service provisions. Project companies, industry associations, IOs, development management difficulties—to which all actors banks, NGOs and independent experts. The are susceptible—lead to disruptions in the value- conclusions and recommendations presented in chain, notably after the period where a transfer of this final chapter summarize the findings and ownership should have taken place. evidence detailed in the previous chapters. ❱ PPE is, in the majority of cases, still misunderstood, n The ARWE is a regional exemplar of the value of leaving a low probability of successful imple- international cooperation, PPE, and scientific and mentation and allowing for recurring problems technological knowledge, and how an ecosystem to be encountered. can represent a market that is smaller than other regional markets and has true potential, but also has n Four tracks must be pursued simultaneously to fragility and sustainable development challenges. ensure the complete and successful implementation of hydromet projects in Africa: There is a fast-growing awareness from stakeholders of the value of an efficient meteorological and ❱ Put efforts into ensuring that stakeholders hydrological information and services system, are fully cognizant of the relevance of PPE: which translates into the following practical advocacy, information, and communication actions; measures: a publication of a charter serving as a reference for all actors concerned; continued inclusion of ❱ Improving the hydromet and EWS requires a PPE in calls for tenders; inclusion of a dedicated multi-stakeholder approach with positive synergy agenda topic on PPE during hydromet seminars, toward common goals among all actors. strategic reviews, and IO symposiums; and wide dissemination on dedicated platforms and via ❱ The private sector, along with the academic professional networks of best practices with community, must play an increasingly important successful PPE examples. role in pushing the frontiers of knowledge and The African Regional Weather Enterprise— Current Private Sector Landscape | 55 ❱ Work to strengthen the capacity of all stakeholders of up approaches, and adapt their products and the ARWE, starting with public actors, to develop services to end-users rather than providing synergies and dynamics at the governance level. turnkey “one-size-fits-all” offerings. Increased cooperation will ensure stronger hydromet value chains and prevent disruptions The reality of hydromet projects in Sub-Saharan towards greater capacity for the well-being of all. Africa calls for renewing the approach to strengthening hydromet and EWS in the region by ❱ Improve the legal environment and institutional taking into account the main conclusions of this governance to allow better early-stage inclusion report. These conclusions advocate new types of of private actors in hydromet and EWS projects. engagement between private actors, academics, For increased market access, private sector IOs, and the public sector. companies must be able to navigate procedures with clear and solid market mechanisms. It is within such a renewed framework and forthcoming investment in the region that the ❱ Set the priority toward end-user satisfaction and private sector will be able to fully play its role in develop project evaluation, including PPE KPIs. countries that face adversity in meeting the ever- This means valuing companies which, among increasing demand for more sophisticated services other things, participate in a public-private to protect lives and property, and to support their assessment of “real needs,” promote bottom- national economies for the prosperity of all. 56 | The African Regional Weather Enterprise— Current Private Sector Landscape Table of Appendices Appendix 1. The Concept of Hydromet Value Chain............................................................................ 57 Appendix 2. Survey: The Hydromet Private Sector.............................................................................. 58 Appendix 3. Survey: The ARWE by NMHS.......................................................................................... 61 Appendix 4. Success rate of companies fully implementing a hydromet project as originally planned.... 63 Appendix 5. Origin of Companies in Global Survey ARWE................................................................... 63 Appendix 6. Business Type in Global Survey ARWE............................................................................64 Appendix 7. Products and Services in Global Survey ARWE................................................................. 65 Appendix 8. Geographical Distribution per Country per Active Donors in 2020.....................................66 Appendix 9. Table of Assistance Aid Project Portfolio......................................................................... 68 Appendix 10. Global Environment Facility and Green Climate Fund...................................................... 82 Appendix 11. Table of World Bank Hydromet Projects.......................................................................... 83 The African Regional Weather Enterprise— Current Private Sector Landscape | 57 Appendix 1. The Concept of Hydromet Value Chain The hydromet value chain, The World Bank “The Power of Partnership”, 2019, page 5 Institutional capacity Research and development Education and training Numerical Issue Buisiness Generate Tailored Observations weather official data forecast services predicion warnings collection Data aggregation; data and information dissemination Infrastructure; specifically power and ICT 58 | The African Regional Weather Enterprise— Current Private Sector Landscape Appendix 2. Survey: The Hydromet Private Sector The survey of the hydromet private sector companies was distributed to 300 international companies, out of which 87 completed the questionnaire. Here is the extract of the mailing list (62 out of 300) and the first pages of the survey as an illustration. Extract of the mailing list of international private sector companies Company Title Country AccuWeather Director United States AE MONITORING VP—Strategy United States Airmar Technology Corporation Managing Director United States Anemoment LLC Co-Founder United States Aquobex Sales and Admin United Kingdom ArabiaWeather Inc Founder and CEO United Arab Emirates BARANI DESIGN Technologies s.r.o. CEO Slovakia Baron Services Inc. United States CAE SPA Marketing Italy Campbell Scientific Managing Director United States Cimel CEO France ClimaCell CSO United States Comptus President United States CRAY INC CEO United States Delta OHM Global Business Development Italy Delta-T Devices International Sales Manager United Kingdom DTN General Manager United States Earth Networks SVP—Global Sales United States Enterprise Electronics Corporation Director—Strategic Business Development and Partnerships/Meteorologist United States Fairmount Weather Systems Ltd Managing Director United Kingdom Figtree Environmental Director United States FT Technologies EMEA Director United Kingdom Geolux d.o.o. CTO and Co-founder Croatia Google Cloud Head—Data Analytics & AI Solutions United States Graw Radiosondes CEO Germany High Sierra Electronics Business Strategist United States IBL software engineering CEO Slovakia IBM Director United States Ignitia COO Portugal InterMet Africa Director South Africa The African Regional Weather Enterprise— Current Private Sector Landscape | 59 Extract of the mailing list of international private sector companies (cont.) Company Title Country Kilolima (Firnas Shuman) CEO Egypt KISTERS AG Business Development Manager Germany Lambrecht Meteo GmbH Head of Sales Germany LI-COR Director—International Group United States Lockheed Martin Business Development Manager United States LSI LASTEM SRL Managing Director Italy MBW Calibration AG Business Development Manager Switzerland Meteoblue AG CEO Switzerland Meteomodem Sales Manager France MetSpec Ltd Director United Kingdom Micro Pulse LiDAR (Leica Geosystems) Director—Atmospheric LiDAR Products United States Microstep-MIS Manager Slovakia Miros Scotland Ltd CEO Norway Nowcast GmbH Managing Director Germany Observator Group CEO Netherlands OTT Hydromet Group Sales Director Germany Pawan Technical Director India Prescient Weather Ltd Managing Director United States Princeton Climate Analytics Global Business Director United States Proton Onsite/Nel Hydrogen VP—Commercial Product Sales United States Pulsonic Director France Rainwise CEO United States S::CAN Regional Sales Manager Spain SEBA Hydrometrie GmbH & Co. KG CEO Germany Siap+Micros S.r.l Director Italy SkyMet Weather Services CEO India Spire Director—Global Validation Model United Kingdom Sterela Head of METEO France Sutron Corporation VP Global Sales Germany The Republic Group Director United States The Weather Company, an IBM Business Director—Weather Strategy United Kingdom UCAR/COMET Assistant Director—Int. Capacity Dev United States The survey targeting international private sector companies comprised 39 questions and took an average 44 minutes to complete. 60 | The African Regional Weather Enterprise— Current Private Sector Landscape Extract of the survey targeting the international companies with an interest in the ARWE The African Regional Weather Enterprise— Current Private Sector Landscape | 61 Appendix 3. Survey: The ARWE by NMHS The survey of the ARWE targeted 48 NMHS distributed, out of which 28 countries answered. Below are the first pages of the survey as an illustration. The results of the survey are based on the contribution of the following countries: Angola, Cameroon, Chad, Djibouti, Eswatini, Ethiopia, Gabon, Guinea, Guinea-Bissau, Lesotho, Madagascar, Malawi, Mali, Mauritius, Mozambique, Namibia, Democratic Republic of Congo, Republic of Congo, Sao Tome and Principe, Senegal, Seychelles, South Sudan, Sudan, Gambia, Togo, Uganda, Zambia. 62 | The African Regional Weather Enterprise— Current Private Sector Landscape The African Regional Weather Enterprise— Current Private Sector Landscape | 63 Appendix 4. Success rate of companies fully implementing a hydromet project as originally planned 25% – 50% 6.8% 50% – 75% 11.8% < 25% > 75% 38.2% 41.2% Appendix 5. Origin of Companies in Global Survey ARWE Austria 3.7% Canada 3.7% France 7.4% USA 38.9% Germany 11.1% Italy 5.6% UK Slovakia 7.4% 3.7% Spain South Africa 3.7% 3.7% 64 | The African Regional Weather Enterprise— Current Private Sector Landscape Appendix 6. Business Type in Global Survey ARWE 60 Number of Companies 40 27 27 26 20 24 20 17 0 OEM Systems Service Software Full Value- Hardware Manufacturer Integrator Provider Provider Chain Producer, Provider Sensors and Weather Systems Business Type An Au al yz Number of Companies to er m s at an ic d 0 10 20 30 40 W Co ea lle th ct er or S s Ca ta ti lli br o ns at Ba io llo n on Eq ui s pm D at en D a t at Lo a H Vi gg yd su e rs ro al ge iz n at G io n en er Se Sa at ns te or or lli Pr s es te ofi an Eq le d ui Ra rs En pm vi en do ro m nm t/P e ro en du Sc ta c t re lC s en on s tr an ol d s Sh ie So lds un So d ft w Sy M ar st on e em it s or In in te g gr Appendix 7. Products and Services in Global Survey ARWE Al at er io ti Tr n ng ai Sy ni st U n U em Products and Services AV pp g TV s— We er D W a Ai ep Si th r lo ea re er ye th ns Ra So d er an la A tm G d da r r ra M os ph St or ea su ph ic s b es er So Co re ic m m an ft w pu en d ar te t Po e In r st llu Sy r u tio st em m n en s, N ta St VP tio or Sy n G ag e, st as em An ne al tw s yz or er ki s ng an d AW At m O os S ph er ic AB O The African Regional Weather Enterprise— Current Private Sector Landscape | 65 66 | The African Regional Weather Enterprise— Current Private Sector Landscape Appendix 8. Geographical Distribution per Country per Active Donors in 2020 To understand the geographical distribution of the ❱ Zero project: Republic of Congo, Gabon, hydromet projects currently being implemented Sao Tome and Principe, and Somalia in Sub-Saharan Africa, we have compiled the ❱ One project: Central African Republic, single projects and the bundled projects to Equatorial Guinea, Eritrea, and South Sudan assess the discrepancies amongst countries from ❱ Two projects: Botswana, Chad, Seychelles, a macro-perspective and outline the trends. Sudan, and Zimbabwe. The top countries where hydromet projects are implemented are, in decreasing order: Kenya (19), Note: The total number of studied projects is 157 Burkina Faso (17), Uganda (16), Madagascar (14), but, in a few cases, the exact location was not Nigeria (14), Malawi (11), and Niger (10). From a indicated, creating a gap when totalising the macro-perspective, this ranking is in line with number of countries here for example. the continental distribution of assistance aid. The countries where the fewest hydromet projects are implemented over the study period are: Appendix 8. Geographical Distribution per Country per Active Donors in 2020 (cont.) Angola Benin Botswana Burkina Faso Burundi CAR Cabo Verde Cameroun Chad Comoros DRC Côte d’Ivoire Djibouti E. Guinea Eritrea eSwatini Ethiopia Gambia Ghana Guinea Guinea B. Kenya Lesotho Liberia Madagascar Malawi Mali Mauritania Mauritius Mozambique Namibia Niger Nigeria Rwanda Senegal Seychelles Sierra Leone South Africa South Sudan Sudan Tanzania Togo Uganda Zambia Zimbabwe Donor World Bank 1 2 1 1 1 1 1 2 2 3 1 1 1 Acumen Fund 1 1 1 1 1 1 Green Climate Fund 3 2 1 2 2 1 1 1 2 3 1 6 1 4 1 1 2 3 1 5 1 1 1 4 2 3 6 1 African Development Bank 1 1 1 1 1 1 1 1 1 1 (fADB) UN Food and Agriculture 2 1 1 1 1 1 1 1 2 1 1 Organization (FAO) International Bank for Reconstruction and 1 1 Development UNDP 1 1 1 1 1 1 1 1 1 1 1 2 1 1 2 1 1 1 1 1 2 1 1 AFD 3 1 2 WWF Entrepreneurial Development Bank of the 1 Netherlands (FMO) GEF 2 1 5 2 1 1 2 4 4 1 1 2 3 2 1 1 1 1 1 1 1 1 1 ACP EU 1 1 1 1 1 1 2 1 2 1 3 1 2 1 2 1 1 1 1 JICA 2 1 Environmental Investment 3 Fund of Namibia (EIF) European Investment Bank 1 1 1 1 2 1 1 1 1 (EIB) FMO – Entrepreneurial Development Bank 1 1 1 1 1 1 1 1 (Netherlands) World Meteprological 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 2 1 Organisation Nordic Development Fund Observatorire du Sahara et 1 2 1 1 1 1 2 1 1 1 1 1 2 du Sahel (OSS) Total 3 8 2 17 6 1 3 7 2 3 8 6 3 1 1 3 8 7 7 5 4 19 5 5 14 11 8 3 7 6 6 10 14 6 6 2 5 8 1 2 6 7 16 6 2 The African Regional Weather Enterprise— Current Private Sector Landscape | 67 Appendix 9. Table of Assistance Aid Project Portfolio List of the 157 active hydromet projects identified from the 65 most active donors: Desk review Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status P164078 Livelihoods of people and Strengthening Climate Resilience in 31,000,000 31,000,000 Burkina Faso active (IDA/GCF) communities Burkina Faso P161406 Infrastructure and the built Mali Hydrological and Meteorological 33,500,000 33,500,000 Mali active environment Services Modernization Project TF0A5411 CREWS Mali Strengthening Hydro- 2,775,000 2,775,000 Mali FY18 active Meteorological and Early Warning Services TF0A6339 CREWS DRC Strengthening Hydro- 2,511,000 2,511,000 DRC FY18 active Meteorological and Early Warning Services TF0A6294 CREWS Niger Strengthening Hydro- 2,241,000 2,241,000 Niger FY18 active Meteorological and Early Warning Services P159217 Strengthening Hydro-Meteorological and 8,030,000 8,030,000 DRC FY17 active (GEF) Climate Services P145268 Building, cities and industries Niger Disaster Risk Management and 106,000,000 11,000,000 Niger FY14 active appliances Urban Development Project P131464 Ecosystem and ecosystem Rwanda Landscape Approach to Forest 9,532,000 1,700,000 Rwanda FY15 active services Restoration and Ecosystem Conservation (LAFREC) Project World Bank P130840 Health, food and water security Ibadan Urban Flood Management 200,000,000 7,000,000 Nigeria FY14 active 68 | The African Regional Weather Enterprise— Current Private Sector Landscape P123112 Health, food and water security Transforming Irrigation Management in 486,000,000 2,000,000 Nigeria FY14 active Nigeria P131049 Building, cities and industries Climate Resilience: Transforming Hydro- 15,000,000 15,000,000 Mozambique FY13 active (RE - CSCF, appliances Meteorological Services NDF) P114949 Health, food and water security Zambia Water Resources Development 50,000,000 8,000,000 Zambia FY13 active Project P132101 Livelihoods of people and Emergency Infrastructure Preservation & 102,000,000 3,200,000 Madagascar FY13 active communities Vulnerability Reduction Project P117617, Health, food and water security Shire River Basin Management Program 142,800,000 12,600,000 Malawi FY12 active P127866 (GEF) P154784 Health, food and water security Kenya Climate Smart Agriculture Project 200,000,000 15,000,000 Kenya FY17 active P150361 Health, food and water security Second tanzania water sector support 225,000,000 15,000,000 Tanzania FY17 active project Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status Energy generation and access Producing and distributing affordable, 800,000 Kenya FY15 active highly efficient cookstoves Energy generation and access Rent to own solar energy Sierra Leone FY18 active Acumen Fund Energy generation and access Pay as you go solar home systems Ghana, Ivory Coast, FY17 active Senegal, Mali Energy generation and access Producing an environmentally friendly fuel Nigeria FY16 active made from sawdust FP128 Forest and land use Arbaro Fund – Sustainable Forestry Fund 200,000,000 Sierra Leone, Uganda, FY20 FY32 12 active Ghana, Ethiopia FP114 Ecosystem and ecosystem Program on Affirmative Finance Action 25,600,000 20,000,000 Ghana FY19 FY24 5 active services for Women in Africa (AFAWA): Financing Climate Resilient Agricultural Practices in Ghana Development Bank FP106 Energy generation and access Embedded Generation Investment 537,000,000 100,000,000 South Africa FY19 FY43 24 active of Southern Africa Programme (EGIP) Banque Ouest FP105 Energy generation and access BOAD Climate Finance Facility to Scale Up 133,200,000 66,593,886 Benin, Burkina Faso, FY19 FY27 28 active Africaine de Solar Energy Investments in Francophone Guinea-Bissau, Mali, Développement West Africa LDCs Niger, Togo (West African Development Bank) African FP104 Energy generation and access Nigeria Solar IPP Support Program 476,000,000 100,000,000 Nigeria FY19 FY40 21 active Development Bank Green Climate (AfDB) Fund Netherlands FP099 Energy generation and access Climate Investor One 821,500,000 100,000,000 Malawi, Nigeria, Uganda, FY18 FY39 21 active Development Madagascar, Djibouti, Finance Company Kenya, Cameroon, (FMO) Burundi The Development FP098 Livelihoods of people and DBSA Climate Finance Facility 170,600,000 55,610,000 South Africa, Eswatini, FY18 FR24 6 active Bank of Southern communities Namibia, Lesotho Africa (DBSA) African FP096 Energy generation and access DRC Green Mini-Grid Program 89,000,000 21,000,000 DRC FY18 FR24 6 active Development Bank (AfDB) Agence Française FP095 Cross-cutting Transforming Financial Systems for Climate 712,000,000 262,008,732 Benin, Cameroon, Côte FY19 FY26 7 active de Developpement d’Ivoire, Kenya, Mauritius, Namibia, Nigeria, South Africa, United Republic of Tanzania, Togo, Uganda, Senegal, Burkina Faso, Madagascar The African Regional Weather Enterprise— Current Private Sector Landscape | 69 Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status African FP080 Energy generation and access Zambia Renewable Energy Financing 154,000,000 52,500,000 Zambia FY20 FY25 5 active Development Bank Framework (AfDB) FP078 Health, food and water security Acumen Resilient Agriculture Fund (ARAF) 56,000,000 26,000,000 Uganda, Ghana, Nigeria, FY18 FY31 13 active Kenya Deutsche Bank FP038 Cross-cutting Geeref Next 765,000,000 265,000,000 DRC, Kenya, Madagascar, FY17 FY32 15 active AktienGesellschaft Mauritius, South Africa, Green Climate AG Togo, Uganda Fund FP027 Energy generation and access Universal Green Energy Access Programme 301,600,000 80,000,000 Benin, United Republic of FY16 FY31 15 active (UGEAP) Tanzania, Namibia, Kenya, Nigeria, Ethiopia, Uganda European FP026 Forest and land use Sustainable Landscapes in Eastern 69,800,000 53,500,000 Madagascar FY16 FY26 10 active Investment Bank Madagascar Acumen Fund, Inc. FP005 Cross-cutting KawiSafi Ventures Fund 110,000,000 25,000,000 Kenya, Rwanda FY15 FR21 6 active P-ZA- Energy generation and access Redstone concentrated solar panels 849,880,157 849,880,157 South Africa FY18 active FF0-001 African Development Health, food and water security Programme for Integrated Development & 209,009,000 Benin, Burkina Faso, FY18 FY25 7 active Bank (AfDB) Adaptation to Climate Change in the Niger Cameroon, Chad, Guinea, River Basin Ivory Coast, Mali, Niger, Nigeria Forest and land use Action Against Desertification Senegal,Gambia, Burkina Faso, Mauritania, Nigeria, Niger, Eritrea GEF 9993 Health, food and water security AVACLIM Project - to develop, apply and 9,335,460 Burkina Faso, Senegal, FY19 FY21 2 active sustain agro-ecological approaches in Ethiopia, South Africa UN Food and drylands as a means to reduce growth of 70 | The African Regional Weather Enterprise— Current Private Sector Landscape Agriculture GHG emissions in the atmosphere and Organization sustain productivity of agro-ecosystems in (FAO) support of food security and agricultural livelihoods Forest and land use Modelling System for Agricultural Impacts email sent Malawi, Zambia FY15 active of Climate Change (MOSAICC) asking for the budget International FP074 Ecosystem and ecosystem Africa Hydromet Program: Strengthening 22,500,000 22,500,000 Burkina Faso FY18 FY25 7 acive Bank for services climate resilience in Sub-Saharan Africa: Reconstruction Burkina Faso country project and P160157 Energy generation and access Kenya Small Hydro Program of Activities 10,000,000 Kenya Development and International Development Association Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status 5681 Energy generation and access Accelerating the transformational shift to 28,210,000 Mauritius FY17 FY25 8 Funding a low-carbon economy in the Republic of proposal Mauritius approved 5710 Livelihoods of people and Saving Lives and Protecting Agriculture 12,294,545 Malawi FY17 FY23 6 Funding communities based Livelihoods in Malawi: Scaling proposal Up the Use of Modernized Climate approved Information and Early Warning Systems 5711 Livelihoods of people and Building Resilient Communities, Wetland 24,140,160 Uganda FY17 FY25 8 Funding communities Ecosystems and Associated Catchments proposal in Uganda approved 5858 Livelihoods of people and Strengthening climate resilience of 32,000,000 Zambia FY18 FY25 7 Funding communities agricultural livelihoods in Agro-Ecological proposal Regions I and II in Zambia approved 5740 Health, food and water security Ensuring climate resilient water supplies in 41,919,808 Comoros FY19 FY27 8 Funding the Comoros islands proposal approved 5853 Livelihoods of people and Building Climate Resilience of Vulnerable 26,574,567 Zimbabwe FY20 FY27 7 Funding communities Agricultural Livelihoods in Southern proposal Zimbabwe approved 5739 Livelihoods of people and Monrovia Metropolitan Climate Resilience 25,821,900 Liberia FY17 FY25 8 PPF approved communities Project (MMCRP) UNDP 5958 Forest and land use Forest restoration, reforestation and 29,999,751 Côte d’Ivoire FY19 FY24 5 Funding reduced deforestation through zero- proposal deforestation agriculture (REDD+) submitted 6057 Forest and land use Ghana Shea Landscape Emission 30,546,487 Ghana FY18 FY25 7 Funding Reductions Project (GCF) proposal submitted 5960 Livelihoods of people and Enhancing the Resilience of Guinea’s 27,500,000 Guinea FY19 FY26 7 Concept note communities Coastal Rural Communities to Coastal submitted Erosion Due to Climate Change 6284 Health, food and water security Building Climate Resilience in Botswana 15,000,000 Botswana FY19 FY26 7 Concept note Agricultural System submitted 5973 Ecosystem and ecosystem Strengthening the resilience of 40,000,000 Togo FY19 FY25 6 Concept note services communities and ecosystems vulnerable to submitted the impacts of climate change in the Mono- TOGO basin 6260 Cross-cutting Strengthening Climate Information 9,465,000 Kenya FY19 FY25 6 Concept note Systems for Climate Change Adaptation in submitted the Greater Horn of Africa through regional cooperation 5916 Livelihoods of people and Increasing the resilience of livelihood 40,964,307 Burkina Faso FY17 FY19 2 completed? communities options of vulnerable communities in six communes in Burkina Faso The African Regional Weather Enterprise— Current Private Sector Landscape | 71 Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status 5974 Livelihoods of people and Early Warning Systems Phase II 28,300,000 Benin FY18 FY25 7 Concept note communities submitted 6085 Livelihoods of people and Enhancing Resilience of Kololi stretch 25,830,000 Gambia FY17 ? Concept note communities economic infrastructures and social assets submitted against sea level rise impacts 6164 Forest and land use Making Nigeria’s Cross River State 9,180,000 Nigeria FY17 FY22 5 Concept note Investment Ready for REDD+ submitted 6096 Livelihoods of people and Integrating Climate Services with Decision 15,000,000 Uganda FY17 FY21 4 Concept note communities Support in Uganda’s Adaptation and submitted Development Strategy 6237 Livelihoods of people and Integrating Climate Services for Decision 15,000,000 Sierra Leone FY18 ? Government communities Support in Sierra Leone’s Adaptation and request Economic Development Strategy received 6063 - Climate resilient agriculture in Cabo 10,000,000 Cabo Verde FY16 ? Government Verde through the promotion of irrigation request utilizing re-use water (treated wastewater) received 6531 - Increasing the coastal and riverside 25,000,000 Mauritius FY19 Government resilience against flash flooding and sea request level rise by using an integrated ridge to received UNDP reef approach in Mauritius 5972 Livelihoods of people and Up-scaling of Strengthening Climate 25,000,000 United Republic of FY16 Government communities Information and Early Warning Systems Tanzania request in Tanzania for Climate Resilient received Development and Adaptation to CC 6008 Health, food and water security Supporting government and local 40,000,000 South Sudan FY16 Government communities to adopt and sustain request climate resilient agricultural practices and received 72 | The African Regional Weather Enterprise— Current Private Sector Landscape developing roles for the private sector to effect improvements in community food and nutrition security 6103 Health, food and water security Water Resource Management 40,000,000 Madagascar FY16 Government request received 6145 Health, food and water security Madagascar GCF EWS 25,000,000 Madagascar FY17 ? Government request received 6480 Health, food and water security Resilient management of ecosystems to ? Mauritania FY19 ? Government combat water scarcity and enhance water request resources use received Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status Delegation of Energy generation and access Improving access to electricity by 28500000 28500000 Niger FY17 FY22 5 active European Union constructing a photovoltaic power plant Loan Energy generation and access Supporting investments in renewable 30000000 30000000 Kenya FY10 ? ? energy and energy efficiency Sovereign Energy generation and access Support for geothermal exploration 56000000 56000000 Kenya FY11 ? ? Concessional Loan (Menengai) AFD Delegation of Energy generation and access Constructing a hybrid power plant 32000000 32000000 Niger FY17 FY22 5 active European Union to supply the city of Agadez and its surroundings with electricity Sovereign Health, food and water security Extending the Nairobi Potable Water 100000000 100000000 Kenya FY12 FY37 25 active Concessional Loan System (Northern Collector) Delegation of Energy generation and access INVOLVING THE PRIVATE SECTOR IN 4000000 4000000 Mozambique FY18 FY22 4 active European Union THE DEVELOPMENT OF RENEWABLE ENERGY WWF International Health, food and water security KTDA Power Company will design, 15000000 Kenya FY15 ? active Entrepreneurial Finance construct, operate and maintain seven Development Corporation (IFC), run-of-the river small-hydropower plants Bank of the Global Agriculture (SHPs) with a total installed capacity of Netherlands and Food Security 16MW at various locations in Kenya. (FMO) Program (GAFSP), Proparco United Nations 5230 Ecosystem and ecosystem Addressing Urgent Coastal Adaptation 12,311,467 Angola FY16 active Environment services Needs and Capacity Gaps in Angola Programme United Nations 5177 Ecosystem and ecosystem Promoting Climate-resilient Development 46,473,004 Angola FY14 active Development services and Enhanced Adaptive Capacity to Programme Withstand Disaster Risks in Angola’s Cuvelai River Basin United Nations 5002 Livelihoods of people and Strengthening Climate Information 14,511,549 Benin GEF-5 Project Development communities and Early Warning Systems in Western Approved GEF Programme and Central Africa for Climate Resilient Development and Adaptation to Climate Change United Nations 9318 Livelihoods of people and Climate Resilience in the Nakambe Basin 20,628,179 Burkina Faso FY19 Project Development communities Approved Programme United Nations 8032 Livelihoods of people and Promoting Index-based Weather Insurance 24,500,000 Burkina Faso FY17 Concept Development communities for Small Holder Farmers in Burkina Faso Approved Programme The African Regional Weather Enterprise— Current Private Sector Landscape | 73 Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status United Nations 5003 Infrastructure and the built Strengthening Climate Information and 61,090,525 Burkina Faso FY12 Project Development environment Early Warning Systems in Africa for Climate Approved Programme Resilient Development and Adaptation to Climate Change - Burkina Faso United Nations 4971 Livelihoods of people and Adapting Natural Resource Dependent 30,672,541 Burkina Faso FY13 Project Development communities Livelihoods to Climate induced Risks in Approved Programme Selected Landscaqpes in Burkina Faso: the Boucle du Mouhoun Forest Corridor and the Mare d’Oursi Wetlands Basin United Nations 4990 Health, food and water security Community Disaster Risk Management in 27,000,000 Burundi FY13 Project Development Burundi Approved Programme African 3701 Livelihoods of people and Enhancing Climate Risk Management and 15,660,000 Burundi FY11 FY14 3 Closed Development Bank communities Adaptation in Burundi (ECRAMB) African 5263 Livelihoods of people and Enhancing the Resilience of Poor 156,280,000 Cameroon FY13 FY19 6 Closed Development Bank communities Communities to Urban Flooding in Yaounde United Nations 4974 Livelihoods of people and Enhancing Adaptive Capacity and 38,309,621 Comoros FY13 active Development communities Resilience to Climate Change in the Programme Agriculture Sector in Comoros The World Bank 5451 Infrastructure and the built Strengthening Hydro-Meteorological and 32,700,000 Congo DR FY14 active GEF environment Climate Services United Nations 5226 Livelihoods of people and Improving Women and Children’s 15,500,000 Congo DR FY13 Project Development communities Resilience and Capacity to Adapt to Approved Programme Climate Change in the Democratic Republic of the Congo United Nations 10174 Livelihoods of people and Enhancing Adaptive Capacity of 72,200,000 Ethiopia FY19 Concept 74 | The African Regional Weather Enterprise— Current Private Sector Landscape Development communities communities by up-scaling best practices Approved Programme and adopting an integrated approach in Ethiopia United Nations 9303 Ecosystem and ecosystem Climate Change Adaptation in the Lowland 10,450,000 Ethiopia FY19 Concept Development services Ecosystems of Ethiopia Approved Programme United Nations 4992 Ecosystem and ecosystem Strengthening Climate Information and 33,336,410 Ethiopia FY12 active Development services Early Warning Systems to Support Climate Programme Resilient Development and Adaptation to Climate Change United Nations 3154 Ecosystem and ecosystem Coping with Drought and Climate Change 995,000 Ethiopia FY07 FY17 10 Project Development services Closed Programme Food and 5782 Health, food and water security Adapting Agriculture to Climate Change in 36,830,000 Gambia FY15 Project Agriculture the Gambia Approved Organization Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status United Nations 5071 Ecosystem and ecosystem Strengthening Climate Services and 21,510,000 Gambia FY13 Project Environment services Early Warning Systems in the Gambia Approved Programme for Climate Resilient Development and Adaptation to Climate Change – 2nd Phase of the GOTG/GEF/UNEP LDCF NAPA Early Warning Project United Nations 4724 Ecosystem and ecosystem Enhancing Resilience of Vulnerable Coastal 39,560,000 Gambia FY12 Project Development services Areas and Communities to Climate Change Approved Programme in the Republic of Gambia United Nations 3728 Infrastructure and the built Strengthening of The Gambia’s Climate 1,555,000 Gambia FY09 FY16 7 Project Environment environment Change Early Warning Systems Approved Programme United Nations 8023 Infrastructure and the built Strengthening Climate Information 33,047,300 Guinea FY17 Project Development environment and Early Warning Systems for Climate Approved Programme Resilient Development and Adaptation to Climate Change in Guinea United Nations 10105 Infrastructure and the built Strengthening climate information and 32,000,000 Guinea-Bissau GEF-7 Concept Development environment early warning systems for climate resilient Approved GEF Programme development and adaptation to climate change in Guinea Bissau United Nations 6926 Infrastructure and the built Strengthening Climate Services in Lesotho 37,060,000 Lesotho GEF-6 Project Environment environment for Climate Resilient Development and Approved Programme Adaptation to Climate Change United Nations 3841 Infrastructure and the built Improvement of Early Warning System to 2,721,500 Lesotho GEF-4 Project Environment environment Reduce Impacts of Climate Change and Approved Programme Capacity Building to Integrate Climate Change into Development Plans United Nations 4950 Infrastructure and the built Strengthening Liberia’s Capability to 11,859,700 Liberia GEF-5 Project Development environment Provide Climate Information and Services Approved Programme to Enhance Climate Resilient Development and Adaptation to Climate Change United Nations 4268 Health, food and water security Enhancing Resilience to Climate Change 6,345,122 Liberia GEF-4 Project Development by Mainstreaming Adaption Concerns into Approved Programme Agricultural Sector Development in Liberia United Nations 3885 Ecosystem and ecosystem Enhancing Resilience of Vulnerable Coastal 4,653,420 Liberia FY09 FY18 9 Project Development services Areas to Climate Change Risks Closed Programme The African Regional Weather Enterprise— Current Private Sector Landscape | 75 Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status United Nations 5632 Livelihoods of people and Enhancing the Adaptation Capacities and 61,361,670 Madagascar FY14 Project Development communities Resilience to Climate Change in Rural Approved Programme Communities in Analamanga, Atsinanana, Androy, Anosy, and Atsimo Andrefana United Nations 4568 Ecosystem and ecosystem Adapting Coastal Zone Management to 12,050,000 Madagascar FY13 Project Environment services Climate Change in Madagascar Considering Approved Programme Ecosystem and Livelihoods Food and 5328 Health, food and water security Building Climate Change Resilience in the 12,120,000 Malawi FY14 Project Agriculture Fisheries Sector in Malawi Approved Organization United Nations 5855 Health, food and water security Flood Hazard and Climate Risk 51,746,907 Mali FY15 Project Development Management to Secure Lives and Assets Approved Programme in Mali Food and 5433 Health, food and water security Strengthening Capacities of Agricultural 27,344,657 Mozambique FY15 FY19 4 Project Agriculture Producers to Cope with Climate Change Closed Organization for Increased Food Security through the Farmers Field School Approach The World Bank 5436 Health, food and water security Disaster Risk Management and Urban 100,000,000 Niger FY14 Project Development Project Approved GEF United Nations 5902 Ecosystem and ecosystem Adapting to Climate Change Induced 31,800,000 Sierra Leone FY16 Project Development services Coastal Risks Management in Sierra Leone Approved Programme United Nations 5006 Livelihoods of people and Strengthening Climate Information and 20,347,310 Burkina Faso FY12 Project Development communities Early Warning Systems in Africa for Climate Approved Programme Resilient Development and Adaptation to Climate Change United Nations 3934 Forest and land use Reducing Disaster Risks from Wildfire 30,940,100 South Africa FY09 FY19 10 Project 76 | The African Regional Weather Enterprise— Current Private Sector Landscape Development Hazards Associated with Climate Change Closed Programme United Nations 4958 Forest and land use Climate Risk Finance for Sustainable and 18,800,000 Sudan FY13 Project Development Climate Resilient Rainfed Farming and Approved Programme Pastoral Systems African 5279 Infrastructure and the built Strengthening Climate Resilience of 90,000,000 Togo FY14 Project Development Bank environment Infrastructure in Coastal Areas in Togo Approved United Nations 4993 Health, food and water security Strengthening Climate Information and 26,270,000 Uganda FY12 Project Development Early Warning Systems in Africa to Support Approved Programme Climate Resilient Development and Adaptation to Climate Change Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status World Bank Infrastructure and the built Cabo Verde: Integrating disaster risk and 139,300 Cape Verde FY19 FY20 1 ongoing environment climate change considerations into school infrastructure investments Southern African Forest and land use Developing a Regional Risk Financing Angola, Botswana, FY19 FY20 1 ongoing Development Framework for Agriculture and Food Comoros, eSwatini, Community (SADC) Security in Southern Africa Lesotho, Madagascar, Malawi, Mozambique, Seychelles, Tanzania, Zambia, Zimbabwe World Economic Building, cities and industries Disruptive Technology for Disaster Risk 930,000 Africa FY19 FY20 1 ongoing Forum, the Center appliances Management in Africa for Technical Cooperation in Agriculture, the State University of Zanzibar, the Resilience Academy, and the Government of Rwanda. German Aerospace (DLR) ACP EU World Bank / Forest and land use eSwatini Drought Preparedness 200,000 eSwatini FY19 FY20 1 ongoing National Disaster Management Agency World Bank / Forest and land use Enhancing Disaster Preparedness in 200,000 Malawi FY19 FY20 1 ongoing Department Malawi of Disaster Management Affairs. Other counterparts include the Department of Climate Change and Meteorological Services, the Department of Water Resources, the Department of Irrigation and the Department of Land Resources, and the Ministry of Local Government and Rural The African Regional Weather Enterprise— Current Private Sector Landscape | 77 Development. Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status World Bank Forest and land use Mali - Rapid Assessment and Disaster 230,000 Mali FY19 FY20 1 ongoing / General Recovery Framework Directorate of Civil Protection (Ministry of Security and Civil Protection) World Bank Cross-cutting Lesotho - Strengthening the institutional 450,000 Lesotho FY19 FY20 1 ongoing / Disaster capacity for planning and preparedness Management to improve climate and disaster risks Authority management Global Climate Livelihoods of people and Seychelles : Strengthening Emergency 200,000 Seychelles FY19 FY20 1 ongoing Change Alliance + communities Response Management and Climate Resilience World Bank Cross-cutting Mozambique: Strengthening Disaster 500,000 Mozambique FY19 FY20 1 ongoing Risk Management and Building Climate Resilience World Bank / Cross-cutting Kenya: Fortifying Institutional, Planning 400,000 Kenya FY19 FY20 1 ongoing National Disaster and Policy Frameworks to Manage Climate Operations and Disaster Risk Center and the National Drought Management ACP EU Authority Department Health, food and water security Malawi: Strengthening Technical and 500,000 Malawi FY19 FY20 1 ongoing of Disaster Institutional Capacity to Manage Climate Management and Disaster Risks Affairs 78 | The African Regional Weather Enterprise— Current Private Sector Landscape RWFA, the Rwanda Health, food and water security Rwanda: Building Resilience to Flood 850,000 Rwanda FY17 FY20 3 ongoing Environmental Hazards in Northwest Rwanda through Management Improved National and Local Capacity Authority, the Rwanda Meteorological Agency, and the Ministry in Charge of Emergency Management MettelSat / World Ecosystem and ecosystem Democratic Republic of Congo: 3,000,000 RDC FY16 FY20 4 ongoing Meteorological services Strengthening Hydro-Meteorological and Organization Climate Services (WMO) - African Development Bank - World Bank Africa Regional Framework Hydromet Program Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status Burundi Red Cross Cross-cutting Burundi: Flood and Landslide Preparedness 740,000 Burundi FY15 FY20 5 ongoing to Improve Community Resilience ACP EU EU / UN, USAID, Cross-cutting Uganda: Risk Assessment and Resilience 950,000 Uganda FY15 FY20 5 ongoing EU and the African Action Plan Development Bank Ecosystem and ecosystem Project for the Improvement of the $13,800,000 Mauritius FY13 FY19 6 completed services Meteorological Radar System JICA Ecosystem and ecosystem Enhancing Meterological Observation, $2,500,000 Mauritius FY19 FY22 3 ongoing services Weather Forecasting, & Warning Capabilities Health, food and water security Climate Resilient Agriculture in three of the $10,000,000 Namibia FY17 FY22 5 ongoing Vulnerable Extreme northern crop growing regions (CRAVE) Livelihoods of people and Building resilience of communities living $9,100,000 Namibia FY19 FY24 5 ongoing communities in landscapes threatened under climate Environmental change through an Ecosystems-based Investment Fund Adaptation approach of Namibia (EIF) Ecosystem and ecosystem Improving rangeland and ecosystem $10,000,000 Namibia FY19 FY24 5 ongoing services management practices of smallholder farmers under conditions of climate change in Sesfontein, Fransfontein, and Warmquelle areas of the Republic of Namibia Energy generation and access GEEREF NeXt $470,000,000 DR Congo, Equitorial FY17 Lapsed 13/ Guinea, Ivory Coast, June/20 European Kenya, Madagascar, Investment Bank Mauritius, South Africa, (EIB) Togo, Uganda Livelihoods of people and Sustainable landscapes in Eastern $19,300,000 Madagascar FY18 FY28 10 ongoing communities Madagascar FMO - Energy generation and access Climate Investor One programme $821,500,000 Burundi, Cameroon, FY19 FY39 11 ongoing Entrepreneurial Kenya, Madagascar, Development Malawi, Nigeria, Uganda Bank Energy generation and access The solar field at the Agahozo Shalom $23,700,000 Rwanda FY13 FY15 2 completed (Netherlands) Youth Village in Rwanda Infrastructure and the built Project on Strengthening Resilience in no published Mozambique FY19 FY22 3 ongoing JICA environment Cyclone IDAI-Affected Areas numbers The African Regional Weather Enterprise— Current Private Sector Landscape | 79 Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status Climate Risk Early Cross-cutting Strengthening National Capacities for Early 2,192,200 Burkina Faso FY17 FY22 5 ongoing Warning System Warning System Service Delivery (CREWS) Norwegian Agency Livelihoods of people and Improving dissemination of weather 208,760 Burundi Ghana ongoing for Development communities forecasts and warnings through radio and Madagascar Malawi Cooperation television Rwanda Uganda United (NORAD) Republic of Tanzania Zambia Climate Risk Early Cross-cutting Seamless Operational Forecast Systems 4,034,555 Benin, Burkina Faso, FY18 FY22 4 ongoing Warning System and Technical Assistance for Capacity Cameroon, Central (CREWS) Building African Republic, Cape Verde, Chad, Côte d’Ivoire, the Gambia, Ghana, Guinea Bissau, Guinea Conakry, Liberia, World Mali, Mauritania, Niger, Meteorological Nigeria, Senegal, Sierra Organisation Leone and Togo Korea Health, food and water security Establishment of a Climate Prediction 137,595 Djibouti ongoing Meteorological Analysis System in Djibouti Administration (KMA) Irish-Aid Health, food and water security Food Security and Global Framework for 450,800 Ethiopia ongoing Climate Services Korea Health, food and water security Establishment of a Climate Prediction 158,761 Uganda ongoing Meteorological Analysis System in Uganda Administration (KMA) 80 | The African Regional Weather Enterprise— Current Private Sector Landscape Korea Health, food and water security 158,761 Rwanda ongoing Meteorological Establishment of a Climate Prediction Administration Analysis System in Rwanda (KMA) African C64 Cross-cutting ClimDev Special Fund 152,000,000 Multiple FY14 FY20 6 completed Nordic Development Bank Development / SIDA / EU Fund World Bank / C91 Cross-cutting Africa Climate Resilient Investment Facility 25,975,926 Multiple FY17 FY21 4 ongoing UNECA (AFRI-RES) Adaptation Fund Ecosystem and ecosystem http://www.oss-online.org/en/adapt- 8,550,000 Benin, Burkina Faso, FY19 FY23 4 project services wap_en Niger has been approved and Observatoire put on hold du Sahara et du for funding Sahel (OSS) French Infrastructure and the built Regional cooperation program new Burkina Faso, Guinea, FY20 FY24 4 ongoing Development environment indicators ecosystem accounting natural Niger, Senegal Agency (AFD) capital Africa Copernicea Appendix 9. Table of Assistance Aid Project Portfolio (cont.) Co-Donor(s) Hydromet Sector Title of the project Loan Hydromet Project Duration Donor Reference Start End (PO, number) Grant Amount EWS Country Date Date Years Status Adaptation Fund Livelihoods of people and Strengthening drought resilience small 13,079,540 Dijibouti, Kenya, Uganda, FY20 FY24 4 ongoing and the Global communities farmers and pastoralists in the Igad region Sudan Water Partnership for East Africa (GWPEA) hosted by the Secretariat of the Nile Basin Initiative (NBI) Adaptation Fund Livelihoods of people and http://www.oss-online.org/en/enhancing- 7,751,000 Uganda FY17 FY21 4 ongoing communities resilience-communities-climate-change- through-catchment-based-integrated- Observatoire management-water du Sahara et du Sahel (OSS) Green Climate Ecosystem and ecosystem http://www.oss-online.org/en/guinea- 300,000 Guinea-Bissau FY19 FY20 1 ongoing Fund (GCF) services bissaus-preparation-climate-finance Stockholm Ecosystem and ecosystem http://www.oss-online.org/en/bridging- ? Cameroon, Kenya, FY17 FY18 1 ongoing Environment services climate-information-gaps-strengthen- Malawi, Nigeria Institute (SEI) capacities-climate-informed-decision- Africa Centre making-climdev The Institute of Ecosystem and ecosystem http://www.oss-online.org/en/green- ? French speaking African FY14 FY18 4 La Francophonie services economy-africa-program-eva countries (specific for Sustainable nations, not specified) Development (IFDD) The African Regional Weather Enterprise— Current Private Sector Landscape | 81 82 | The African Regional Weather Enterprise— Current Private Sector Landscape Appendix 10. Global Environment Facility and the Green Climate Fund The emergence of multilateral climate-specific funding of hydromet almost always falls within donors, such as the GEF or the GCF, indicates that the larger budget of bigger projects such as climate large budgets are made available and that the trend change and EWS, and is specific to the donor’s own will intensify. The hydromet focus is rather new classifications. Some of the projects identified in in the sphere of development but an increasing the current project portfolio of donors overlapped, flow of investment is expected in the coming years. due to several donors funding the same project, Specific to the scope of our study, we discovered artificially blowing the numbers out of proportion very few stand-alone hydromet projects. The if not cautiously analyzed. The African Regional Weather Enterprise— Current Private Sector Landscape | 83 Appendix 11. Table of the World Bank Hydromet Projects World Bank - Hydromet Project Porfolio (ongoing year 2020) Loan Hydromet Hydromet Sector Title of the project Grant Amount EWS % Livelihoods of people and communities Strengthening Climate Resilience in Burkina Faso 31,000,000 31,000,000 100% Mali Hydrological and Meteorological Services Modernization Project 33,500,000 33,500,000 100% CREWS Mali Strengthening Hydro-Meteorological and Early Warning Services 2,775,000 2,775,000 100% CREWS DRC Strengthening Hydro-Meteorological and Infrastructure and the built environment Early Warning Services 2,511,000 2,511,000 100% CREWS Niger Strengthening Hydro-Meteorological and Early Warning Services 2,241,000 2,241,000 100% Strengthening Hydro-Meteorological and Climate Services 8,030,000 8,030,000 100% Niger Disaster Risk Management and Urban Building, cities and industries appliances Development Project 106,000,000 11,000,000 10% Rwanda Landscape Approach to Forest Restoration and Ecosystem and ecosystem services Ecosystem Conservation (LAFREC) Project 9,532,000 1,700,000 18% Ibadan Urban Flood Management 200,000,000 7,000,000 4% Health, food and water security Transforming Irrigation Management in Nigeria 486,000,000 2,000,000 0.4% Climate Resilience: Transforming Hydro-Meteorological Building, cities and industries appliances Services 15,000,000 15,000,000 100% Health, food and water security Zambia Water Resources Development Project 50,000,000 8,000,000 16% Emergency Infrastructure Preservation & Vulnerability Livelihoods of people and communities Reduction Project 102,000,000 3,200,000 3% Shire River Basin Management Program 142,800,000 12,600,000 9% Health, food and water security Kenya Climate Smart Agriculture Project 200,000,000 15,000,000 8% Second Tanzania Water Sector Support Project 225,000,000 15,000,000 7% 84 | The African Regional Weather Enterprise— Current Private Sector Landscape The African Regional Weather Enterprise— Current Private Sector Landscape | 85 86 | The African Regional Weather Enterprise— Current Private Sector Landscape