Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Digital Climate Information and Agriculture Advisory Delivery 2 Mechanisms in West Africa © 2023 International Bank for Reconstruction and Development / The World Bank Some rights reserved This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does guarantee the accuracy, completeness, or currency of the data included in this work and do not assume responsibility for any errors, omissions, or discrepancies in the information, or liability with respect to the use of or failure to use the information, methods, processes, or conclusions set forth. 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The risk of claims resulting from such infringement rests solely with you. If you wish to re-use a component of the work, it is your responsibility to determine whether permission is needed for that re-use and to obtain permission from the copyright owner. Examples of components can include, but are not limited to, tables, figures, or images. Any queries on rights and licenses, including subsidiary rights, should be addressed to World Bank Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433. Cover design: Fernanda Rubiano Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Table of Contents Executive Summary 10 I State of the Art 22 1. Introduction 22 1.1 Relevance of Digital Agromet Services 22 1.2 Study Aims and Structure 24 2. Enabling Environment for Digital Agromet Services in West Africa 25 2.1 Socioeconomical Dimension of the West African Ecosystem 26 2.2 Institutional Policy Dimension of the West African Ecosystem 32 2.3 Technological Dimension of the West African Ecosystem 48 3. Existing Digital Agromet Services in West Africa 54 II Analysis 55 1. Case Study Portfolio 55 2. Benchmarking Analysis 58 4 III Pathways Toward Innovative Agromet Service Delivery 60 1. High-Level Recommendations 60 1.1 Service Characteristics 60 1.2 Enabling Environment 64 2. Country-Specific Recommendations 74 2.1 Recommendations for Togo 74 2.2 Recommendations for Ghana 76 2.3 Recommendations for Sahel Countries: Burkina Faso, Mali, Niger 78 3. Conclusion 80 References82 Annexes86 Annex I: Case Study Canvases 86 Annex II: Heatmap 149 AnnexIII: List of Interviewees 152 Annex IV: Stakeholder Workshop Participants List 153 Table of Contents List of Tables TABLE ES 1. Analyzed Case Studies 13 TABLE ES 2. Key Constraints Affecting the Development and Scale-Up of Digital Agromet Services and Related Recommended Actions 20 TABLE 1. Status of the Regulatory Environment for Digital Services in the Studied Countries 34 TABLE 2. Status of Open Data Policies in the Studied Countries 36 TABLE 3. Characterization of the NMSs 41 TABLE 4. Government Expenditure on Agriculture 46 TABLE 5. Extension System Characteristics 46 TABLE 6. Priority Actions to Close the Mobile Connectivity Gaps 53 TABLE 7. Overview of 10 Selected Case Studies of Digital Agromet Services 56 TABLE 8. Success Metrics Description and Common Findings 58 5 List of Figures FIGURE 1. Bioclimatic Regions in West Africa (Saharan, Sahelian, Sudanian, Guinean, and Guineo-Congolian Regions from North to South) 27 FIGURE 2. Agricultural Land , land under crops , and Under Permanent Meadows in 2019.  28 FIGURE 3. GDP and GDP-PPP and GDP and GDP per Capita Growth Rates in 2020 29 FIGURE 4. Human Development Index and Gender Development Index and Gini index in 2020 29 FIGURE 5. Adult Literacy in Africa in 2019 30 FIGURE 6. Population under the Age of 15 Years and between 15 and 64 Years Old in 2020 31 FIGURE 7. Ease of Doing Business Scores 38 FIGURE 8. High-level Ecosystem Mapping of Relevant Actors Involved in or Targeted by Digital Agromet Services in West Africa 48 FIGURE 9. Internet Users (percent of population) 49 Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Table of Contents FIGURE 10. Mobile Phone Subscriptions vs. Price of Mobile Voice/Text Services in 2020 50 FIGURE 11. Mobile Internet Subscribers, Mobile Internet Usage Gap, Mobile Internet Coverage Gap in 2018 51 FIGURE 12. Mobile Connectivity Index vs. Price of Mobile Data Services in 2019 52 FIGURE 13. Breakdown of the Mobile Connectivity Index (unitless) in 2019 53 6 Acknowledgments This work is a joint output of the World Bank’s The report benefitted from strategic advice the Agriculture and Food Global Practice and the from Katie Kennedy Freeman (Senior Agriculture Urban, Disaster Risk Management, Resilience and Economist, WB) and critical guidance from Land Global Practice. It was supported by the Chakib Jenane (Practice Manager, West and West Africa Food System Resilience Facility (FSRF) Central Africa Agriculture Practice, WB) and Sylvie and the Climate Risk and Early Warning (CREWS) Debomie (Practice Manager, West and Central West Africa Trust Fund. This work benefitted from Africa Urban, Disaster Risk Management and Land the generous support from the Kingdom of the Practice, WB). Peer reviewers included Nkulumo Netherlands, the main funding partner of FSRF, Zinyengere (Agriculture Economist, WB), Cécile and CREWS donors. Lorillou (Disaster Risk Management Specialist, WB), Christoph Ramshorn (Chief Cooperations The report was prepared under World Bank Officer, Meteoblue), Dr. Ruud Grim (Program supervision by a team led by Eline Vanuytrecht Manager, Netherlands Space Office). The task (Land Use and Climate Impacts team (LUCI), VITO, team expresses its gratitude to the reviewers and Belgium) and Filip Lefebre (LUCI, VITO, Belgium), readers of the report drafts for their comments comprising Karen Beullens (Senior Manager and engagement. Decarbonization, KMPG Belgium) and Sara 7 Cherifi (Sustainability Advisor, KPMG Belgium). FSRF analytics like this report inform and support The World Bank core team, led by Makoto Suwa the implementation of the West Africa Food (Senior Disaster Risk Specialist) and Sebastian System Resilience Program (FSRP) led by the Heinz (Agriculture Analyst), included Stefan von Economic Community of West African States Gruenigen (Consultant), Moussa Sidibe (Young (ECOWAS); the Regional Center for Training and Professional) and Mawuna Donald Houesseou Application in Agrometeorology and Operational (Africa Fellow). Expert conversations have critically Hydrology (AGHRYMET), a specialized agency of informed the report’s main lessons. Therefore, the Permanent Interstate Committee for Drought the task team would like to thank the numerous Control in the Sahel (CILSS); and the West and experts from across the whole spectrum of Central African Council for Agricultural Research the agromet value chain who have generously and Development (CORAF). FSRP* is a large- shared their knowledge, insights and views scale investment program aimed at increasing during the report’s development. In this context, preparedness against food insecurity and food a special thanks goes to Dr. Abdou Ali (Head of system resilience across the region. One of the the Information and Research Department, CILSS program subcomponents focuses on promoting AGHRYMET Regional Centre) and to Prof. Atta the scale-up and enhancement of digital climate Sanoussi (Head of the Training and Research information and agriculture advisory services. Department, CILSS AGHRYMET Regional Centre). * See also press releases for FSRP Phase 1 and FSRP Phase 2 for more information. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Abbreviations AFD French Agency for Development AGEFAU Agency Managing Funds for Universal Access National Agency for Civil Aviation and Meteorology Senegal ANACIM (Agence Nationale de l’Aviation Civile et de la Météorologie) Agence Nationale de Promotion des Technologies de l’Infor- ANPTIC mation et de la Communication (Burkina Faso) ANSI National Agency for Information Society (Niger) ARC Agricultural Research Council, South Africa B2B business to business (business model typology) B2C business to consumer (business model typology) CAADP Comprehensive Africa Agricultural Development Programme CAPPP PPP support unit in Mali CAEL Call Center for Livestock Farming (Centre d’Appel de l’Elevage) CCC Council of Coffee-Cocoa of Côte d’Ivoire Permanent Interstate Committee for the Combat against CILSS Drought in the Sahel (Comité Permanent Inter-États de Lutte contre la sécheresse dans le Sahel) 8 CNOP National Coordination of Farmer Organizations COCOBOD Ghana Cocoa Board COMNACC National Climate Change Committee of Senegal COMRECC Regional Climate Change Committees of Senegal COP Conference of the Parties CPF Peasant Confederation of Faso CRA commodities risk analysis Togolese Coordination of Farmers and Agricultural Producers CTOP Organizations DMN National Directorate for Meteorology Niger EARS Environment Analysis and Remote Sensing, Netherlands Economic Community of West African States’ Agriculture ECOWAP Policy ECOWAS Economic Community of West African States FONG Farmers Organization Network Ghana FSRP Food System Resilience Program G2B government to business (business model typology) G2C government to consumer (business model typology) G2G government to government (business model typology) GAIP Ghana Agricultural Insurance Pool GMet Ghana National Meteorological Service ICT information and communication technology ICT4D Ghana ICT for Accelerated Development IFAD International Fund for Agricultural Development IPCC Intergovernmental Panel on Climate Change Institute of Research for Development, France (Institut de IRD Recherche pour le Développement) IsDB Islamic Development Bank IVR interactive voice response MOA Ministry of Agriculture NGO nongovernmental organization NMS National Meteorological Service NPC nonprofit company NWO Dutch Organization for Scientific Research, Netherlands ODB Open Data Barometer Support Project for Refugees and Communities (Projet d’Ap- PARCA pui aux Réfugiés et aux Communautés d’Accueil) PARIIS Regional Support Project Sahel Irrigation Initiative Support Project for Agriculture Sensible to Climate Risks (Pro- PASEC jet d’Appui à l’Agriculture Sensible aux Risques Climatiques) PFPN Niger Peasant Platform PNSR Programme National du Secteur Rural (Burkina Faso) Project for Agricultural Productivity in West Africa (Projet de PPAAO Productivité Agricole en Afrique de l’Ouest) 9 PPE public-private engagement PPP public-private partnership Support Program for Development of Livestock Farming (Pro- PRADEL gramme d’Appui au Développement de l’Elevage) ProDAF Family Farming Development Programme National Network of Chambers of Agriculture, Niger (Réseau RECA des Chambres d’Agriculture) ReSAKSS Regional Strategic Analysts and Knowledge Support System Network of Farmers and Producers Organizations in West ROPPA Africa SAWS South African Weather Service SNV not-for-profit international development organization SOFF Systematic Observations Financing Facility TAHMO Trans-African Hydro-Meteorological Observatory USSD unstructured supplementary service data VAT value-added tax WAAPP West Africa Agricultural Productivity Project WCF World Cocoa Foundation WUR Wageningen University and Research, Netherlands Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Executive Summary* context A griculture contributes about one-third Synopsis of the region’s gross domestic product (GDP) and is the principal livelihood for more than 60 percent of West Africans. By advancing knowledge on digital climate Millions of subsistence farmers rely on agricultural information and agriculture advisory services production to ensure food security and income. (‘agromet services’) in support of West Africa’s Given that the West African agricultural sector farmers, this report has two objectives. First, it aims is highly dependent on favorable weather to identify priority actions for promoting digital conditions, the increase in weather variability agromet services under the West Africa Food and climate change (including a projected rise System Resilience Program (FSRP) with a focus on in extreme events such as floods and droughts) Burkina Faso, Ghana, Mali, Niger, and Togo. Second, is expected to have a significant negative impact the report strives to provide insights on the on crop productivity. The resultant decrease required ingredients for creating viable agromet in crop productivity, combined with a rapidly delivery models to all stakeholders involved in growing population and urbanization and thus an the production and dissemination of weather accompanying rise in food demand, threatens to and climate information. These stakeholders undermine the food security, health, and income include representatives from the Ministries of of the local population. Empowering farmers Agriculture (MOAs), National Meteorological to adapt their farming practices to variable and Services (NMSs), Disaster Risk Management extreme weather is key to developing climate- (DRM) specialists, interested parties from the resilient and sustainable production systems. 10 private sector and civil society, and development practitioners. This report’s findings were obtained Climate information and agro-advisory through i) a benchmarking analysis of ten case services, called agromet services, support studies examining existing delivery mechanisms the transition toward a more productive, of digital agromet services, and ii) semi-structured climate-resilient, and sustainable agriculture interviews with public institutions complemented by helping farmers to better manage the by desk research. Case study results indicate that risks associated with (increasing) climate providers of agromet services should bundle variability. Agromet services integrate weather, different service types and diversify revenue climate, and water information into agricultural streams to ensure that their offerings are impactful risk management. Thus farmers can quickly and viable. The report also finds that increasing respond to short-term weather shocks and better levels of trust between the public and the private prepare for the upcoming farming season, as sector would facilitate the creation of innovative well as adapt to climate change in the long term climate information delivery models based on (Ferdinand et al. 2021). In parallel to the evolution public-private engagement (PPE). Other key in available weather and climate data (in terms of recommendations to enhance agromet services nowcasts, seasonal to subseasonal forecasts, and include continuing to invest in the technical and climate projections), agromet services are tapping human capacity of the region’s NMSs, increasing into the widespread growth of information and collaboration between NMSs and agricultural communication technologies (ICTs) to provide extension services, and establishing clear more timely and low-cost information services to regulatory frameworks on digitalization and open farmers. data. *A French version of the report is available on the website of the World Bank Open Knowledge Repository (OKR) Digitally provided agromet services have agromet solutions and/or provide the necessary been shown to be beneficial to farmers for local support to assist the targeted stakeholders production planning, risk management, and in their decision-making. The mobile connectivity access to financial services (Fabregas et al. gap and low internet access in the region could 2019). Owing to the advances and falling unit be tackled by investing in telecom infrastructure costs of ICT, Africa’s landscape of agricultural in collaboration with the private sector. On the extension and information delivery is currently supply side, an increase in the numbers of skilled undergoing a profound transformation, which is workers would boost the widespread adoption reflected in the growing number of digital services of digital agricultural extension services in West targeting the agricultural sector. Around 33 million Africa, similar to what has happened in East smallholder farmers are currently registered for Africa, where the use of digital services is more digital agrosolutions across the continent, a established. One key constraint to widespread number that is set to rise in the coming years (CTA adoption of digital agromet services is the high and Dahlberg Advisors 2019). The private sector, incidence of fragility, conflict, and violence (FCV) also in the context of partnerships with public in many parts of the subregion. It is challenging actors, is playing an increasingly important role to reach farmers in areas afflicted by FCV due in developing innovative solutions that deliver to their inaccessibility and poor infrastructure, more reliable forecasting and, more precise regardless of whether the tools used are digital or agronomic advisory services that match the analogous. In addition, the impact of agriculture needs of farmers and other end users. Creating advisory and climate information in areas where favorable conditions to attract private partners farmers face high risks of forced displacement to the field of digital agromet solutions is in this will necessarily remain far below its potential, case indispensable to accelerate a successful given uptake limitations. However, digital climate 11 uptake of climate information and advisory advisory services can greatly benefit sustainable services. The potential for increased public- and productive agriculture activities in areas with private engagement is highlighted by a recent a high influx of dislocated people. Given that an publication from the Global Facility for Disaster increase in population density is usually linked to Reduction and Recovery (GFDRR) entitled “The rising pressures on natural resources (soil, water, Power of Partnership” (World Bank 2020a). and so on), better on-farm decision-making through improved and more widely adopted While registrations for digital agromet agriculture advisory and climate information services are on the rise in West Africa, services has the potential to increase yields while investing in institutional, socioeconomic, safeguarding agriculture’s productive base. and technological reforms would foster more widespread service uptake. Existing policies Strengthening and expanding digital relevant to the provision of agromet information advisory services for the agricultural sector could be revamped to make them easier to are among the key activities supported by the understand for the private sector and more West African regional Food System Resilience inclusive and complete. The capacity of public Program (FSRP). Led by the Economic partners could be continuously improved to Community of West African States (ECOWAS) and keep up with ever-increasing demands for more the Permanent Interstate Committee for Drought sophisticated and targeted services. Given the Control in the Sahel (CILSS) and financed by high illiteracy rate in the region, service providers the World Bank, the US$800 million investment have to ensure that the end users’ needs and program that will be implemented over six years capabilities are considered in the design of aims to increase the regional preparedness against Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa food insecurity and to improve the resilience of Togo. Second, the report aims to provide useful West African food systems to shocks. insights to all stakeholders that are involved in the production and dissemination of weather The objectives of this report are twofold. First, and climate information. These stakeholders to support FSRP program activities, this report include representatives from the Ministries of strives to identify viable delivery models for Agriculture (MOAs) or National Meteorological tailored digital agromet services and formulate Services (NMSs), Disaster Risk Management potential next steps. These next steps are for (DRM) specialists, interested parties from the the services’ promotion and implementation private sector and civil society, and development in five focus countries with different country practitioners. contexts: Burkina Faso, Ghana, Mali, Niger, and Methodology canvases (see Annex I) were complemented with information from online sources and interviews with the public or private T o gain a more detailed understanding stakeholders driving the initiative. of the current ecosystem in which digital agromet services are deployed, 2. Benchmarking analysis: A semiquantitative the study reviewed the current institutional, evaluation of, and comparison between, the socioeconomic, and technological environment 10 selected case studies (see table ES 1) was in the targeted countries: Burkina Faso, Mali, conducted based on predefined success Niger, Ghana, and Togo. This was done through metrics related to the demand side, the desk research and semistructured interviews with supply side, and the enabling environment for 12 public institutions, such as NMSs and regional digital agromet services. The benchmarking climate centers, to investigate their capacity on a analysis was used to distill good practices and technical, human, and financial level (see Annex lessons learned from individual case studies. III for list of interviewees). This review was then These practices and overall findings were complemented by an in-depth analysis of the then presented to experts from the demand effectiveness of existing delivery mechanisms and supply sides in an online workshop, of digital agromet services. The analysis was where participants provided feedback and based on a two-step approach consisting of the additional insights to further fine-tune and following elements: validate the results of the case study analysis (see Annex IV for the participants list). 1. Case study portfolio: In all, 10 case studies of existing digital agromet services were The results of the ecosystem review and the selected from a pool of implemented agro- findings from the case study portfolio and the advisory solutions in Sub-Saharan Africa. benchmarking analysis were used to conceptualize The analyzed services varied in their service and structure the recommendations. characteristics (for example, social inclusion of vulnerable groups), the region in which the respective service was active (across Sub- Saharan Africa), and delivery mechanisms (for example, communication technology). Each case study was documented following a fixed canvas to allow for analytical comparison (that is, benchmarking analysis). The TABLE ES 1. Analyzed Case Studies Digital agromet Business Type of partner- Focus area  Value proposition  service  model*  ship  Burkina Faso, Web-based technological platform for B2C, B2B, Private agCelerant  Ghana, Mali, bundled services, data collection, and B2G  partnership  Niger  data management Online portal with long-term future G2B, G2G  Public-academic CLIMAP  Senegal  climate and yield projections partnership  Location and time-specific weather B2C, C2C  Public-academic- Ghana, FarmerSupport  forecasts offered on an app private Bangladesh  partnership  Weather forecasts, agro-advice, and access B2C, B2B, Private Mergdata  Ghana, others  to (financial) markets B2G  partnership  Location-specific and tailored weather B2C, B2B, Public-private Rain4Africa  South Africa  information B2G  partnership  RECA’s e-Exten- Agricultural advisory services G2C  Public-private Niger  sion System  partnership  Location-specific weather forecasts B2C  Private Sandji  Mali  partnership  Low-cost index-based insurance product B2C, B2B  Public-private SUM Africa  Mali, Uganda  for smallholder farmers partnership  Across Sub- Freely available and openly downloadable B2C, B2B, Public-private TAHMO  13 Sahara Africa series of current and historic weather data B2G  partnership  Weather observations and forecasts B2G, B2B, Private Ghana, (Togo, Veriground  B2C  partnership  Mali)  *B = business, C = consumer, G = government, 2 = to; for example, B2C = business to consumer. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Key Findings B oth the financial sustainability and basic and more advanced services) tend to lead to operational impact of the analyzed digital higher operational impacts of the digital delivery delivery models were driven by (1) the model. financial structure of the business and (2) its service offerings. Catalyzing the development and adoption of digital agromet services requires a sound Most of the identified cases relied on public institutional, legal, and policy environment as funding to finance short-term pilot cases. well as favorable conditions for cross-sectoral Developing business continuity strategies cooperation, which encourage the creation would greatly enhance the chances of the and long-term success of new and innovative initiatives reaching financial sustainability in initiatives focused on digital extension. More the long term. According to the available data, specifically: reaching financial sustainability seemed to be beyond the reach of most initiatives. Additional Policies and frameworks on digitalization, in support in developing a strong business case and and beyond the agricultural sector, are crucial a strategy for ensuring continuity after the phase- to facilitate the implementation of digital out of donor funding would, however, mitigate this agromet services. The study found considerable risk. Furthermore, agencies also have the ability to cross-country variance concerning the degree to intensify the knowledge transfers between the which digitalization strategies and policies have agency providing funding for the initiative and been adopted and implemented. Ghana is the its local partners. According to the results of this only country analyzed that has both adopted a 14 analysis, providing weather information for a fee national digitalization strategy and defined an does not appear to be a viable business model in action plan for the implementation of e-services most cases, given farmers’ low willingness to pay in agriculture. Niger and Togo have articulated because of competing spending priorities. some strategies on a national level, but do not yet have a digital policy for agricultural extension Initiatives with the highest levels of services. Burkina Faso and Mali lack national operational impact and business strategies on digitalization or a policy on the sustainability tend to combine diverse types expansion of digital extension services across the of services beyond weather and climate agricultural value chain. information. To avoid charging users for weather information services, most of the analyzed To realize the potential of public-private initiatives provided basic weather services engagement (PPE) for digital agromet like weather forecasts for free and charged for services, an ongoing focus on improving more advanced service offerings such as agro- trust between sectors is vital. PPE consists of advisory. This form of pricing model was found inclusive partnerships among public, private, to be beneficial to the users, and they were more and academic sectors that may take other and likely to recognize the added value of a blended less rigid contractual forms than the traditional service and thus more prepared to pay for using customer-client relationships, which characterize the service. Many of the more advanced services public-private partnerships (PPPs). PPEs can provide farmers with guidance and advice for provide benefits for those involved such as applying the weather information received. As a knowledge sharing, risk spreading, and access result, bundling services (that is, providing both to finance and operational impact. PPE depends on the maturity of the enabling environment, fiscal and monetary policies exist that constrain including adequate regulations related to the further development and digitalization of the digitalization and data sharing and the existence agricultural sector in West Africa. For example, of sound PPE strategies. Despite the absence of some countries impose very high import levies PPE-related visions or strategies in most of the on network and telecommunications equipment countries analyzed, a few PPE-driven models in and heavily tax communication services (Ndulu, the agromet space already exist and thrive as Joseph, and Tryphone 2021). In addition, several initiatives demonstrate (see table ES 1). regulatory information (such as on taxes, permits A key factor hindering the creation of new PPE is for compliance with administrative requirements, the distrust between public and private partners. and so on) is frequently not easily accessible at This distrust frequently stems from differences the country level, which slows the establishment in work culture, mandates, missions and scopes, of new initiatives. Establishing more favorable level of risk taking, and technical capacity. For market mechanisms and making information example, the study found that private actors on relevant policies and regulations more easily tend to doubt the capacity of the NMSs (National accessible could attract nonpublic investment. Meteorological Services) to deliver high-quality weather or climate data, while the NMSs are In parallel with creating adequate enabling unfamiliar with private player landscapes. conditions for the development of digital agromet initiatives, continued efforts are needed Effective data sharing practices between to strengthen and upgrade the technical and partners involved are key to ensure viable institutional capacity of the public actors with agromet services in the context of PPEs. key roles in the agromet value chain: the National The analyzed countries have adopted various Meteorological Services (NMSs) and Ministries of initiatives and policies on open data regulation, Agriculture (MOAs). 15 but these can be improved to become more transparent and complete. Ghana has the most Even the better-equipped NMSs in the region advanced status on open data policies with a would benefit from additional resources on a national strategy on data sharing and a freely human, technical, financial, or infrastructural accessible online data portal, but this strategy level. To adequately carry out their mandated does not yet extend to agromet data. Togo and tasks, most of the NMSs considered in this study Burkina Faso also have an open data initiative in need additional investments to strengthen their place, but no national policy yet. As for Mali and capacity (for example, stable internet connectivity Niger, both countries have not yet formulated and electricity supply, well-trained and sufficient a national strategy on data sharing or set up a staff, software tools, and hardware infrastructure). data repository. Data sharing of meteorological However, their needs must be carefully assessed, data and bulletins are mostly freely distributed also considering the private-sector capabilities by the NMSs of the analyzed countries, except to use the limited resources efficiently and set for long records of historical data or processed impactful investment priorities. In addition to information, or specific requests made by private strengthening NMSs, enhancing the capacity of clients. MOAs, especially that of public extension services, could significantly contribute to increasing Favorable market regulation mechanisms, the reach and effectiveness of digital agromet such as advantageous taxation schemes, are initiatives. Case studies included in this report needed to foster digital services initiatives in demonstrate that extension services can play a the agricultural sector. In Togo, the import of key role in raising local populations’ awareness agricultural equipment is exempted from duties of the benefits of digital climate and weather and taxes (Dossavi 2022). Yet, other governmental information. Given the extension networks Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa limited reach (especially when decentralized, as is access (GSMA 2019a). Digital agromet providers the case in Ghana and Burkina Faso), third parties were generally found to rely on the telecom such as farmer cooperatives, nongovernmental infrastructure and network of the countries in this organizations (NGOs), and the private sector often study. Where the reach of telecom infrastructure or play an indispensable role in complementing digital connectivity rates was inadequate, service public services. These findings are corroborated providers also used different communication by a recent AICCRA (Accelerating Impacts of CGIAR channels to complement digital channels with Climate Research for Africa) publication (Hansen on-the-ground advisory and outreach. et al. 2022) highlighting the positive impacts that could be achieved by further strengthening the More systematically targeting of vulnerable capacity of NMS and public extension services. groups such as women and youth could improve their access and adoption of ICT. Across the whole region, key infrastructural and Most of the analyzed case studies did not have technological opportunities were identified to a particular focus on vulnerable groups such overcome the insufficient allocation of mobile as women and youth. Few initiatives collect spectrum, infrastructure, and telecommunication user statistics in a sufficiently granular way to networks. monitor the uptake by vulnerable stakeholders. Nevertheless, a limited number of case studies African citizens would benefit from further did target specific groups, such as women or investments in extending the access elderly people, and used creative engagement to mobile broadband coverage. While approaches tailored to the needs of each telecommunications infrastructure has markedly target group (for example, via their preferred improved in recent years, the high costs related communication channel). To ensure social to the expansion of broadband networks, delays inclusion and maximize development gains, 16 in the assignment of mobile spectrum to service vulnerable groups with diversity in gender, age, providers, and inconsistent governmental financial means, and (digital) literacy rates should regulations have slowed further investments by be targeted. public and private actors, which has excluded significant parts of the population from ICT Recommendations T o design, create, and deploy successful #1 Involving vulnerable groups in the design digital agromet services, providers must and development of agromet services, be aware of the needs of agricultural collecting data on customer numbers, and stakeholders. Service providers can achieve engaging local ambassadors for support tailored and viable agromet models by involving can boost the inclusion of disadvantaged vulnerable groups through co-creation initiatives, stakeholders and adapt the service data collection, and local ambassadors; by to their needs. Deliberately targeting bundling services and diversifying revenue vulnerable groups for digital agromet services streams; and by offering relevant and reliable can lead to the services becoming inclusive, services that meet the end users’ interests: impactful, and sustainable. To succeed in including disadvantaged groups, providers weather information with agronomic advice. should survey and thus better understand Service providers can explore offering the their habits (for example, the role of women basic services for free and charging for in agriculture and the acceptability of women more advanced offerings. Thus they could performing transactions on the internet) and attract and retain a diverse group of users, preferences (such as the current reliance on as Manobi (now agCelerant) used to do. To radio and choice of languages). This can be further increase operational sustainability, done through feedback workshops, on-the- these same providers could diversify their ground visits, and continuously collecting revenue streams by targeting more than one data on customer numbers per segment customer segment in the agricultural value and related characteristics. Engaging chain (or beyond). For example, Veriground vulnerable groups through co-creation targets not only small-scale farmers but also is key to adapting the provided services cocoa industry companies and cooperatives, to their needs. FarmerSupport organized as well as public organizations. physical Weather Clubs (discussion groups) to involve elderly people in the design #3 Offering relevant and reliable services to and further development of the agromet the targeted stakeholders can sustain user service. Farmers, and elderly in particular, interest and business viability. This can be were encouraged to actively contribute to ensured by (1) involving local stakeholders the weather application by providing local during different phases of development and forecast indicators based on indigenous operation, including through continued on- knowledge. In addition to weather forecasts, ground-presence by actors such as extension the service also provides training and agents or local ambassadors (as observed in capacity building to enhance digital literacy the Sandji case), (2) continuously monitoring 17 and support for practical decision-making in impact by setting targets and measuring the field. Third parties that have experience the number of customers (as RECA does), with the inclusion of vulnerable groups and/ and (3) validating the weather or climate or are close to the targeted stakeholders data that are offered, such as by comparing are also well placed to provide such advice: model output against weather data collected development organizations, Red Cross/Red by local weather stations (as highlighted by Crescent, NGOs, and local ambassadors. the Sandji, FarmerSupport, and SUM Africa initiatives). #2 Bundling services and diversifying revenue streams can increase the chance In addition to understanding the end-user of business sustainability because the needs, viable agromet models also require user value of basic weather services diverse expertise and skill sets from various grows significantly when coupled with partners. Hence, it is critical to create an enabling agronomic advice or other services. environment for cross-sectoral collaboration Bundling both basic and advanced services to emerge, including through clear policy can improve the operational impact of agro- frameworks and trust building among the hydrometeorological models, as farmers not public, private, academic, and nongovernmental only receive weather information such as partners. At the same time, service providers need on expected rainfall but are also supported to have access to a reliable telecom infrastructure in navigating weather-related farming risks and have sufficient technical capacity for (for example, from pests) and opportunities agro-hydrometeorology, digitalization, and (for example, sowing before the onset communication, as well as have a local presence of the rainy season). The RECA delivery for the service beneficiaries. More specific model provides a case in point for coupling recommendations are as follows. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa #4 Create transparent and fit-for-purpose the guidelines, identifying potential regional policy and regulatory frameworks to partners for PPE, and facilitating the closing of attract private investments and establish PPE agreements. Considering their similarities, sustainable PPEs. This translates into: the Sahelian countries could be targeted first by such an initiative. » Clearer and stronger regulatory frameworks for open data and #6 Agree on well-defined roles for all digitalization. Some countries in the partners as a basis for building trust. It is region have already initiated changes crucial to define current and potential future on data sharing and implementation roles of public partners for collaborating with of digital services across their and leveraging private industry and other respective economies. However, partners. These roles should be determined national policies and implementation based on factors such as the institutional initiatives could be further developed capacity, financial situation, and technical to foster collaboration, benefiting the expertise of the public sector. These factors agricultural sector. As for Ghana, the also influence possible roles of private open data policy framework could be industry and other third parties, such as extended to cover the agromet domain, NGOs or academic institutions, in the context which is not yet included. of PPE. » Favorable market regulation » NMSs could benefit from collaborating mechanisms. Supportive taxation with private partners while working on schemes and targeted support for actors their capacity building in parallel. When who could play a role in the hydro- and an NMS has relatively low technical and 18 agro-value chain are crucial to advance financial capacity (which is the case the development of agromet services. for all of the analyzed countries), the Respective governments could reassess NMS could leverage the private sector existing taxation rules to ensure that to provide weather data and tailored these rules do not jeopardize private- services. Once the NMS’s capacity has sector investments. increased enough to provide timely, location-specific weather information, #5 Establish guidelines for private and its role in the agromet value chain academic actors on how to work with might change. For example, the NMS public authorities. New guidelines, could act as weather data provider formulated on a regional level, would outline or data quality controller. The NMS’s the key principles to be considered when fundamental function and main collaborating with public organizations. A mandate as a public actor will remain regional institution, such as ECOWAS1 or CILSS2 the same: To ensure the dissemination AGHRYMET, could take the lead in formulating of critical public services that cannot be these guidelines (Ghana could serve as an provided by the markets but are crucial example or starting point for inspiration), for the well-being of the population, including by setting up a regional working and hence will generate substantial group. This regional working group on PPE socioeconomic benefits. could also be charged with disseminating 1 The Economic Community of West African States (ECOWAS). 2 The Permanent Interstate Committee for Drought Control in the Sahel (CILSS). » Ministries of Agriculture are well placed sufficiently reliable and sophisticated to promote the uptake of agromet agromet information, which suggests services due to their unique position the need for continued investment in in in the agromet space. In all of the their infrastructural, financial, human, and analyzed countries, the MOA can play a technical capacity. In case the current more significant role in scaling up the provision of critical data does not meet the dissemination and take-up of digital expectations of users, in terms of quantity climate information by (1) codeveloping and quality (as in Togo, Mali, and Niger), or reforming existing policies and the NMS could leverage the capacity of the strategies with an impact on the agro- private sector to provide such data services hydrometeorological sphere (such and/or install and operate additional weather as climate adaptation strategies or stations. At the same time, funds could be policies on the digitalization of the increased by mobilizing resources from agricultural sector), (2) providing agro- international climate finance or advocating economic information to contribute to for greater government support. Additional viable agromet mechanisms, and (3) national funds could be used to increase the systematically mainstreaming climate attractiveness of working with the NMS via and weather information into their better working conditions. Technical skills extension services. could be enhanced through knowledge transfers from regional centers, such as the » Third parties could be actively involved African Center of Meteorological Applications in agromet services to ensure local for Development (ACMAD) and AGRHYMET, anchoring and capacity building and global partners who could intensify their in targeted regions. Development training programs for NMSs linked to their 19 organizations could encourage PPEs strategic priorities. and advise businesses on how to increase the sustainability of their #8 The Ministries of Agriculture could services, given their local presence and enhance their role in scaling up the close relationships with different public dissemination and use of climate and and private players in the agricultural weather information by integrating value chain. NGOs and farmer them into public extension services. organizations could provide on-the- Systematically embedding climate ground support for the implementation information in agricultural advisory services of agromet services, especially when would increase their usefulness to farmers challenges exist in coordinating (see Hansen et al. 2022). This could be decentralized public extension systems achieved by updating extension manuals (as in Ghana and Burkina Faso). Last, and raising the capacity of extension agents. academic institutions could take up the In parallel, MOAs could consider investing role of project incubator by developing in the expansion of their public extension and promoting innovative models. network and deepening relations with other organizations that offer extension services #7 Continue investments in increasing the in their country (such as NGOs and farmer technical capacity of NMSs. The existing organizations). capacity of any hydromet actor codetermines the perception of its trustworthiness by #9 Improve the reliability and coverage of potential partners and should therefore telecom and network infrastructure. To be improved where required and feasible. ensure that information services like climate The region’s NMSs are not able to provide services and agromet advisories reach the Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa users in underserved rural areas, governments 2). Given that Ghana is more advanced in of all of the analyzed countries could improve telecom than the other countries, it could their telecom infrastructures and thus narrow leverage its National Broadband Strategy to the connectivity gap by assigning enough improve the broadband penetration rate by spectrum to telecom providers and attracting making it affordable for all. and facilitating private investments (table ES TABLE ES 2. Key Constraints Affecting the Development and Scale-Up of Digital Agromet Services and Related Recommended Actions Key constraints Recommended actions • Involve targeted stakeholders, and specifically vulnerable groups, during co-creation phase. Vulnerable groups constitute a major • Collect data on customer number and characteristics part of the targeted stakeholder but are of focus groups and continuously monitor impact by not involved enough at this point. setting targets. • Rely on local ambassadors to get vulnerable people on board. Combine meteorological information with tailored services Providing meteorological data alone has by providing agro-advice or access to inputs, insurance a low operational impact. products or financial markets, to multiply the value of meteorological data. Service characteristics Bundle services (meteorological data and more advanced Providing meteorological services alone offerings) and charge the more advanced offerings and/or is not financially sustainable. target more than one customer segment in the agricultural value chain (or beyond) to diversify revenue streams. 20 Keep a diversified product portfolio and customer base and There is extensive reliance on public ensure presence of knowledge transfer and training from funding. funder to private service provider. Validate climate data obtained through remote sensing by The weather data are unreliable. comparing those data to data collected by local weather stations. Build trust by: • Formulating guidelines on how to work with public authorities for private and academic actors, while setting up a PPE working group on a regional level. • Agreeing on well-defined roles for all partners, based There is an absence of trust between on factors including institutional capacity, financial public authorities and private or situation, and technical expertise of the public sector. academic actors. • Involving a third party (development organization, NGO) to ensure effective collaboration among the parties involved by providing support in project design and facilitating interactions and communication between Enabling partners. environment • Elaborate clearer and stronger regulatory frameworks on open data, digitalization and other relevant policies There are a lack of transparent and by the MOA in collaboration with other appropriate tailored policy frameworks on open data ministries. and digitalization (of the agricultural • Share transparent information on applicable sector) as well as absence of favorable governmental fiscal and monetary policies for the private and comprehensible public market sector via websites, dedicated regional dissemination mechanisms. and support offices, and pamphlets. • Conceptualize favorable market regulation mechanisms to foster private investment in digital agromet initiatives. Key constraints Recommended actions • Infrastructural capacity: The NMSs could provisionally leverage the capacity of the private sector to provide data services and/or install and operate additional weather stations. There is a lack of infrastructural, financial, • Financial capacity: The NMSs could draw on international human, and technical capacity of the climate finance or ask for greater government support. NMSs to provide reliable weather and • Human capacity: The NMSs could use additional funds climate data. to create better working conditions and increase attractiveness of working at the NMSs. • Technical capacity: Regional institutions could intensify Enabling training programs for NMSs. environment The MOA could invest in the expansion and training of its The MOA’s public extension networks public farmer-to-extension-agent ratio, as well as strengthen have limited reach. relations with other extension service providers to boost the national (public) extension systems. Improve telecom infrastructure and related connectivity gap Many West African citizens, especially by assigning enough spectrum to telecom providers, while vulnerable and remote groups, lack attracting and facilitating private investments. access to mobile broadband coverage. Outlook F ostering trust across sectors and likelihood of a model’s business viability. Third, the partnerships among them while given the importance of constant client contact 21 continuing to strengthen the capacity and support at the field level, wherever possible, of NMSs to provide localized weather data local actors should be involved in the creation and in sufficient quality, quantity, and reliability operation of innovative agromet services. These is key to accelerating the development and actors could be extension networks overseen by uptake of digital agromet services. The study’s MOAs or civil society organizations such as farmer results point to a few priorities that stakeholders organizations. Over the next few years, the West in the agromet value chain should embrace. Africa FSRP will support countries in advancing First, countries’ NMSs need to further improve these priorities by providing targeted investments their capacity to provide localized weather and and technical assistance as well as by building climate data to increase the precision of digital and strengthening synergies at the regional level. weather information and become an attractive partner for collaborations with the private sector. At the same time, continued efforts are needed to broker connections between public, private, academic, and civil society sectors and create a stimulating environment conducive to collaboration, including through fostering progressive data policies, digitalization frameworks, and cross-sectoral dialogues. Second, climate information services should not be promoted in isolation but in conjunction with other services useful to farmers (the provision of inputs, agronomic advice, and so on) to achieve maximum operational impact and increase the Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa 1. Introduction 1.1 Relevance of Digital Agromet Services M illions of subsistence farmers in West Africa depend on agricultural production to maintain their food security, income, and livelihoods at acceptable levels. This predominantly rainfed region is characterized by naturally high climate variability and thus the need to build resilience to climatic changes. In 2021 and 2022, the Sahel and West Africa faced a major food crisis for the second consecutive year, which affected millions of people. Crop productivity is under serious pressure from extreme events like recurrent and I prolonged dry spells, heat waves, and floods. State of the Art Projected climatic changes for the region are expected to further challenge this weather- dependent agricultural sector. West Africa has Digital agromet been labeled as a climate change hot spot, with projections of increased weather variability and 22 services in west Africa stronger, more frequent extreme events. Field et al. (2014) estimate that the area exposed to extreme weather will almost double by 2050, and climatic changes may decrease crop production by 40 percent. In combination with the quickly growing population and associated rising food demand, as well as other challenges including environmental degradation and state fragility, climate change will increasingly affect food security. Climate shocks may push millions of people into extreme poverty, negatively affect health and spurring migration. Through different initiatives, African countries have committed to contribute to the long-term strategy for a sustainable transformation to a better performing agricultural sector on the African continent. Two such high-level initiatives are the Comprehensive African Agriculture Development Programme (NEPAD and African Union 2015) and the African Union Agenda 2063 (African Union Commission 2015). Specifically for West Africa, the Economic Community of West African States (ECOWAS) outlined a comprehensive strategy for the region’s agricultural sector. ECOWAS Regional Agricultural Africa with the implementation of agromet Policy (ECOWAP) and specifically its 2025 Strategic services, which can contribute to the transition Policy Framework (ECOWAS and Department to climate-smart agriculture. The development of of Agriculture, Environment & Water Resources collaborative networks for information exchange 2017) support “climate-smart agriculture to and learning processes, which adequately increase in a sustainable and equitable way farm consider socioeconomic structures in place, productivity and incomes, to enhance adaptation seems to be reaching more farmers(Hubert et al. and resilience to climate variability and climate 2012). Still, setting up independent, consistent, change, and to sequestrate and/or reduce and sustainable services is complex. greenhouse gas emissions wherever possible and appropriate.” The World Bank supports West The digital evolution carries opportunities Africa’s policy agenda related to food security to facilitate information distribution in an by supporting the Food System Resilience inclusive and efficient way. The widespread Program (FSRP),1 which aims to increase the growth of information and telecommunication region’s preparedness to food insecurity in order technologies (ICTs) in rural areas of West Africa to improve the resilience of the food system to creates opportunities to provide more timely and shocks. Digital advisory services for agriculture are low-cost information services to farmers, as well an integral part of the FSRP strategy to empower as assist in coordinating agricultural extension farmers and other actors along the agricultural agents. This progress has evolved in parallel with value chain. the collection of increasingly advanced weather and climate data (including nowcasts, forecasts, Empowering farmers to adapt their farming and climate projections). Highly needed, valuable practices to climate change and respond information to make better-informed decisions to weather shocks is key to rendering their can be distributed in a more cost-efficient way 23 production systems climate-resilient and across the agricultural sector and among small- sustainable. Climate information and agro- scale producers in particular. Over the past advisory services, called agromet services, that decade, the number of public- and private- sector integrate weather, climate, or water information initiatives has increased substantially, as have into agricultural decision-making (Ferdinand et the investments in these services. The number al. 2021), can support this transition. According of digital services for the agricultural sector in to Tarchiani et al. (2018), since as long as Africa rose from 41 in 2012 to 390 in 2019 (CTA 1982 agrometeorological advice has been and Dahlberg Advisors 2019). In all, 33 million operationally applied in farming decision- smallholder farmers who are registered for digital making in West Africa. The regular provision solutions for agriculture were counted across of qualitative agrometeorological information Africa. In another 10 years’ time, that number is helps farmers manage the risks associated with expected to increase to 200 million subscribers (increased) climate variability. Inclusive agromet (CTA and Dahlberg Advisors 2019). Most of the services that reach the most vulnerable can help current registrations for offered digital solutions to build climate resilience by providing farmers (68 percent) consist of advisory and information with actionable information to support short- services (Tarchiani et al. 2018). GSMA (2019a) term responses to weather shocks and climate reports a subscriber penetration rate of 48 percent variabilities, as well as long-term adaptation to in West Africa in 2018. Growth of 6 percent per climate change. The international community, year (the fastest rate globally) is predicted, with a including the World Meteorological Organization large part of that increase expected to come from (WMO), has been supporting countries in West Nigeria, Senegal, Niger, Mali, and Côte d’Ivoire. 3 World Bank (2021). Project Appraisal Document - West Africa Food System Resilience Program (FSRP) Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa With the growing capacity of the private to build, fund, and maintain an infrastructure sector in delivering services that have asset owned by the public sector. In this case, traditionally been in hands of public entities, the private partner often charges consumers a collaboration and engagement between fee for the public use of the asset to make the both sectors should be considered key in the investment profitable. The second type involves development of digital agromet solutions public payments partnerships. Again, the private (World Bank 2020a; WMO 2022). In fact, such sector is building, financing, and maintaining an collaborations between sectors, often referred infrastructure asset owned by a public authority. to as public-private engagements (PPEs), can However, the private partner does not charge provide benefits for the actors involved, such consumers for the use of the asset, as the public as knowledge sharing, risk spreading, access to partner makes the necessary payments. finance, and operational impact. According to Frei (2021), no clear definition exists of what a Because of the broader underlining definition, PPE entails, but it can be broadly described as PPE models have a wider range and are more “an inclusive partnership among public, private heterogeneous. World Bank (2020a) categorized and academic sectors, as well as civil society, identified PPE activities in nine different models; at global, regional and national levels.” In that however, this is a nonexhaustive set, and additional sense, PPE is often used to describe any kind of collaborative models might be possible. Many collaboration between the public, private, and examples of agromet services exist that have academic sectors, including but not limited to been built through PPEs on the level of weather public-private partnerships (PPPs). data production, dissemination of weather information (such as by involving telecom In contrast to PPE, PPP is defined more narrowly: providers), and/or coproduction of value-added Two types of PPP can be distinguished depending services (for example, index insurance). Specific 24 on the activities and funding undertaken by the examples of such cross-sectoral collaborations for co-contractor (Ouédraogo et al. 2020). The first public service objectives are described in more type involves concessions, in which a public detail in the case study analysis section of this authority grants a private partner the right report. 1.2 Study Aims and Structure T he objectives of this report are twofold. practitioners. The audience this report targets First, with the purpose of supporting includes key stakeholders along the weather and FSRP program activities, this report climate information value chain and in agromet strives to identify viable delivery models services, especially from the countries covered by for tailored digital agromet services and the report. These stakeholders include National formulate potential next steps for their Meteorological Services (NMSs), Ministries of promotion and implementation in five focus Agriculture (MOAs), development practitioners countries: Burkina Faso, Ghana, Mali, Niger, involved in agromet initiatives, private-sector and Togo. Second, the report aims to provide actors, and other stakeholders. In this report, useful insights to all stakeholders that are digital agromet services are understood to involved in the production and dissemination include all services providing weather, climate, of weather and climate information, and hydrological data, or information and/or including representatives from the Ministries advisory services based on such data, relevant of Agriculture or National Meteorological for the agricultural sector. These services support Services (NMSs), actors from the private the good functioning of the agricultural sector sector and civil society, and development and manage meteorological and hydrological risks better, made available via information and analysis. Both the assessment and analysis communication technology, such as online, have revealed good practices for implementing mobile or any other digital channels. effective and sustainable digital agromet services. The case study assessment describes in detail First, section I of this report sets the scene various aspects (including a business model with collating state-of-the art information on canvas) of a selection of implemented agromet the enabling environment in West Africa in services within and outside of West Africa. The general and more specifically in the five focus information was assembled based on interviews countries of this study: Burkina Faso, Ghana, and an online expert workshop with service Mali, Niger, and Togo. The focus countries providers, beneficiaries, and stakeholders, as were selected because they are beneficiaries well as a review of the available literature. The of the FSRP, while they also have existing digital benchmarking exercise evaluates the success agromet services (at various levels of maturity) factors of the case studies by relating service that add value at different positions in the value characteristics and business model outcomes in chain. Socioeconomic, institutional-policy, and a systematic way. technological dimensions are subsequently described based on a review of available literature Finally, section III concludes this report and interviews with stakeholders. A short résumé with a blueprint for operationalization. This of existing digital agromet services in West Africa blueprint includes high-level recommendations closes the section. as well as country-specific actions for the five focus countries of the FSRP, derived from the Section II reports on the assessment of 10 information gathered in sections I and II. existing examples of digital agromet services and presents the subsequent benchmarking 25 2. Enabling Environment for Digital Agromet Services in West Africa D igital agroclimate services are and to understand the realization potential for promising tools to realize inclusive implementing digital agromet services. Merely growth and sustainable food security copying success stories from other contexts may in Sub-Saharan Africa. Yet, to be successful, lead to failures if the enabling environment is not their delivery models should consider the well understood. characteristics of the enabling environment and the stakeholder needs to make sure that The subsequent paragraphs describe, based last-mile users, regardless of gender, age, on a literature review and interviews with or social status, are effectively reached. The stakeholders, different dimensions of the West region- and country-specific context, that is, the African ecosystem that shape the enabling enabling environment with its socioeconomical, environment for digital agromet services: to wit, technological, and institutional characteristics, the socioeconomical, the institutional-policy, and sets the boundary conditions in which the the technological dimensions. digital agromet services can develop in West Africa. Mapping this enabling environment helps to distinguish this region from other regions Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa 2.1 Socioeconomical Dimension of the West African Ecosystem Erratic climatic conditions and a difficult agronomic context make the rural communities in West Africa very sensitive to weather shocks and climatic changes. Despite the contribution of agriculture to the gross domestic product (GDP) in the region, poverty is high, especially among rural communities. This vulnerability, intensified by population pressure, illiteracy, inequality, and a lack of structural investments, provides fertile ground for armed groups to recruit disillusioned youth to engage in illegal activities. Increasing insecurity in the area hinders a stable business climate, private investments, and steady intersectorial cooperation. There are plenty of opportunities for agromet services to assist the farming community. The young population structure can be an asset for the adoption of new and digital services, tailored to the diverse needs of the population characterized by diversity and inequality. 2.1.1 Climate and Climate Change W est Africa’s society and economy are 20th century, the West African monsoon has strongly determined by its climate shown much variability and brought episodes of (figure 1), which typically sets the scene large-scale droughts (in the 1970s and ’80s) and for an agricultural sector with variable and low associated food crises, alternating with years of yields depending on erratic rainfall. Reaching high relatively low wetness and stable yields (at the yields is further complicated by the dependence turn of the 21st century; Sultan and Gaetani 2016). on poor soils and low input levels. 26 West Africa is labeled as a climate change The Sahel, the vast land south of the Sahara hot spot, which aggravates the vulnerability Desert in West Africa, is characterized by semi- of the region. Increasing numbers of extreme aridity, (from little and erratic rainfall), frequent events will expose millions of people to acute extreme droughts and floods, and challenges food insecurity, with the largest impacts expected related to land desertification, degradation, for many locations and communities in Africa. and deforestation. The tropical (Sudanian and Consequently, negative impacts of climate Guinean) savanna and the forest-savanna mosaic change are expected on African ecosystems, in the dry, subhumid area south of the Sahel show water availability, food production, human health decreasing dryness and rainfall variability from and well-being, and infrastructure (IPCC 2022). north to south. Still, achieving stable, climate- Temperatures in the already hot West African smart, and high-yielding agricultural production region are rising more quickly than the average remains challenging in this region, too. Smaller global temperature, particularly in the Soudano- areas in the most southern parts bordering the Sahelian zone in the north. These conditions Gulf of Guinea and the South Atlantic Ocean challenge crops, pasture, animals, and agricultural have a tropical and humid climate with more laborers with uncomfortable or even lethal dependable rainfall. Precipitation patterns are temperatures and more frequent heat wave governed by the West African monsoon, which days (Sultan and Gaetani 2016). In addition, the brings most of the annual rain between May temperature rise will trigger changes in the rainfall and October (Sultan and Gaetani 2016). In the pattern, which is projected to combine higher or FIGURE 1. Bioclimatic Regions in West Africa (Saharan, Sahelian, Sudanian, Guinean, and Guineo-Congolian Regions from North to South) Source: Image taken from https://eros.usgs.gov/. lower seasonal rainfall (depending on the model) change vary in West Africa between halving with more extreme events in the future. While and doubling (−50 percent to +90 percent), there is relatively large uncertainty concerning depending on the crop (with higher losses for the direction of change of the seasonal rainfall, maize and sorghum), region (with higher impacts models agree on the projected spatial variation in the Soudano-Sahelian zone as compared to 27 with a drier western Sahel (including South-West the more southern Guinean zone, and more Mali) and wetter central-eastern Sahel from longer adverse effects in the western as compared rainfall seasons (South-West Niger, Burkina Faso, to the central-eastern Sahel), climate scenario and Togo) (Sultan and Gaetani 2016). The climate (more or less pessimistic emission of greenhouse is expected to become more erratic, with more gasses), and climate model used (Roudier et al. frequent and intensified extremes (specifically, 2011). In summary, increased weather variability more days with extreme precipitation and longer will challenge the West African population with dry spells) (Sultan and Gaetani 2016; Sylla et al. higher risks of yield failure, food crises, and hunger. 2016). Projected crop yield responses to climate 2.1.2 Agriculture T he agriculture and food sector remains of irrigated land is below 1 percent in all countries a mainstay for West African economies, (FAOSTAT 2022). Generally, yields remain below underpinning the livelihoods of around the potential production capacity (van Ittersum 50 percent of the population across the et al. 2016). The erraticism of rainfall, further region. Relevant systems include agricultural worsened by climatic change, and the limited production, agro- and sylvo-pastoral systems availability of inputs render food security in the (and hybrid forms of these; see figure 2). The region precarious and has caused food crises for share of agricultural land ranges from 30 percent many West Africans in the past 10 years. And, as in the northern countries (where the Sahara further described in section 2.1.3, the agricultural Desert prevents agricultural activities) to up to 70 sector accounts for a large share of employment. percent in southern countries like Togo. The share Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa FIGURE 2. Agricultural Land (percent of total land area: dark shaded), land under crops (percent of total land area: medium shaded), and Under Permanent Meadows (percent of total land area: light shaded) in 2019. Agricultural land equals the sum of cropland and permanent meadows and pastures. 80% 70% 60% 60% 50% 40% 30% 20% 10% Burkina Ghana Mali Niger Togo Faso Agricultural land Cropland Permanent meadows and pastures Source: FAOSTAT (2022). 28 2.1.3 Economy, Development, and Social Equality W est Africa counts many low- higher when based on purchasing power parity. income, least-developed countries, In 2020, the GDP per capita varied between with economies that are poorly $1,288 in Niger and $5,744 in Ghana, with the diversified, are supported by foreign aid, and other focus countries showing amounts around largely depend on the agricultural sector. $2,200–2,350 (World Bank 2022). In 2020, the GDP This is particularly pronounced in Mali and growth was mostly positive, though the GDP per Niger. Ghana is a developing economy but not capita showed a negative evolution. Yet, recent categorized as the least developed country. Covid-19-related shocks resulted in lower or even negative (as in Mali) GDP growth rates (figure 3). High shares of the employed population are active in the agricultural sector. In Niger and Mali, the share is more than 60 percent, and elsewhere 25–40 percent. In Burkina Faso, Ghana, and Togo, employment in the industrial and services sector is rising, with the mining sector fueling this increase. The GDP of all countries is low (far below $100 billion), though numbers are slightly FIGURE 3. GDP and GDP-PPP (in billions of dollars: dark and light shaded bars, respectively, in left graph) and GDP and GDP per Capita Growth Rates (annual percentage: dark and light shaded bars, respectively, in right graph) in 2020 200 4% 180 3% 160 2% 140 1% 120 Billion $ 0 Billion $ 100 80 -1% 60 -2% 40 -3% 20 +4% 0 -5% Burkina Ghana Mali Niger Togo Burkina Ghana Mali Niger Togo Faso Faso GDP GDP-PPP GDP growth GDP per capita growth Source: World Bank (2022). Poverty rates are high in all West African countries, Development Index (HDI), with Burkina Faso, particularly in Mali and Niger. The countries rank at Niger, and Mali in the bottom-10 range (figure 4). or near the bottom of the United Nations Human 29 FIGURE 4. Human Development Index and Gender Development Index (HDI and GDI, unitless: light and dark shaded bars, respectively, left graph) and Gini index (unitless: brown line, right graph) in 2020 50 45 1,00 40 0,80 35 30 0,60 25 20 0,40 15 0,20 10 5 0,00 0 Burkina Ghana Mali Niger Togo Burkina Ghana Mali Niger Togo Faso Faso HDI GDI GINI index Source: UNDP (2020). Generally, women in West Africa have lower opportunity applications. If they are engaged access to financial services, education, land, and in businesses, it is often explained by their technology (including the internet) and hence responsibility for providing resources and food may have less impact on farm management in their rural households. Hence, the Gender decisions and score worse on private leadership Development Index (GDI), which measures Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa gender development equality as the ratio of HDI Also, income inequality is common in the region, values for woman over men, stays below 1 in all with Gini coefficients assessing the degree of focus countries (figure 4). income inequality being far below 100 (figure 4). 2.1.4 Population and Society T he West African region experiences high West Africa’s population is ethnically very diverse, population pressure from a strongly and many different religions are practiced within growing population. High fertility rates and the countries (except in Niger where more than the consequently rapidly growing population 99 percent are Muslim; UNdata 2022). French is complicate poverty reduction as economic the official and commercial language in Burkina development struggles to keep pace with the Faso, Mali, Niger, and Togo; English in Ghana. In population rise. The population density is higher in addition, several native languages are spoken by central and southern areas in the countries where many people in rural communities, and some may weather conditions and agricultural options offer not be proficient in French or English. Illiteracy is better living conditions. Currently, most people high in the region (figure 4), with peak values of still live in rural areas (except in Ghana). Yet, with a 65 percent of the adult population (aged 15 or positive urbanization rate, more and more people older) who cannot write or read in Niger and Mali are moving from the countryside to cities. (UNESCO 2020). FIGURE 5. Adult Literacy in Africa in 2019 30 Source: UNESCO (2019) data processed by Roser and Ortiz-Ospina (2018). Notwithstanding the unfavorable conditions, the population under 15 years old (figure 6). Its young population of West Africa has shown resilience population holds opportunities for development, in withstanding the challenges it faces. The if sustainable investments are made in education, countries have a very young population structure, the health sector, and agriculture. with generally more than one third of the FIGURE 6. Population under the Age of 15 Years and between 15 and 64 Years Old (percent of total population: dark and medium shaded bars, respectively, left graph), Urban Population (percent of total population: light shaded bars, left graph), and Population Growth Rate (annual percent: line, right graph) in 2020 4.0% 70% 3,5% 60% 3,0% 50% 2,5% 40% 2,0% 30% 1,5% 20% 1,0% 0,5% 10% 0 0 Burkina Ghana Mali Niger Togo Burkina Ghana Mali Niger Togo Faso Faso Population <15 years Population 15-64 years Population growth rate 31 Urban population Source: World Bank (2022), based on United Nations Population Division’s World Urbanization Prospects: 2018/2019 Revision. 2.1.5 Fragility, Conflict, and Violence (FCV) Conditions T he Sahel and West African region are facilitating armed insurgent groups, weakening climatologically complex. The vulnerability state authority, overburdening formal and of its (rural) people to weather shocks, customary institutions, making livelihoods more climatic changes, food insecurity, and poverty, in fragile, contributing to extremism, precipitating combination with a lack of structural investments, clashes between herders and farmers, and fanning are fertile ground for recruitment of desperate conflicts more broadly. The period between 2014 people by armed groups and rising violence. and 2019 has been the most violent five-year Specifically, the border region between Mali, period on record. From 2011 to 2019, violent Niger, and Burkina Faso has become a conflict events in the region jumped from 581 to 3,617 hot spot over recent years with elevated levels incidents. Over the same period, the number of of violent conflicts, causing internal and cross- associated fatalities rose from 3,361 to 11,911 border displacement and political instability. (OECD/SWAC 2020). In recent months, insecurity In 2020, a new record high of 24 million has started to spill over to vulnerable communities Sahelians needed life-saving assistance and in coastal countries including Togo, Benin, Ghana, protection (Humanitarian Program Cycle 2020). and Côte d’Ivoire, particularly in areas bordering A kaleidoscope of interconnected factors is Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Sahelian countries.1 Women and children are displacement are key contributing factors to often the worst affected and disproportionately food crises. In addition, the growing insecurity exposed to extreme vulnerability and the threat greatly discourages both domestic and foreign of gender-based violence. Civil unrest and forced investments in economic activities. 2.2 Institutional Policy Dimension of the West African Ecosystem To successfully and effectively deploy digital agromet services, several factors are necessary: a sound legal and regulatory framework, a favorable business environment, encouraging market mechanisms, and institutional organizations that can support the implementation of digital agricultural initiatives. Various policies and initiatives have been developed in that regard, such as digitalization strategies or open data policies, both on a country-level and regional extent. These policies and frameworks play a key role in determining the maturity of the enabling environment for cross-sectoral engagement and collaboration. Relevant public actors that have a mandate in supporting the implementation of digital agromet services and can be involved in PPEs, range from regional centers to national institutions, such as NMSs, MOAs, and local farmer organizations. 32 2.2.1 Regulatory Framework 2.2.1.1 Digitalization I n addition to the wealth of dedicated Togo are moderately advanced in their regulatory policies for the agricultural sector, framework for digitalization, as they articulated digitalization is increasingly becoming some strategies, but they do not yet have digital internalized in development policies and policies for agricultural extension services. As for frameworks across the nations in scope. From Burkina Faso and Mali, the status of the regulatory national policies to operational strategies on the environment for the digitalization of agromet implementation of digital tools, the countries we services is rather rudimentary. Burkina Faso and studied often differ in terms of approach to ICT Mali have some pending work to do regarding expansion and development but are steered by the conception of a strong digital policy, and the same ambition to become leading hubs in they do not always consistently track action the digitalization of their respective economies. plans that have reached their predetermined end A simple comparison between the studied date. The following paragraphs elaborate on the countries on the digitalization strategies they policies, strategies, and agencies developed and have in place shows that Ghana already has implemented in each of the countries in scope. developed an extensive policy framework to Table 1 summarizes the regulatory environment enable the expansion of digital extension services for digital services in each country. across the agricultural value chain. Niger and 4 UN OCHA, Central Sahel Crisis: Regional Key Messages as of January 2022. https://www.unocha.org/sites/unocha/files/Central%20Sahel%20 -%20Key%20Messages-%20January%202022.pdf. Burkina Faso considers the agricultural sector industry include Ghana’s National Broadband to be an important lever in its fight against Strategy and the National Cybersecurity Policy. poverty and has expressed its desire to partake Considering the lasting benefits digital services in the digitalization trend through the creation can bring to the modernization and development of a national agency and development of an of the agricultural sector, the Ministry of Food overarching digitalization policy. In 2011, the and Agriculture (MOFA) is currently in the government of Burkina Faso collaborated with process of developing a strategic action plan the World Bank and International Monetary Fund for the implementation of e-services across the to set up a Strategy for Accelerated Growth and agricultural value chain. The objective of this 10- Sustainable Development (SCADD) from 2011 to year plan is to promote the uptake of agricultural 2015 and later defined a National Program for the extension services and related advisory services Rural Sector (PNSR) to modernize and prioritize (FAO and ITU 2022). the agricultural industry (FAO and ITU 2022). Regarding the digitalization of the economy, Mali has developed various policies on the the Ministry of the Digital Economy established enhancement of the agricultural sector the National Agency for the Promotion of but thus far did not yet develop a strategic ICT (ANPTIC) in 2014 with the aim of further framework to become a leading country in developing and promoting the use of digital terms of ICT development. Examples of policies information systems across all economic sectors. that contribute to improving food security and It has been reported that the same ministry advancing the socioeconomic situation are, was in the process of developing a national among others, the Agricultural Orientation Law, digitalization strategy, titled “Burkina Numérique the National Food Security Strategy, and the 2025,” but no trace of such policy can be found Climate-Smart Agricultural Investment Plan (FAO online. The action plan would have included a and ITU 2022). The Agricultural Orientation Law 33 number of key activities for the upcoming years, is the main legislative instrument that has been among which would be the expansion of the enacted to deal with agricultural land and the fiber network and the implementation of internet reference framework to suggest, formulate, and services in public universities and related research implement new agricultural policies. Regarding institutions (UNESCO 2016). The country has not the digitalization of the economy, the Ministry of yet developed a specific digitalization policy for Communications and Digital Economy conceived the agricultural sector. a national policy on the promotion of digital communication tools (République du Mali 2015) Ghana uses the digital economy as a mean to and a strategy on the practical implementation accelerate the socioeconomic development of the national policy for the period 2015– of the country, including the agricultural 2020 (Ministère de l’Economie Numérique de sector. The government outlined its vision for l’Information et de la Communication 2021). a digitalized future in its so-called Ghana ICT However, it is unclear whether the latter has for Accelerated Development (ICT4D) Policy, been revised and/or a new strategy has been whose aim is to facilitate the socioeconomic developed for the years to come. In the meantime, development of the country with the use of the Minister of Communications and Digital information and knowledge-based systems Economy announced the establishment of a (Republic of Ghana 2003). It sets out a roadmap on National Digital Council to promote cross-sectoral the cross-sectoral deployment and exploitation exchange among experienced private and of ICT for socioeconomic end-objectives, among public actors as a mean to achieve the country’s which is the modernization of the agricultural digitalization objective (Agence Ecofin 2020). No sector to improve its efficiency and productivity. information has been retrieved as part of the desk Other policies meant to stimulate the ICT and research on the possible development of a digital telecommunication sector to benefit agricultural policy for the agricultural sector. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Niger has a well-developed action plan Togo uses the digital economy as a lever to on local ICT deployment and ensures its further develop key business sectors, create implementation via a national institution, new jobs, and incentivize the initiation specifically created for the information of innovative companies. The government age. In 2013, the telecommunications and particularly referred to such use of digitalization ICT sector created a policy document for the in its National Development Strategy for the period 2013–2020 in which the strategic axes period 2018–2022 and specifically identified the for the development of a digital economy were agricultural sector as priority industry (République defined with regard to institutional capacity, Togolaise 2018). An analogous policy statement infrastructure, and access to new technologies. has been issued by the Ministry of Digital Economy Given that the implementation period has and Transformation with the aim of facilitating expired, the policy document is currently being access to digital information tools and to turn revised and reformulated for the upcoming Togo into the digital expertise hub par excellence decade (ONEP 2020). Years later, in 2017, the by 2022 (Ministère de l’Economie Numérique et government of Niger established the National de la Transformation Digitale n.d.). In 2020, the Agency for Information Society (ANSI) to promote same ministry announced the elaboration of a the use of digital communication technologies national digitalization strategy, titled “Togo Digital as a mean to attain its long-term development 2025,” focused on the accelerated digitalization goals (ANSI 2022). This agency was created in the of public administration services and the overall context of the “Niger 2.0” strategy, which aims economy with the use of quantifiable targets to increase digital connectivity for both rural and clear roadmaps (Ministère de l’Economie and urban populations. The policy—for which Numérique et de la Transformation Digitale ANSI is responsible to ensure its operational 2020). With regard to the agricultural sector, Togo implementation—aims to promote universal developed its agricultural policy but does not 34 access to ICT. Objectives include the digitalization refer to the benefits e-businesses and extension of governmental services, the establishment of services can bring for agricultural development a technopole, and the initiation of smart villages (FAO and ITU 2022). Hence, policies on the use (ANSI 2022). The latter ensures the use of digital of ICT in the agricultural sector have yet to be services in agricultural areas for rural growth. developed. TABLE 1. Status of the Regulatory Environment for Digital Services in the Studied Countries Burkina Faso Ghana Mali Niger Togo Rudimentary: Advanced: Rudimentary: Moderately Moderately dedicated agency, digitalization is at the recent creation of a advanced: national advanced: pledge to but no national policy core of the national dedicated council, strategy, dedicated create new strategic and strategic plan strategy, specific availability of national agency, consistent framework, but for implementation action plan for the policy on digitalization review of expired absence of digital yet, especially in the implementation but no overarching documents, but no policy for agricultural agricultural sector of e-services in strategic framework digital agricultural extension services agriculture policy yet 2.2.1.2 Public-Private Engagements I n addition to the digital policies and of Finance issued a national policy on PPPs in agricultural strategies, strategies or visions 2011 with as objective to involve the private regarding PPEs are as important considering sector’s expertise and resources in delivering the critical role such collaborations play in efficient public infrastructure and services, which accelerating the deployment of agricultural cannot be financed by governmental resources extension services. However, due to the novelty alone (Republic of Ghana 2011). In 2020, the of PPE as a concept in public-private collaboration, Ghanaian Parliament adopted the Public Private no visions or strategies have been formulated yet Partnership Act (Public Private Partnership Act in that regard in the studied countries. The legal 20203) to regulate collaborations between public framework that comes closest to the regulatory authorities and private parties for the provision of environment for PPE is the one that has been public services infrastructure development. The developed for PPPs. In the five countries, we can act stipulates the procurement procedures for the identify a number of strategies and legislations approval of partnership agreements and ensures that have been initiated in the past to support the inclusion of local content and promotion of the implementation of PPPs across key economic technology transfer in PPP projects with support sectors. Below is an overview of the policies from the PPP Advisory Unit. that have been established in this context. These policies provide a basis to identify leading Unlike Ghana and Burkina Faso, Niger and practices, lessons learned, and improvement Togo do not have a formulated strategy on areas for developing strategies around PPEs. The public-private collaboration but do possess a available PPP legislation is therefore listed in legal framework and dedicated support unit the following paragraphs as a useful reference for PPP regulation; Mali on the other hand 35 or background. As PPPs are stricter in terms of only has a dedicated law as policy document. collaboration options and involved parties than In 2011, the government of Niger adopted a PPEs, PPP legislations and policies, however, law on PPP contracts (Niger loi n° 2011-30 du 25 cannot be copied to PPEs. octobre 2011) that has been revised in 2018 (Niger loi n°2018-40 du 05 juin 20184) to comply with the Burkina Faso and Ghana have well-developed evolving context. In 2012, the PPP Support Unit frameworks for PPPs with a strong strategic (CAPPP) was established by the Presidency of the focus. The government of Burkina Faso adopted Republic of Niger to promote the development a national strategy on public-private partnerships of public-private partnerships in the region. A in 2011 and initiated a legal and institutional similar organization has been created in Togo framework for the implementation of PPP a few weeks after the adoption of a decree on projects in 2013 (Initiative PPP Afrique, n.d.). This public-private contracts (Togo décret 2021-034 framework was later on translated into a concrete 31/12/20215) to better regulate PPPs. The public- law for PPPs (2021) (Loi n°032‐2021/AN du 25 juin private partnership unit has as mission to advise 2021 portant cadre juridique et institutionnel and provide support to contracting authorities in du partenariat public‐privé au Burkina Faso)1,2, the preparation and execution of PPP contracts containing a clear description of the contractual (République Togolaise 2022). As for Mali, only a principles and governance framework of such law on public-private partnerships (Loi n°2016– collaborations. Likewise, the Ghana Ministry 5 See https://www.assembleenationale.bf/IMG/pdf/loi_032_ppp.pdf.-%20Key%20Messages-%20January%202022.pdf 6 See Law No. 032-2021/AN of June 25, 2021, on the legal and institutional framework of public-private partnership in Burkina Faso. 7 See Public Private Partnership Act, 2020 (Act 1039), Ministry of Finance. Ghana (mofep.gov.gh). 8 See Loi n° 2018-40 du 05 juin 2018 portant régime des Contrats de Partenariat Public-Privé, UNEP Law and Environment Assistance Platform. 9 See 2021-034, Journal Officiel de la Republique Togolaise : Lois et Reglements (gouv.tg). Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa 061 du 30 décembre 20161) exists, that has been and institutional framework in which PPPs can be initiated in 2016 and which specifies the legal implemented. 2.2.1.3 Data Sharing I n view of PPEs within an agromet context, issued a National Data Sharing Policy to increase effective data sharing practices between the dissemination and access to data produced partners involved are crucial to ensure by ministries, departments, and agencies of the viable agromet services and should therefore government of Ghana (Republic of Ghana 2020). be promoted. The studied countries have To pursue this goal, the government of Ghana adopted various initiatives and policies on open has launched the Ghana Open Data Initiative data regulation but these are often incomplete and is currently working on establishing a Data and do not provide the required transparency. As Exchange Hub (Dowuona 2022). Despite the such, the performance of Sub-Saharan Africa on absence of a national policy on open data, the the Open Data Barometer (ODB) of 2016 has been government of Burkina Faso launched a similar evaluated as rudimentary compared to leading data portal (burkinafaso.opendataforafrica.org) as countries in the Global South (van Schalkwyk and part of its overarching strategy for digitalization, Iglesias 2016). Characterized by few to no open Burkina Numérique 2025. The website gathers data sets, minimal impact, and overall absence of relevant statistics on key activities of the leadership, the region will have to put additional economy and is regularly updated with new data. efforts in open data strategy development to As for Togo, an online portal (togo.tg) has been facilitate data access and exchange across actors dedicated to the free access of data published by and borders. public institutions; albeit this open data initiative 36 seems to be down or inaccessible for the time Among the countries in scope, Ghana has, in being. Niger and Mali on the other hand have not comparative terms, the most advanced open yet initiated an open data portal, nor formulated data policy and initiatives in place, while Togo a national policy on the access to open data. An and the Sahel countries are less developed. In overview of the status on the data sharing policies 2019, the Ghanaian Ministry of Communications of the studied countries is given in table 2. TABLE 2. Status of Open Data Policies in the Studied Countries Burkina Faso Ghana Mali Niger Togo Moderately Advanced: National Rudimentary: No Rudimentary: No Moderately advanced: Open data data sharing policy, open data initiatives or open data bank, nor advanced: Open data initiative, no national Open data Initiative policies in place regulatory framework initiative, no national policy yet under development policy yet 10 See U2v5lNCH.pdf (alsf.int). 2.2.1.4 Market Regulation R egarding market regulation (World Bank and IFC 2022). Similar suggestions mechanisms, favorable taxation on the business reform of taxation systems have schemes and supportive governmental been made in a recent report (World Bank and instruments are key to enabling the economic IFC 2019). As for Ghana, the government has development of digital services initiatives in recently decided to address the regulation of the agricultural sector. In Togo, a new measure e-businesses by reviewing its current legislation has been implemented under the 2022 Finance and introducing additional guidelines for the Law to support the national agricultural policy by taxation of digital services (KPMG 2021). Since exempting the import of agricultural equipment 2022, nonresident vendors of digital services have from duties and taxes (Dossavi 2022). Likewise, to pay Ghana’s standard value-added tax (VAT) the government of Mali has reduced many export rate of 12.5 percent imposed by the Ghanaian taxes and duties as part of the ongoing economic tax authority. This is applicable to all relevant reforms in the country (FAO and ITU 2022). activities conducted in the context of digital Positive taxation reforms can also be discerned in agromet services supply, such as website hosting Niger, where the taxation of the mobile economy and the distance maintenance of programs and has reduced since 2017, increasing the number of equipment (section 16 (2) of Ghana’s VAT) (Value people that can be digitally connected via mobile Added Tax Act 20131). In addition, the government phones by several hundred-thousands (GSMA imposes a 20 percent import tax on the network 2017). equipment of these same foreign e-businesses and a 6 percent tax on communication services However, many existing governmental fiscal (Ndulu, Joseph, and Tryphone 2021). Despite the and monetary policies—as well as reforms— fast-paced uptake of mobile money transactions 37 remain hostile to the further development among individuals, the Parliament of Ghana has and digitalization of the agricultural sector in recently imposed an Electronic Transfer Levy West Africa. In Mali, the public expenditure on (E-levy) of 1.5 percent on electronic payments agriculture has been labeled as highly inefficient of more than $13 (KPMG 2022). These additional due to its reliance on input subsidies at the taxes and requirements have serious negative expense of long-term investment. The current impacts on the establishment and upscaling of synthetic tax imposed on starting businesses in digital agromet services in the country as well as the country also needs to be redesigned, as it the access to financial funds. involuntarily prohibits small firms from growing 2.2.2 General Business Environment T he general business environment in West services for the agricultural sector in Sub-Saharan Africa provides fewer opportunities for Africa are concentrated in the eastern part of the digital agromet services than in East continent. The main reason for this clustering Africa, where the use of digital services is more is the presence of large market demand, high established. According to the Digitalisation of levels of connectivity, and a favorable business African Agriculture Report (CTA and Dahlberg environment in terms of regulation, taxation, Advisors 2019), more than half of existing digital and investment. This is the case for Kenya, where 11 See https://gra.gov.gh/wp-content/uploads/2020/09/vat_act_870.pdf. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa transparent and open data frameworks as well as adopted the Investment Code, which ensures supportive digitalization objectives contributed a level playing field for Togolese and foreign to the fast uptake of agricultural e-services, businesses and investors with the aim of making it the first country with the highest improving the business environment for the number of providers and users in Sub-Saharan private sector (Dossavi 2019). Similar regulatory Africa (CTA and Dahlberg Advisors 2019). reforms have been implemented in Niger, where the access to credit information has been West African countries recurrently score simplified for credit bureaus to boost coverage below the global average, but above the rates and allow firms to obtain external finance Sub-Saharan mean, on the complementarity (World Bank 2020b). The simple procedures for of their business environment and legal the launch of a business and the fast access to an institutions (World Bank 2022). As shown in figure electricity connection allowed Ghana to maintain 7, the ease of doing business scores1 for the studied a high position in the ease of doing business countries roughly average around the same ranking compared to other West African nations. number with the exception of Ghana and Togo. Nevertheless, its recent amendments to existing Across the globe, West African nations remain tax policies and inclusion of new levies made one of the weakest-performing states on the ease tax payments unnecessarily complicated, which of doing business ranking; yet improvements penalized the country with a lower improvement over the years are visible for most countries under than expected. As for Burkina Faso and Mali, both review. Togo experienced a notable amelioration countries experienced a decline in their ease of in its ease of doing business performance and doing business scoring due to a lack of positive has been labeled as one of the top economies regulatory reforms and—in the case of Mali—an that greatly improved their scoring through the exacerbation of tax payment complexity with the reduction of bureaucratic requirements (World introduction of a new levy on business turnover 38 Bank 2020c). In 2019, the Togolese government (World Bank 2020b). FIGURE 7. Ease of Doing Business Scores (0–100, with average scores for reference regions shown in gray) 70% 60% 62,3 63,3 62,7 60,2 61,6 63 59,9 60 56,8 58,3 50% 51,4 53,5 53,7 55,2 51,8 51,6 52,9 51,6 40% 30% 20% 10% 0 Burkina Ghana Mali Niger Togo SSA MENA East Asia Global Faso & Paci c 2019 2020 2019 2020 Source: World Bank (2022), Doing Business Database. 12 The ease of doing business score shows how close each domestic business environment is to the global best practice in terms of regulatory performance regarding the ease of starting a business, the access to electricity, the taxes imposed, the handling of construction permits, the registration of property, the access to credit, the protection of minority investors, the cross-borders trade, the enforcement of contracts, and the resolvent of insolvency (World Bank 2020b). The number of digital services providers venture capital and the ease of contracting a for the agricultural sector in West Africa is loan is the highest in Ghana, followed by Mali, growing quickly, whereas the number of Burkina Faso, Niger, and Togo (Schwab 2018). registered users remains low (CTA and Dahlberg However, Ghana still faces issues related to low Advisors 2019). West Africa is characterized by levels of financial inclusion and limited access to many emerging initiatives that are for a large finance for (small) businesses. These challenges, part headquartered in, or have a primary focus which are experienced by the Sahel countries in on, the Western part of the African continent, this study, and Togo as well, are exacerbated by yet the region accounts for less registered users the low usage of electronic payment tools and than East African countries (3 million vs 20 the predominance of cash across the countries million respectively) (CTA and Dahlberg Advisors (World Bank 2016). Other bottlenecks include (1) 2019). As the demand for digital agro-advisory the excessive risk aversion of the supply side, (2) services is growing, business opportunities the low financial literacy from the demand side, arise across the countries in scope. Notable and (3) the overall underdevelopment of capital examples of digital services that have succeeded markets and related financial infrastructure in expanding their presence throughout the (World Bank and IFC 2022). region are, among others, the 3-2-1 information services of Viamo, Orange’s agromet solutions Governments play a leading role in the access portfolio, Ignitia’s precision advisory services, to finance through policy development, and TAHMO’s provision of weather data. On regulatory reforms, and implementation of country level, differences in development can favorable market mechanisms. To enhance be discerned among digital services present in the access to financial services, the Ghanaian the Sahel countries, in Ghana and in Togo. Ghana government has issued various budget proposals has a large number of potential users, a relatively on the penetration of insurance services in the 39 well-developed economy, and a higher mobile country and the establishment of a domestic phone and internet connection penetration rate. credit rating agency to reduce information Therefore, Ghana has also the largest number asymmetry among market players (KPMG 2021). of digital agricultural services providers in the In 2020, the Ghanaian Ministry of Finance released country (57 for all types of solutions, from advisory the Digital Finances Services Policy as a response to supply chain management) as it is the most to the COVID-19 pandemic (Government of accessible country in terms of market readiness. Ghana 2020). The policy aims at developing a Mali and Burkina Faso come second with the resilient, inclusive, and innovative ecosystem of same number of digital solutions present in their digital financial services in Ghana by increasing respective countries, followed by Niger and Togo the access of all Ghanaians to a broad range of (CTA and Dahlberg Advisors 2019). Start-ups that related services, such as insurance products, have emerged in the market of digital agricultural credit, and savings. In Mali, the government services and that are worth mentioning are Esoko passed the so-called Investment Code to provide (Ghana, Burkina Faso, Mali), Farmerline (Ghana) a framework for money transfers and transactions and E-Kokari (Niger) (FAO and ITU 2022). as well as guarantee a fair treatment of local and foreign investors. To attract investment of A significant barrier that impedes the the latter, the Nigerien Chamber of Commerce improvement of the entrepreneurial context established a special unit in 2016 as a mean to for digital agriservices is the lack of access to liberalize the economy. As for Burkina Faso, the financial funds. Investments in digital extension government adopted the Strategic Framework services remain small and mainly stem from for Poverty Reduction in 2003 to establish a donors’ money as private investment is not beneficial environment for private investment in abundantly available. Similar to other elements rural areas (FAO and ITU 2022). under review in this report, the availability of Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Besides the lack of funds, the absence of in Burkina Faso, the ICT skills training for students skilled and available human capital also and job seekers in Ghana or the educational hampers the fast deployment of agricultural resources for (young) entrepreneurs in agriculture extension services. In fact, the digital skills of provided by private actors in Mali (FAO and ITU the population among the studied countries 2022). The incubation ecosystem has also its role are often low to nonexistent, with most skilled to play in upskilling young entrepreneurs in the people present in Ghana, then Mali, Burkina sector besides providing support to accelerate Faso, Niger, and Togo (FAO and ITU 2022). To the growth of early-stage businesses (CTA and counter this trend, initiatives are put in place in Dahlberg Advisors 2019). In Niger, the Digital order to train the local population and educate Transformation Center provides consulting and them on the benefits of digitalization. These advisory services as well as educational resources programs and initiatives are either emplaced by to starting entrepreneurs. Both IT specialists as the government, ministries of education and small farmers are trained on digital topics using digitalization, academic institutions, or the private new learning methods to foster innovation in the sector. Examples are the Digital Schools Program sector (Niger Digital Transformation Center 2022). 2.2.3 Institutional Capacity 2.2.3.1 Regional Operational Centers in West Africa I n West Africa, two regional centers to support the sectoral users, new tools and technology are the implementation of agromet services are presented, and dialogues and discussion between active: the African Center of Meteorological countries are fostered to amplify the impact of 40 Applications for Development (ACMAD) and the member state activities. In addition, ACMAD AGRHYMET. builds the capacity of the NMSs and researchers through dedicated trainings and internships. The pan-African organization ACMAD While ACMAD provides support in the hydromet assembles and supports the National and climatological space, NMSs have the duty to Meteorological Services (NMSs) of its 53 apply the knowledge Specifically for West Africa, African member countries. Its mission consists ACMAD collaborates with AGRHYMET, another in providing weather and climate information that regional center that combines knowledge on can be deployed for sustainable development weather and climate with agricultural expertise. of various socioeconomic sectors of the African continent. ACMAD develops meteorological The AGRHYMET Regional Centre is a scientific and climate products, tools, and technology for institute of the Permanent Interstate transfer to the NMSs, and has an international Committee for Drought Control in the Sahel network for cooperation, including WMO and (CILSS). AGRHYMET is an interstate public institute European Centre for Medium-Range Weather established in 1974 with financial autonomy. Forecasts (ECWMF). The center organizes regular CILSS consists of nine Sahel country member consultative meetings, known as Regional Climate States (Burkina Faso, Cabo Verde, Chad, Gambia, Outlook Fora (RCOFs) for different subregions in Guinea Bissau, Mali, Mauritania, Niger, Senegal). Africa, thereby providing a discussion forum for AGRHYMET’s main objective is to improve sharing knowledge and expertise on weather food security through increased agricultural and climate. The RCOFs are important events production and sustainable management of where the staff of each NMS meet with experts of the natural resource in the Sahel region. As a the regional centers, NMSs, and regional centers research, educational and operational institute, codevelop seasonal outlooks and share them with AGRHYMET provides training and information services to actors in its member countries and As for ACMAD, AGRHYMET aims at strengthening monitors regional meteorology, hydrology and interstate cooperation by sharing methodologies climate, agriculture, and the environment. It is and technologies among countries. AGRHYMET also being accredited as Regional Climate Center often engages in international projects, bi- for the entire West Africa and is expected to or multilateral international meetings and provide services beyond CILSS member states. consultations. 2.2.3.2 National Meteorological Services I n general, the NMSs in West Africa, even NMS does not). With regard to data sharing policy, the well-equipped and best performing meteorological data and bulletins are mostly freely ones, lack stable internet connections and distributed, except for long records of historical stable electricity, as well as human resources, data or processed information, or requests made software tools, and hardware infrastructure by private clients. Overall, there is appetite for bi- to perform their tasks. The NMSs of Niger, or multilateral cross-border collaboration among Mali, Togo, and Burkina Faso are state-owned NMSs to improve information services, as well agencies that provide public weather services as for collaboration with private companies. Yet, and the aviation sector. Commercial and/or cost- distrust and unfamiliarity with the landscape of recovery activities and costs vary from country to private players hinders effective collaboration. country according to institutional arrangements. Table 3 characterizes the NMSs of the study Agencies tend to be more financially independent countries. Box 1 reflects thoughts and opinions compared to government directorates (Ghana of NMSs shared by staff during online interviews. GMet performs commercial activities while Niger 41 TABLE 3. Characterization of the NMSs Burkina Faso Ghana Mali Niger Togo National National National National Directorate of General Direction Meteorological Agency Meteorological Agency Meteorological Meteorology (DMN) of National Name (ANAM) of Ghana (GMet) Agency of Mali (Mali Meteorology Météo) (DGMN/Météo Togo) Transport, Urban Communication Transport and Transport Infrastructure and Parent Ministry Mobility, and Road Infrastructure Transport Safety Around $1.9 million, Around $1.1 million Around $2.6 million Around $1.8 million, of Around 2 million $ mostly originating (but steadily decreasing $ which over 40 percent from the government over years), of which originates from Annual budget* 0.15 percent is nongovernmental estimated to originate sources (including cost from nongovernmental recovery for provision sources of aviation services) 54 staff members, 317 staff members (but 80 staff 52 staff members 51 staff members mostly meteorologists steadily decreasing), members, mostly (steadily increasing), (steadily and meteorological mostly climatologists meteorologists and mostly meteorological decreasing), mostly technicians (and few and meteorological meteorological technicians and meteorological Staff members* researchers) technicians (few technicians meteorologists technicians and researchers) meteorologists; additionally relying on volunteers to collect weather data Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Burkina Faso Ghana Mali Niger Togo Dense and well- Good weather station Basic to dense Basic weather station Basic network of Weather station maintained weather network weather station network in the South meteorological network station network network in the stations South Daily weather Daily weather forecasts; Daily weather Daily weather Daily weather forecasts; seasonal once a year a seasonal forecasts; weekly, 10 forecasts; seasonal forecasts; early forecasts on the timing forecast of onset daily and monthly precipitation forecasts; warnings and quality of the and rainfall amounts retrospective retrospective rainy season; applied in the upcoming bulletins on bulletins with agrometeorological growing season; weather and weather or climate Services advisories; regular retrospective bulletins; weather-related information; applied retrospective bulletins; consultancy services; crop and hydrology agrometeorological early warnings meteorological information advisories; early data; early warnings; warnings commercial activities such as aeronautical meteorology Minimalistic website Operational and Basic website Basic (outdated) Facebook (http://meteoburkina. extensive website (http://www. website (http://www. bf/index.php), (https://www.meteo. malimeteo.ml/); meteo-niger.org/); Digital WhatsApp; YouTube; gov.gh/gmet/); Facebook; radio radio broadcasts communication Facebook; radio YouTube channel; broadcasts channels broadcasts several social media channels; radio broadcasts Weather data is Meteorological data are Recent daily Weather data are Meteorological provided free of provided against a fee. weather data basically provided free products developed charge to researchers GMet would be open are provided of charge, but private at Météo Togo are and public institutes. to implement an open free of charge to actors are charged. available free of Private companies data policy if it would public institutes, charge. 42 are charged for receive necessary researchers, and Data sharing meteorological data. public funds to noncommercial policy ensure its long-term entities. Long-term sustainability. historical data series, processed data, data visuals, and data for commercial use are charged. (*) Figures taken from the WMO Members website (WMO 2020). Box 1: Voice of the National Meteorological Services Burkina Faso ANAM’s mission is to implement the state’s meteorological and climate policy. While ANAM is administratively dependent on the ministry, being an agency, it is financially independent and can decide on its own working strategy. ANAM draws on well-qualified and motivated staff, and on a very dense network of weather stations, one of the densest in the wide region. The NMS also profits from collaboration with other national and with supra-national meteorological institutes to share good practices and apply for international funding. Still, limited financial means and human resources are the main bottleneck for ANAM’s functioning. Furthermore, ANAM would benefit from (1) vehicles to increase their visibility and the added value of meteorological services to actors in other sectors and businesses and (2) facilitation of constructive relationships with telecom operators and print media. While ANAM invests in communication via digital channels (such as negotiations with telecom companies are ongoing to distribute information via SMS or USSD technology), the poor digital infrastructure in rural areas and low literacy among producing farmers limit ANAM’s communication potential via digital channels. The NMS puts efforts in reaching out to their stakeholders via other means (including face- to-face interaction) in collaboration with agricultural extension agents, social networks, and farmers’ organizations to farmers among which illiteracy rates are high, incomes are low and mobile phones are not common. In partnerships for agromet service development and deployment, ANAM could assume 43 a coordinating role given its experience in creating and disseminating agromet services at national level. Source: Interview with ANAM, March 2022. Mali Mali Météo’s mission consists of assisting the rural world with adequate meteorological information for the benefit of all people and goods. Therefore, Mali Météo does not only provide meteorological information but also actionable agro-advice. The digital revolution is being embraced to increase the speed with which information can be disseminated. In 2012, Mali Météo transformed from a direction into an agency in order to more autonomously draft and execute its strategy. Since the transformation, state subsidies have reduced, and efforts to raise funding have increased. Because of the transformation, Mali Météo is in need of capacity reinforcement in terms of technical, infrastructural (and most importantly investments in weather stations) and financial capacity. Mali Météo is open to collaboration with the private sector to develop information services and as such crystalize its mission on meteorological information provision and attenuate the effect of limited resources. The NMS could contribute to a potential partnership with its knowledge of user needs and boots-on-the ground. Yet, information on private initiatives and actors is not easily available to Mali Météo. Source: Interview with Mali Météo, March 2022. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Niger DMN’s mission is to support decision-making of Niger’s people to reducing their vulnerability and the adverse effects of climate change. For the rural community specifically, this translates into support to increase agricultural yield. DMN perceives the digital revolution as an opportunity to accelerate popularization of weather and climate information products and services. Currently, DMN distributes this information via community radio stations in local languages and mobile applications, whereas DMN’s website does not provide up-to-date weather forecasts and agro-advice. DMN highly needs strengthening of its capacity, and this with respect to four areas, that is, financial, technical, human, and infrastructural capacity. The NMS has started the process to transform from Directorate into Agency, which aims at improving the DMN’s financial autonomy, achieved by development of new products and intensified marketing activities to enhance the visibility of the added value of the NMS and its services. DMN is open and quite willing to collaborate with private partners. These partnerships would mostly be useful to support development of better and more diverse products and services, and effective and wide dissemination of the NMS’s products and services, and the added value of meteorological or climatological information for diverse applications. Nevertheless, a matchmaking initiative, where different sectors could present their mission, expertise, and services, could bridge the existing gap between private- and public- sector partners. Source: Interview with DMN, March 2022. Togo Météo Togo started its transformation from Directorate to Agency in 2015 but is still awaiting its 44 completion. The transformation should facilitate decision-making, streamline workflow, establish PPPs, and solve financial problems. New partnerships with private or public partners could generate income to complement the limited state subsidies. In such partnerships, Météo Togo would assume a role as data provider and capacity builder of stakeholders. Next financial resources, Météo Togo would benefit from improved technical and human capacity. More trainings, including those from regional centra like AGRHYMET, matchmaking with neighboring countries in the Sahel region to share good practices, and a platform facilitating the collection of feedback on developed services would be much appreciated to developed more advanced services. Source: Interview with Météo Togo, March 2022. **Note that the information in this box reflects the view of staff of the NMSs but not necessarily that of the authors nor commissioners of the study *** Notwithstanding several attempts, an interview with Ghana’s GMet to include their vision in this box could not be arranged 2.2.3.3 Ministries of Agriculture G iven the high employment in the • A minimal role as regulatory agency focusing agricultural sector and the sector’s on development and research, thereby leverage potential to improve relying on NGOs and the private sector livelihood, agriculture is a priority in the • An extensive role as provider of extensions, development strategy of all countries in West subsidies, and access to finance and policy Africa. Heads of States of West Africa and the formulator government of the Economic Community of • Modest but significant role as coordinator West African States (ECOWAS) formulated their between market players and implementer of common vision in the ECOWAS Agriculture Policy policy reforms (ECOWAP), which complements the African Union’s Comprehensive Africa Agricultural The roles follow from different visions on the Development Programme (CAADP) and its more transformation of the agricultural sector toward recent Declaration on Accelerated Agricultural complete, minimal or partial market liberalization, Growth and Transformation (frequently referred respectively (Cabral and Scoones 2006). Limited to as Malabo Declaration 2014) ( Nwafor et al. state capacity and financial resources generally 2006). impedes the public sector in Sub-Saharan Africa to play an extensive role, while NGOs The national policy environment, and and civil society organization such as farmer specifically the Ministries of Agriculture organizations and cooperatives take up functions (MOAs), which shape national agricultural as coordinators and mediators (Cabral and policies, determine to a substantial extent Scoones 2006). The Ministry of Agriculture is not the capacity to successfully implement the the sole body determining the policy agenda as 45 regional policy. Not seldom, more than one other agencies, ministries, the private sector, and ministry bears the responsibility to cover the third parties are all actors influencing policies and whole agricultural system. With the aim of development (Cabral and Scoones 2006). improving agricultural productivity, production, and food security, the role of the MOAs includes: Public expenditure targeting the agricultural sector is instrumental to achieving agricultural • Formulation of agricultural policies development goals. Government expenditure • Initiation of agricultural programs and on agriculture in the study countries is provided agricultural development actions in Table 4. In the period 2018–2020, the share of • Determination of the agricultural research mean annual expenditure on agriculture in the agenda total government expenditure remained below • Improvement of legal and institutional 10 percent, which is the target set in the so- frameworks called Maputo declaration (Nwafor et al. 2006). • Stimulation of agricultural entrepreneurship Foreign aid supports governmental investments. • Promotion and structuring of professional Expenditures show strong yearly fluctuations, agricultural organizations suggesting that macro developments have a • Coordination and quality control of significant impact on the annual agriculture agricultural services via extension (Nwafor et budget (see Table 4) with implications for al. 2006) governments’ ability to invest in agriculture public goods such as extension and research. In Cabral and Scoones (2006) identified three addition, it is important to note that currently a potential mandates (and associated degrees of large share of these funds are frequently spent on control) for the Ministries of Agriculture: input subsidies and less on activities with higher societal returns (such as extension, research, and development). Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa TABLE 4. Government Expenditure on Agriculture Burkina Faso Ghana Mali Niger Togo Mean annual government expenditure on Agriculture for 2018–2020 475.5 472.0 348.9 224.6 49.7 (2010 US$, millions) Change in mean annual government expenditure on Agriculture 24% 16% 39% 2% -72% between 2012–2014 and 2018–2020 (%) Share of mean annual government expenditure on Agriculture 9.1 6.0 9.4 7.7 4.2 2018–2020 (% of total expenditure) The Ministries of Agriculture maintain a services often happens in collaboration with network of extension agents, who provide NGOs, farmer cooperatives, other public agricultural advice to the rural community. institutions and private actors. Extension system As the capacity of this public extension network characteristics are provided in Table 5. is limited in West Africa, provision of extension TABLE 5. Extension System Characteristics Ministry responsible for public National extension system Efforts for digitalization in the Country extension system characteristics extension system (1) decentralized (2) traditionally strong extension Ministry of Agriculture wants to (1) Ministry of Agriculture, Water network by NGOs and farmer implement digital information Burkina Faso and Fishery Resources cooperatives delivery mechanisms to supply (2) Ministry of Animal Resources (3) private extension services advice and information 46 providers that respond to producer needs of industrial agriculture (1) Decentralized, which makes coordination and effective implementation difficult (2) Performant private extension Ministry of Food and Agriculture services providers to respond has established e-extension to Ghana Ministry of Food and Agriculture to producer needs of industrial enhance qualitative extension agriculture and support public service delivery service (3) Many NGOs for providing extension services in collaboration with other actors (1) Dominant role of public sector in provision of extension services with relatively high number of field agents notwithstanding the History of experimentation challenges of understaffing and with various media in reaching Ministry of Agriculture, Livestock Mali aging field agents farmers, yet ICT technology and Fisheries (2) Temporary or occasional revolution is lagging behind in extension provision by NGOs and the extension sector third parties (3) Limited private sector contributions to extension services Ministry responsible for public National extension system Efforts for digitalization in the Country extension system characteristics extension system (1) Public extension service serves most villages Government has established (2) Limited significance of NGOs in an ICT training center and aims extension services Ministry of Agriculture and to accelerate ICT development. Niger (3) Some involvement of farmer Livestock Yet, ICT applications are rarely associations in extension services, integrated in public agricultural mainly supported by donor funding extension and advisory services. (4) Very limited role of private sector in extension services Ministry of Agriculture, Livestock The extension service system Government developed national and Rural Development (former dominated by public and third Togo ICT policy. Yet, digitalization is no Ministry of Agriculture, Livestock parties (NGOs and to a lesser extent priority in agricultural policy. and Fisheries). farmer organizations). Source: GFRAS (2022). 2.2.4 Farmer Organizations F armer organizations play an essential • Niger Peasant Platform (PFPN) in Niger role in West Africa to give (family or • Togolese Coordination of Farmers and smallholder) farmers a voice, defend Agricultural Producers Organizations (CTOP) their interests, assist in accessing economic in Togo services, weigh on policies decisions related to market liberalization and globalization, ensure 47 capacity building and training, and support vulnerable groups. In West Africa, the Network of Farmers’ and Producers’ Organizations in West Africa (ROPPA) assembles and supports farmers’ organizations across the region (ROPPA 2022). Each of the countries hosts its own (specialized) farmer organizations, which are structured under a national umbrella organization: • Peasant Confederation of Faso (CPF) in Burkina Faso • Farmers Organization Network (FONG) in Ghana • National Coordination of Farmer Organizations (CNOP) in Mali Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa 2.2.5 Ecosystem Density Figure 8 gives a high-level overview of the density agromet services in West Africa. of the ecosystem of actors involved in digital FIGURE 8. High-level Ecosystem Mapping of Relevant Actors Involved in or Targeted by Digital Agromet Services in West Africa Public sector Private sector Academics/civil society/NGOs/... Research Development Meteorological institutes & banks institutes International universities Commercial companies: providers of technology solutions, inputs, insurances, nancial services; social Farmer/ enterprises; commodity companies; ... Development NGOs agrosector organizations associations National Financial Ministry of Technology Commodity Meteorological service Agriculture providers companies service providers Research Farmer/ institutes & NGOs agrosector universities associations Social Insurance Extension enterprises providers National agents Input Telecom providers companies Commercial farmers Smallholder Smallholder subsistence farmers contractual farmers 48 2.3 Technological Dimension of the West African Ecosystem Digital connectivity is continuously, albeit sometimes slowly rising in West Africa. Yet, telecom service deployment is often hindered by regulatory procedures, high taxation, allocation of insufficient mobile spectrum, and poor infrastructure or networks. The Covid-19 pandemic has disrupted supply chains, delayed planned infrastructure upgrades, and increased extreme poverty hence reducing the purchase power for telecom services. At the same time, however, the crisis has shown the internet or telecom coverage does not guarantee connectivity as telecom prices and (digital) illiteracy prevent many rural people from being connected, whereas telecom services play an increasingly crucial role of for work, education, and society. In addition, persisting gender disparities in access to and adoption of mobile communication technology imply that development gains resulting from increased connectivity are only partially realized. 2.3.1 Radio, Television, and Fixed-Line Internet W est Africa has some of the highest often transmit information in local languages radio penetration levels worldwide, besides the official state language. West African reaching millions of citizens every citizens generally access internet through mobile day. In each of the West African countries, multiple phones instead of through fixed lines. The number radio stations and several television stations are of fixed-line subscriptions is below 2 percent of active since long, a couple of which are state- the total population, as is the number of fixed owned and broadcast nationwide. Radio stations broadband internet subscriptions (ITU 2019a). 2.3.2 Internet I nternet use is rising across the five countries (ITU 2019a). In addition, it is worth noting that the analyzed , but the pace differs between figures shown are national averages. There exist countries (figure 9). Whereas 29 percent of large differences between the urbanized areas the Sub-Saharan population has accessed the and the rural agricultural regions for which no internet in 2019, the number of internet users of disaggregated information is available . many West African countries is below this average FIGURE 9. Internet Users (percent of population) 60% 50% 49 40% 30% 20% 10% 0% Burkina Ghana Mali Niger Togo SSA Faso 2019 2020 Source: ITU (2019b). 2.3.3 Mobile Technology 2.3.3.1 Mobile Telecommunications M obile phones are popular in West rate (that is, the portion of the population that Africa, yet affordability remains an adopted a mobile phone) remains with 48 issue for many people. In 2018, West percent relatively low. Planned investments in Africa counted 185 million unique mobile phone network expansion, specifically in underserved subscribers. Still, the mobile phone penetration areas, are expected to lift the mobile penetration Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa rate by over half the population by 2025 (GSMA (before tax reductions, that is, gross national 2019a). The relatively high cost of mobile phone income (GNI) per capita) varied in West African subscriptions is one of the reasons for the relatively countries between 3 percent (in Ghana) and 48 low penetration rate. In 2019, the monthly cost of a percent (in Niger; figure 10), a much higher share standard package of mobile-based voice and text than in developed countries (ITU 2019b). messages as share of the average citizen income FIGURE 10. Mobile Phone Subscriptions (percent of population: left graph) vs. Price of Mobile Voice/Text Services (percent of GNI per capita: right graph) in 20201 140% 120% 60% 50% 100% 40% 80% 60% 30% 40% 20% 20% 10% 0% 0% Burkina Ghana Mali Niger Togo SSA Burkina Ghana Mali Niger Togo Faso Faso Source: Mobile phone subscriptions: ITU (2020); price: ITU (2019b). 50 Increasingly, also women own mobile the city. Recent data for the focus countries of this phones, yet across Sub-Sahara Africa women study is not available. Key barriers for ownership of are still 13–14 percent less likely than men to a mobile phone in the region include affordability be mobile owner. This mobile ownership gap and illiteracy, and to a lesser extent access to remained fairly constant between 2017 and 2020 electricity for battery charging (GSMA 2018). (GSMA 2021a). Yet, the gap varies across regions and countries with gender gaps for mobile GSMA (2019a) estimates the contribution of the ownership of 5 percent in Nigeria and 9 percent mobile economy to West Africa’s economy to be in Côte d’Ivoire (where above 85 percent of the 61 billion, or 9.3 percent of the GDP, in 2021; the population owns a mobile phone; GSMA 2019b). majority of it due to (indirect) productivity gains The gap is relatively higher in rural areas than in following increased uptake of mobile services. 2.3.3.2 Mobile Internet and Data Use M obile internet is becoming more which is lower than the 50 percent share in Sub- popular but network connectivity, Saharan Africa. The number is expected to double as well as affordability, remain by 2025 given that connected users, particularly bottlenecks. Of all mobile connections in West new and young users, are transforming into Africa, smartphones account for 38 percent, digital users (GSMA 2019a). Mobile technology is 13 For Niger, the most recent data are available for 2017. now mostly 3G-based, with 4G gaining traction mobile service prices and widespread poverty and 5G slowly entering the market, which allows make mobile internet adoption one of the world’s mobile data and internet services (GSMA 2021b). lowest (Rodríguez-Castelán et al. 2021). The Regarding affordability, the cost of mobile phones monthly cost of a low-consumption package of (particularly 4G devices) as percentage of the voice and text messages and mobile data varied GDP per capita is decreasing across SSA (being 26 in 2019 between 3 percent (in Ghana) and 57 percent in 2020). Yet, for many African people the percent of the GNI per capita (in Niger; figure 12), cost still takes a relatively large portion of people’s well above the target of less than 2 percent to income as compared to the rest of the world improve mobile services in developing countries (GSMA 2021a). In West Africa, generally high (ITU 2019b). FIGURE 11. Mobile Internet Subscribers (percent of population: dark shaded), Mobile Internet Usage Gap (percent of population: medium shaded), Mobile Internet Coverage Gap (percent of population: light shaded) in 2018 100% 80% 60% 40% 20% 51 0 Burkina Ghana Mali Niger Togo Faso Source: GSMA (2019a). A lthough the use of mobile phones and mobile internet usage gap (that is, the population mobile internet are on the rise, many share that does not subscribe to mobile internet individuals still lack mobile broadband services notwithstanding existing coverage) is coverage. The mobile internet coverage gap with 43 percent lower than the Sub-Saharan (that is, the population share that is not covered average of 49 percent (GSMA 2021b, 2019a). by a mobile broadband network) is 30 percent in Numbers for the study countries are visualized West Africa, that is, above the 25 percent of the in figure 11. Altogether, the mobile internet Sub-Saharan population (GSMA 2021b, 2019a). penetration rate was only 26 percent of the West Investments in infrastructure are made to increase African population in 2018, but expectations the digital inclusion. Yet, high costs challenge are that by 2025 this rate has increased to 40 increasing coverage. Delays in the assignment percent (GSMA 2019a). The growing trend of mobile spectrum to service providers, and in mobile internet adoption expected in inconsistent and distortive governmental the coming decades is driven by the young regulations in the past do not encourage public population structure in Africa, which releases and private investments (GSMA 2019a). Of those many youngers to the mobile phone market who covered, many do not have the means, skills or have a datacentric and noncore communications incentives to use mobile internet; the so-called focus as well as rapid urbanization leading to Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa technology exposure (GSMA 2019a). Unserved Other reasons for low adoption include (digital) people include particularly women, low-income illiteracy and assumed unsafety of the internet earners, and rural populations. Women are 13 (GSMA 2020). With rural people being 60 percent percent less likely to have a mobile phone, and less likely to have access to mobile internet, the 37 percent less likely to have a access to mobile rural urban gap surpasses the gender gap (GSMA internet (compared to a worldwide gender gap of 2020). Specifically in West Africa, Rodríguez- 15 percent) in Sub-Saharan Africa (GSMA 2021a). Castelán et al. (2021) found large gaps in mobile Women in particular may be hindered by time internet adoption for women, rural populations, availability, finances, and some social constructs elderly, those employed in agriculture, individuals that accessing mobile internet would not be not speaking French and those having limited a suitable activity for women (GSMA 2019a). access to electricity. FIGURE 12. Mobile Connectivity Index (unitless: bars, left graph) vs. Price of Mobile Data Services (percent of GNI per capita: line, right graph) in 20191 60 60 25% 50 25% 50 20% 40 20% 40 15% 30 30 15% 20 10% 20 10% 10 5% 10 5% 0 0% 0 0% Burkina Ghana Mali Niger Togo SSA Burkina Ghana Mali Niger Togo52 Burkina Ghana Mali Niger Togo SSA Burkina Faso Ghana Mali Niger Togo Faso Faso Faso Source: Mobile Connectivity Index: GSMA (2022); price: ITU (2019b). The mobile internet connectivity index score,2 and services; Niger on all aspects; and Togo on measuring the magnitude of a country’s digital content and services. Ghana is the best country inclusion gap determined by infrastructure, of the group and shows scores above 50 for affordability, consumer readiness, and consumer readiness and content and services content of mobile internet, reached 39.0 (GSMA 2022). Table 6 summarizes the priority for the whole of sub-Saharan Africa in 2018 actions to close the mobile connectivity gaps in (figure 12). West Africa specifically scored 36.2 the study countries. (GSMA 2019a). While Burkina Faso and specifically Niger score far below this average, Ghana is above the Sub-Saharan Africa value (figure 13). Burkina Faso shows opportunities to improve particularly on infrastructure and content and services; Mali on consumer readiness and content 14 The mean for Sub-Saharan Africa is based on 2018 values for all countries. 15 Index score varies between 0 and 100, with a higher score representing stronger performance. TABLE 6. Priority Actions to Close the Mobile Connectivity Gaps Burkina Faso Ghana Mali Niger Togo Reduce cost of mobile Reduce cost of mobile Reduce cost of mobile Reduce cost of mobile Reduce cost of mobile communication communication communication communication communication (phones and mobile (phone prices) and (phones and mobile (phones and mobile (specifically mobile tariffs) to close lower taxation to close tariffs) to close tariffs) to close tariffs but also phone connectivity gap. connectivity gap. connectivity gap. connectivity gap. prices) to close Improve infrastructure Improve network Enlarge broadband Improve network connectivity gap. for mobile performance and spectrum to close performance Enlarge broadband connectivity, that is, enlarge broadband coverage gap. and enlarge the spectrum to close strengthen network spectrum to close Build capacity on broadband spectrum coverage gap. performance coverage gap. mobile telephony to close coverage gap. Build capacity on and enabling Build capacity on and internet use, Build capacity on mobile telephony infrastructure, and mobile telephony particularly for mobile telephony and internet use, enlarge broadband and internet use, vulnerable groups to and internet use, particularly for spectrum to close particularly for close connectivity gap. particularly for vulnerable groups to coverage gap. vulnerable groups to Improve availability of vulnerable groups to close connectivity gap. Build capacity on close connectivity gap. content and services, close connectivity gap Improve availability mobile telephony Improve local and ensure online Improve availability of of local content and and internet use, relevance of online security. content and services, services, and ensure particularly for content and services. and ensure online online security. vulnerable groups to security. close connectivity gap. Improve availability of local content and services. Source: Mobile Connectivity Index (GSMA 2022) FIGURE 13. Breakdown of the Mobile Connectivity Index (unitless) in 2019 53 From left to right, infrastructure covers network coverage, network performance, other enabling infrastructure, spectrum; affordability covers mobile tariffs, handset price, taxation, inequality; consumer readiness cover mobile ownership, basic skills, gender equality; content and services cover local relevance, availability, online security. Source: GSMA (2022). 70 59,5 60 51,8 49,1 48,4 48 50 45,1 44,4 40 39 38,4 36,1 36,3 32,1 30 28,1 27 24,5 26,5 22 20,8 20 15,6 12,7 10 0 Burkina Ghana Mali Niger Togo Faso Infrastructure A ordability Consumer readiness Content and services The gender gap in mobile internet use is constant between 2017 and 2020 (GSMA 2021a). more pronounced than the one for mobile In West Africa, values are specifically available ownership. Across Sub-Saharan Africa, women for Côte d’Ivoire and Nigeria, where the mobile are still 36–38 percent less likely than men to internet use gender gap is 47 percent and 29 use mobile internet, a value that remained fairly percent, respectively, with about 50 percent Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa of the male population using mobile internet barriers for female ownership of a mobile phone (GSMA 2019b). Again, the gap is relatively higher in the region include limited accessibility to in rural areas than in the city. Recent data for the smartphones, affordability, and (digital) illiteracy focus countries of this study are not available. Key (GSMA 2018). 3. Existing Digital Agromet Services in West Africa A n urgent need exists to operationalize 1. The need to tailor services and their delivery and upscale agromet services with mechanisms to women, who have a key role demonstrated benefits in agriculture, in agricultural activities but less access to with the highest priority for reaching the last- climate information (in Nigeria; Aliyu et al. mile and the African continent and small island 2019) developing states (SIDS). If agromet services have the ambition to succeed in their mission to 2. The role of the NMS as mainstreaming provider improve the productivity, livelihood, and income of services and the Ministry of Agriculture via of all smallholder farmers, they should apply its extension network as communicator in good practices in terms of data quality, equity, co- parallel with digital communication means creation, accountability, financial sustainability, (in Burkina Faso; Alvar-Beltrán et al. 2020) and scalability (Ferdinand et al. 2021). 54 3. The importance of locally specific weather In Africa, availability and accessibility of high- (forecast) information supporting decision- quality data are fundamental challenges making and effective communication to be considered in the provision and channels to disseminate these among implementation of agromet services. There smallholders (in Niger; Bacci et al. 2020) is a strong need to tailor the services and communication channels, accomplished via 4. The necessity of closing the gap between co-creation with stakeholders. Systematic producers and consumers (including end monitoring and evaluation of socioeconomic users (smallholders) as well as next users benefits of the offered climate services is currently (decision-makers at local, regional, and a weak component (FAO 2021). According national level) of climate services; and to FAO (2021), priority investments should presenting opportunities for involving the be in sensitization of collaboration of diverse private sector in production, delivery, training, stakeholders and realization of collaboration and business sustainability (in Senegal; agreements. Further, all of these services should Ouédraogo et al. 2018) be tailored to local farming communities and involve their active participatory engagement. 5. The advantages of strong relations among This, in turn, will increase user numbers by NMS, extension services, and farmers; the improving outreach and cooperation with the relevance of involving NGOs to increase private sector and with mobile and internet uptake by farmers; and the need to tailor operators and by reducing service delivery costs service delivery mechanisms to the national and improving digital networks. Specifically in context (across West Africa; Tarchiani et al. West Africa, studies highlight: 2018) To evaluate the effectiveness of delivery mechanisms of digital agromet services, a two- step methodology was applied including: 1. A case study portfolio, that is, documentation of a set of 10 case studies of digital agromet services 2. A benchmarking analysis, that is, semiquantitative evaluation of delivery mechanisms success metrics using a heat map approach and an expert workshop 1. Case Study Portfolio II ANALYSIS T he 10 case studies were selected from a larger pool of implemented agromet services in Africa specifically to cover a wide variety of service characteristics and aspects of the delivery mechanism. The set of selected case studies offers a variety in: • Region of implementation • Position of offered service in value chain (for example, weather observations vs. modeled 55 weather data vs. weather-derived products with business data integration) • Communication technology • Service maturity (for example, pilot phase vs. well-established service) • Targeted stakeholders • Type of partnership To allow for analytical comparison, each of the case studies was documented following a fixed canvas describing: • General characteristics, including service content, area of implementation, maturity, and communication technology • Targeted service stakeholders, including vehicles for interaction Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa • Business model characteristics, including collected from reports, documents, and web business model canvas1 pages. The canvases were further enriched with • Nonfinancial impact information obtained via interviews with experts • SWOT analysis involved in each case study. The case study portfolio is summarized in Table 7. The integral The canvases were completed with information portfolio of canvases is in Annex I. TABLE 7. Overview of 10 Selected Case Studies of Digital Agromet Services Digital agromet Targeted Communication Business Type of Focus area Value proposition service stakeholders technology model* partnership Web-based technological platform for bundled services, data collection, and data Farmers: contractual management. Aim is to Burkina Faso, producers & SMS, web- or improve farmers’ access to B2C, B2B, Private agCelerant Ghana, Mali, retailers, other mobile-based assets by connecting actors B2G partnership Niger actors in the value platform in the supply chain, de-risking chain, public actors investments, and improving business efficacy and progress in the value chain. Online portal with long-term future climate and yield projections (at 0.5° x 0.5° resolution and aggregated per region) to fuel the dialogue on climate change and conduct Public- CLIMAP Senegal Technical advisors vulnerability studies. CLIMAP is Online platform G2B, G2G academic free to access and developed partnership with public funding by a European academic partner 56 in co-creation with the NMS of Senegal, which is current owner of the platform. Location and time-specific weather forecasts offered on an app, developed by a Dutch research institute and private Public- Ghana, Small-scale farmers: partners. Farmers can feed Mobile app, academic- FarmerSupport B2C, C2C Bangladesh producers indigenous weather forecast Weather clubs private knowledge into the app and partnership are supported on the practical application of forecasts for field management for free. Weather forecasts, agro- advice, and access to Smallholder farmers, (financial) markets provided food supply chain via voice-based technology Vocalized & B2C, B2B, Private Mergdata Ghana, others actors, NGOs, public to smallholder farmers and text messages, B2G partnership actors, and financial supplemented with on-the- online platform institutions ground support by field agents. Services are integrated in input sales. 16 The business model canvas is a strategic tool used to visualize key elements of a business plan, such as the breakdown of products and services, the marketing plan, and the financial structure of the project. Elements from the business model canvas in the case study analysis matrix are, among others, the key resources, activities, value proposition, targeted customers, communication channels, customer relations, the cost structure, and the revenue streams. Digital agromet Targeted Communication Business Type of Focus area Value proposition service stakeholders technology model* partnership Location-specific and tailored weather information, provided by a research institute, via Agricultural a web-based platform and extension agents, a mobile application in Web-based small-scale B2C, B2B, Rain4Africa South Africa English and local languages, platform, mobile PPP farmers: producers, B2G complemented with field app commercial farmers, agents. Difficult collaboration agribusinesses with foreign parties hinders the upscale of the model after initial project term. Free agricultural advisory services developed by the Agricultural National Network of Chambers WhatsApp, call extension workers, of Agriculture in Niger. center, radio, RECA’s small-scale farmers: The system includes many Facebook, e-Extension Niger G2C PPP producers, livestock different communication mobile app, System farmers, and technologies to allow website, IVR retailers interactive conversations with system stakeholders and respond to their questions. Location-specific weather forecasts offered by a transnational private high-tech company and a Malian telecom Small-scale farmers: SMS, call center, Private Sandji Mali operator. Farmers subscribed B2C producers USSD system partnership to Orange Mali can opt for a monthly subscription or pay per message received (or minute called). Low-cost index-based insurance product for smallholder farmers using weather data derived from 57 Small-scale farmers: satellite information. Both Future outlook: SUM Africa Mali, Uganda producers, farmer farmers and insurance SMS/USSD B2C, B2B PPP organizations providers benefit from the system insurance product as weather- related risks for farmers are reduced and transaction costs are lowered. Freely available and openly downloadable series of NMSs, governments, current and historic weather scientists, data for governments, schoolteachers and international community Across Sub- pupils, NGOs, banks, and researchers to foster Mobile app, B2C, B2B, TAHMO PPP Sahara Africa insurance providers, insights in agroclimatology online portal B2G and value creators and applications. Business can in the agricultural get access to the TAHMO data value chain for commercial applications against a fee, if in line with national policies on data use. Weather observations and forecasts provided by a cocoa market analysis company Cocoa industry, gov in support of the cocoa Ghana, (Togo, stakeholders, and SMS, B2G, B2B, Private Veriground industry in Ghana and Côte Mali) small-scale farmers: smartphone app B2C partnership d’Ivoire. Private companies cocoa producers are requested to pay a fee, but farmers and state entities cobenefit for free. *B = business, C = consumer, G = government, 2 = to; for example, B2C = business to consumer. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa 2. Benchmarking Analysis T o distill good practices and improvement for the benchmarking analysis. The findings of the areas from the 10 selected cases, benchmarking analysis were presented to experts a benchmarking framework was from demand and supply side during an online developed with a number of success metrics workshop where good practices were further related to the demand side, the supply side and crystalized, and additional insights were provided the enabling environment for digital agromet by the participants. These practices and additional services (see table 8). These success metrics findings served, together with the case study were developed with the intention to identify analysis, as guidance in the conceptualization best practices regarding the social sustainability, and structuring of the recommendations financial viability or overall completeness of the described in the blueprint for operationalization. analyzed cases. The framework was applied to For each recommendation, the practices used as data from the stakeholder interviews and the inspiration or guidance are clarified and explained case study canvas of the 10 selected case studies, in more detail. using a heatmap (see Annex II). Colors from dark green to light green were used to visualize good, The descriptions of the success metrics, the average, and rudimentary practices for each common findings across the cases for each success metric. Dark green was used for good specific criterion, and a short summary on practices, green for average practices, and light whether the success metrics were used in the green for rudimentary practices. Gray was used design of the blueprint for operationalization, are in case no information could be retrieved, and summarized in Table 8. white for when the information was not relevant 58 TABLE 8. Success Metrics Description and Common Findings Success metric Description Common findings Use for this report Demand side Success factors on the demand side of digital extension models refer to the initiatives and objectives set to increase the inclusion of targeted stakeholders. Criterion evaluating what Initial target group definition often Not considered in the blueprint due the effective coverage of the not available and general data to missing data; new initiatives should digital extension delivery unavailability on the number of however identify the target group model is subscribers over time upfront to select the most effective Target group and appropriate technologies to reach accessibility this target group and to determine the most valuable information for the target group as part of the business case definition. Criterion evaluating the Most analyzed cases are open to Considered in the blueprint given the options for the end-user feedback and accommodate in-field importance of on the ground feedback Knowledge to provide feedback workshops in that regard. to improve service delivery coproduction and contribute to the development of the system. Criterion evaluating the Most evaluated cases do not actively Considered in the blueprint given effective targeting of measure their impact on vulnerable the diversity of the agribusiness Social inclusion vulnerable groups with groups, but consider social inclusion community of vulnerable diversity in gender, age, to be crucial for the development of groups financial means, and (digital) sustainable agromet services. literacy rates. Criterion evaluating the costs Majority of cases provide basic free- Considered in the blueprint given that charged to the beneficiaries in of-charge services to relieve users user costs determine to some extent User costs its totality, being prior, during from expensive contribution costs the uptake of a service and impact the or after receiving the service. and charge more advanced services financial sustainability of an initiative. (that is, bundling). Success metric Description Common findings Use for this report Supply side Success factors on the supply side of digital extension models refer to the chosen business models and measured operational impact of the service delivery system. Criterion evaluating the Climate services do not reach the full Considered in the blueprint given the impact of climate information adoption potential if not embedded importance of bundling services and Operational provided by digital service in broader service offerings the absence of a farmer community impact models which can themselves link climate events to concrete actions Criterion evaluating the Majority of the cases provide Considered in the blueprint given stability (or reliability) and reliable climate information, but the the importance of data reliability and Stability and trustworthiness (or accuracy) trustworthiness depends on whether stability accuracy of climate information the data went through a quality delivery models control (validation of the generated climate data) Criterion evaluating the Engagement approaches are Considered in the blueprint given the contribution of innovative tailored for each target group diverse farmer community Innovative engagement approaches based on customer preference and engagement to the overall success of the are generally successful when a approaches service models combination of physical and digital communication lines are used. Criterion evaluating the long- Extensive reliance on public funding, Considered in the blueprint given term financial sustainability lack of business case, and absence of the importance of this criterion in Financial of a digital delivery model knowledge transfer to local partner determining the overall success rate sustainability by looking at financial and and sustainability of an initiative business structures Criterion evaluating the No to low reporting on Not considered in the blueprint due Nonfinancial environmental and/ or social environmental and social impacts unavailability of data impact impacts of digital service and absence of formulated theory of models change Criterion evaluating the Most cases have limited control over Considered in the blueprint given the effectiveness and efficiency communication technology used importance of determining the right Communication of the communication as this is determined by the digital communication technology per target technology technology used by digital footprint of the target group. group delivery models 59 Enabling environment Success factors on the enabling environment of digital extension models refer to the policy and regulatory context as well as the diversity in actors that played a role in making the service delivery system effective. Criterion evaluating the Minority of the cases have been Considered in the blueprint given the Public-private presence of PPEs and the developed and are led by PPEs with, opportunities that PPEs offer for the engagements level of collaboration among in most cases, private or academic deployment of agromet services (PPEs) partners involved sector in lead. Criterion evaluating the Public and private actors are Considered in the blueprint given the ecosystem for public-private receptive in setting up PPE-driven importance of creating an enabling engagements models, but limited technical environment for PPEs to flourish Enabling PPE capacity, infrastructure and funding of public actors hampers their creation. Criterion evaluating elements Most analyzed cases could not Considered in the blueprint given the of the political and regulatory elaborate on the elements of the importance of creating an enabling Political and environment that played a key political and regulatory environment environment for agromet services to regulatory role in the implementation of that have an impact on the flourish context the service model. implementation and upscaling opportunities for their business model. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa B ased on the heatmap analysis of case studies, interactions with stakeholders during interviews, and the online expert workshop, high-level recommendations for sustainable and efficient digital agromet services were formulated. In the country- specific recommendations, the most critical high- level recommendations were further detailed for the five countries that were studied, taking into account each country’s unique characteristics (that is, the policy and regulatory environment, technological maturity, telecom infrastructure, and socioeconomic context). 1. High-Level III Pathways Recommendations Toward 1.1 Service Characteristics Innovative T his section presents recommendations 60 Agromet Service for the design of successful digital agromet services. These are relevant for all service providers and involved facilitators, Delivery regardless of their affiliation. 1.1.1 Guarantee Inclusion of Vulnerable Groups I nclude vulnerable groups, such as women, elderly, youth, and socially vulnerable people, as stakeholders of a digital agromet service. Most of the analyzed case studies did not have a particular focus on vulnerable groups, and many did not collect user statistics detailed enough to monitor the uptake by vulnerable stakeholders. Nevertheless, the FarmerSupport initiative did target the elderly because of their status as authority figures and valued experts on agricultural practices through their years of experience. This focus is a good example of how the service providers saw the elderly not just as vulnerable stakeholders who may depend solely on agriculture for their livelihood, may not be quick with new (digital) technologies, and may more common among the poor and elderly, be less flexible to adapt to (climatic) changes; exactly those people who could benefit they also valued the elderly as catalysts for service significantly from climate information and uptake and improvement. The elderly users agro-advisory services. were actively engaged in service development to share their indigenous knowledge so it could Involve vulnerable groups by deliberately be to integrated in weather forecasts. By being targeting and reaching out to them during involved with this role, they trusted the service co-creation and dissemination of the more and were more likely to encourage their service. Equally important as engaging with community to use it. Another example is the regular stakeholders is surveying the habits and agCelerant initiative, which targeted youth. Again, preferences of vulnerable groups. Understanding the incentive to focus on a particular stakeholder these habits and preferences will help service segment was inspired not only by the need of this providers to adjust communication methods and vulnerable group to be lifted out of poverty, but services to the stakeholders. FarmerSupport’s also by the strength of this group and the role it Weather Clubs (discussion groups) allowed the can assume in the food supply value chain, and elderly to be actively involved in the creation of the therefore improve the service offer and increase agromet service, which would have been much its uptake. more difficult for this group if communication had been only digital. Development agencies and Various vulnerable stakeholders have different NGOs often have experience with the inclusion roles, merits, and needs: of vulnerable groups and could be consulted to ensure efficient involvement. Some ways to ◊ Gender: Women are often responsible for encourage focus groups are dedicated women household food security and assume field groups, forums for coleadership of elderly, and 61 management tasks or sell produce on local use of icons or vocal messages in local languages. markets. If women are excluded from agromet services, a significant portion of potential Local ambassadors are another good vehicle stakeholders of agromet services is omitted, to get vulnerable people on board and which may have detrimental effects on the leverage the impact of an agromet service. For sustainability and willingness for uptake of agCelerant, local youth were given an active role the service. and responsibility as ambassadors who would engage with local communities, to educate ◊ Age: The elderly often have authoritative them and disseminate information. These local credibility in rural communities. If they are not ambassadors possess good digital skills and actively targeted, the use of digital services insights in weather, climate, and agricultural best may not be adopted by the community, and practices. They mostly speak the local language, sustainability may be difficult to achieve. At can bridge the gap between older farmers with the other end of the age spectrum, youth much field experience and younger smallholders, are dynamic and more likely to adopt recent move faster with the adoption of innovative technologies and, as such, can involve their services, and hence can assist with the use of communities in new digital services. digital information channels. Youth can act as entrepreneurs by uniting input providers and ◊ Digital literacy: The countries studied cultivators, and female youth ambassadors can have many illiterate people, particularly in more easily reach out to women. rural areas. Besides general illiteracy, digital illiteracy is also common and prevents people Governments aiming for inclusive from consulting or using digital technology development would profit from promoting for retrieval of information. Digital illiteracy is and monitoring the participation of vulnerable Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa groups in agromet services in which public data on customer number and characteristics parties are involved or consulted. Defining of focus groups is further recommended for quantitative targets upfront and collecting identification of the sustainability, effectiveness, subscriber data are key. Also, private service and inclusiveness of the agromet service, providers could set self-determined targets and particularly if businesses have a corporate social collect customer data. Specifically collecting responsibility program. 1.1.2 Bundle Services and Diversify Revenue Streams A gro-hydrometeorological services as by extension agents or local ambassadors) can optimize their operational impact could further improve the effectiveness and by embedding it in broader services sustainability of the offered agromet services. offerings. While (hydro)meteorological or This is the case for the e-extension program climatological information is valuable for of RECA in Niger, where agricultural extension planning the type and timing of agro-related workers support the provision of agro-advice to activities, its value is multiplied when associated local farmers. These extension agents also assist with practical management advice or other farmers in understanding the information they services (not necessarily information services) have received via phone or radio. that have the potential to improve different steps in the agricultural value chain. Meteorological Bundling services would add value for the information at any timescale should therefore service customers and the providers would best be combined with tailored services providing benefit as well. Beneficiaries are more likely to agro-advice or access to inputs, insurance recognize the added value of a blended service 62 products, or financial markets. Bundling services, and hence (continue to) pay for it. The platform however, is only possible with the involvement that agCelerant evolved from, that is, Manobi, of more than one external stakeholder, often used to apply a freemium model as pricing from different sectors. For example, agCelerant system. For basic services, such as weather data, prioritizes the provision of access to inputs and users were not charged. For more advanced and credits over the provision of weather data. Through tailored services, users paid a fee. Manobi applied their system of local ambassadors, farmers this system, because it learned from experience are guided toward assets and credit markets that farmers who earn a meager income were not while receiving agro-advice and information incentivized to pay for basic services they would services. From another perspective, TAHMO otherwise receive for free. Therefore, charging offers only access to weather observations. only for more sophisticated, diverse services However, the initiative is continuously looking attracted more farmers and improved the for collaborations to leverage the value of prospects of private data providers in increasing these weather data by integrating the weather their revenue streams. Moreover, this type of information in broader services. Prioritizing pricing model can relieve subscribers from paying a strong value chain, the RECA e-extension high user costs, as the costs can quickly escalate initiative provides various services, ranging from if subscribers to a digital extension model are the dissemination of weather forecasts to the required to purchase specific communication provision of agro-advice, with the support of the tools (such as a smartphone), pay a fee to use the NMS, regional agricultural chambers, a mobile service, and/or need to involve an external third phone notification, survey platform (Viamo), party to understand what needs to be done with and a telecom provider (Airtel). Support and/or the received information. Delivery models could training, preferably (at least partly) on the ground, therefore explore revenue models in which certain to interpret and digest the bundled services (such basic services are free and a fee is charged for other, more advanced or tailored services. Besides Rather than depending on public funds, the main the freemium pricing model of Manobi, agromet goal should be to reach a well-balanced business services could request indirect contribution case in which the revenues from diversified target fees by bundling climate services to agricultural groups or services offset the cost of reaching necessities (for example, input supplies). This is these target groups and delivering the additional the case for Farmerline, which collaborates with services. To accomplish this, identifying delivered input suppliers and adds a margin on the price services, target groups, and revenue models farmers pay when buying input supplies. should start early on. They can evolve over time as the delivery model as well as the different In addition to bundling services, (private) actors mature. Farmerline provides solutions agromet initiatives can diversify their revenue and insights not only to farmers, food supply streams by targeting more than one customer chain actors, and NGOs, but also to financial segment in the agricultural value chain or institutions and government. It charges an annual beyond. Veriground targets three different subscription fee to agribusinesses (that is, among stakeholder groups: (1) cocoa industry companies other input suppliers), NGOs, governments, and and cooperatives, (2) governmental stakeholders, financial institutions while including a margin and (3) small-scale farmers. By having such a in the commercial price farmers pay for input large customer base, the private actor behind supplies. the Veriground initiative can secure the financial sustainability of its business model, as it is less An extensive knowledge transfer and training reliant on public funding or other noncommercial track should also become an integral part sources of revenues. In fact, a diversified product of the business case and implementation portfolio and customer base can reduce the plan whenever funders are involved. This extensive reliance on public funding, which most mitigates the risk of losing valuable experience 63 delivery models currently still require. Examples and information, which are key to the success of cases that were solely financed with public and financial sustainability of the model. Public funding and donations and still depend on funders compelled RECA to report on various public funding are TAHMO, Rain4Africa, RECA’s aspects of the initiative in order to instill a e-extension system, CLIMAP, and FarmerSupport. continuous knowledge transfer. 1.1.3 Offer Relevant and Reliable Service A service can only be efficient and studied initiatives, providers and stakeholders sustainable if it is relevant to the have indicated that involving service users in targeted stakeholders and offering the development of the service, preferably reliable information. to Ensure These from the design phase, guarantees higher Indispensable Characteristics, the Service Should: relevance, hence uptake, of the service. For Sandji, the subscription modalities for ◊ Involve local stakeholders during different the weather forecast service have been phases of development and operation. expanded after consultation with the service These are the phases for which on-the- users. RECA has expanded its communication ground presence and knowledge of societal channels of its e-extension service with characteristics and structures are needed WhatsApp groups after learning that their to fit engagement needs of the service stakeholders spontaneously communicated stakeholders. Local ambassadors can do this, via that medium. as mentioned earlier in this report. For all Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa ◊ Continuously monitor impact, by setting service, by comparing model output against targets and measuring the number of weather data collected by local weather customers and vulnerable groups reached stations, data assimilation, and continuous and actively involved. RECA documents on an model improvement. Stakeholders and annual basis the number of users subscribed providers of the studied services expressed to different channels of its e-extension concerns about data and information validity. system, and to some extent also the number Service providers involved in the initiatives— of vulnerable users, as well as challenges Sandji, FarmerSupport, and SUM Africa— encountered by the implementation of its confirmed the need for data validation. Yet, service. This contributes to monitor and they found that the existing capacity of the enhance impact. NMSs was not yet sufficient for delivery of the necessary observational data for validation or ◊ Validate the weather and climate data that for performing the validation. are offered or used to build the derived 1.1.4 Example of a Successful Case Regarding Recommendations on Service Characteristics A mong the cases analyzed, the Mergdata range of agricultural advisory services to small- initiative successfully applies the scale farmers, including weather forecasts and recommendations emerging from the tailored advice on farm management, climate benchmarking analysis described above. The resilience, nature protection, finance, and market 64 initiative involves vulnerable groups by providing information (product prices). The private initiative both text and voice messages on a multilingual ensures its financial sustainability by targeting platform (including local languages). It specifically different customer segments (that is, smallholder targets women and monitors their uptake of farmers, food supply chain actors, NGOs, the service, and it has a focus on young people governments, and financial institutions) and thus as they should fuel the necessary growth in the diversifies its revenue streams. Regarding the agricultural sector. Moreover, the social company relevancy and reliability of the service, Mergdata behind the initiative, Farmerline, has an articulated organizes focus groups to collect data from impact model that can be used as a framework to stakeholders and measures its financial and social measure the social impact of the service. In terms impact on predefined criteria. of service bundling, the initiative provides a wide 1.2 Enabling Environment I n this section, recommendations are well positioned to drive progress via the enabling presented for advancing the enabling environment, though other sectors could also environment and thus creating a fertile contribute to positive developments related to ground for successful implementation of that environment. digital agromet services. The public sector is 1.2.1 Build Trust Given that the development and deployment operandi was documented in a Memorandum of effective digital agromet services require of Understanding between the parties (such as various skills (including those related to that between TAHMO initiative takers and NMSs digitalization, meteorology or climatology, of countries where TAHMO is deployed); or third agriculture, communication, and others), parties were actively involved in facilitating cross- service implementation thrives when sector collaboration (for example, stakeholders of partners with diverse expertise collaborate. the CLIMAP climate service). In other initiatives, Engagements between public, private, academic, partnerships with the public sector were founded and nongovernmental partners can be fruitful merely on a funding role of the public sector by creating opportunities to deploy viable and (among others, FarmerSupport and RECA’s effective hydro and agromet services. Yet, in the e-extension initiatives received public funding) studied examples of digital agromet services, or in situations where the public sector could distrust between public and private partners benefit from the service but without mutual often hindered potentially relevant PPEs from contributions. Weather data collected through leveraging such services. Private partners the Veriground initiative are intended to be indicated limited trust in the abilities of the shared with public actors such as the MOA and public NMSs to deliver high-quality weather or NMS. climate data in an automated and continuous way. Some were not aware of the capabilities or When aiming for a successful and effective expertise of the NMSs, even though they were collaboration, whether it be cross-sectoral or willing to collaborate with a national rather than a between actors of the same type, trust building foreign partner for weather data delivery. Private remains an essential step. Public-private 65 partners cited these reasons for not collaborating engagements can be hampered by distrust due to with national public weather data providers (the differences in work culture, project organization, NMSs) in the Sandji, Veriground, SUM Africa, level of risk taking and (technical) capacity. The agCelerant and Mergdata initiatives. Also, service distrust between the public and private sectors providers from the academic or public sector is partly linked to the historical difference in their involved in the FarmerSupport initiative and goals and approaches. Where the public sector RECA’s e-extension service, respectively, indicated tends to focus on the well-being of citizens via that they didn’t collaborate with the NMSs for the the deployment of different policies, the private same reasons. NMSs active in the countries where sector will give greater importance to the well- these initiatives are deployed explained that they being of markets and will leverage common distrusted private partners as they might interfere market principles to achieve this goal. There are with the NMSs’ mandates, missions, and scope. also some major differences in the approach Mali Météo would like to be the preferred partner certain public institutions take when engaging to Orange Mali in the Sandji initiative deployed in in public-private collaboration, which may be Mali, as opposed to the Swedish weather service driven by political economy considerations. As is provider currently involved, to provide high- the case with any organization, public agencies resolution weather forecasts for localities in Mali. can be expected to further their own, more Where PPEs crystalized as effective collaborations narrowly defined institutional agenda, sometimes between the sectors, trust between parties was to the detriment of wider national objectives and established because the NMSs showed advanced ambitions. Hence, there is a need to create a level capacity in weather or climate data collection, playing field that is ensured not only by national generation, and dissemination (for example, the policies, strategies, and frameworks (see section South African Weather Service [SAWS] involved 1.2.3), but also by a minimum level of technical in the Rain for Africa initiative); a clear modus capacity for the partners involved (see section Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa 1.2.4). This level playing field will determine the the role of facilitator. A regional institution, such as strategy of the public sector, in this case the NMS, ECOWAS, CILSS, or AGRHYMET, could potentially on how it collaborates with, and leverages on, the facilitate the process, create transparency, and private industry. The different roles/strategies the build trust through a dedicated PPE department NMS could take at different levels of maturity are or working group (see section 1.2.4 for more explained in more detail in section 1.2.2. information on the role this regional institution could potentially play). In the CLIMAP initiative, To overcome the differences and develop, the initially targeted stakeholders (technical operate, and sustain effective cross-sectoral advisors in [sub-]national governmental bodies) partnerships are among others, the following are of the service have successfully played the role of essential: facilitator in linking up the Institute of Research for Development (IRD), the initiator of CLIMAP, ◊ Be transparent: Engage in an open and and ANACIM, Senegal’s NMS, by signaling the honest manner in all interactions and mandate and capacity of ANACIM to the developer agree on a straightforward way of sharing IRD and by emphasizing the merits and relevance information, such as scheduling regular of IRD and CLIMAP to ANACIM. This enabled both updates or agreeing on escalation methods parties to familiarize themselves with each other’s if required. expertise and interests, discuss collaboration opportunities, and ultimately come to mutual ◊ Treat everyone with respect: Every actor in knowledge transfer. After the initial development a partnership will bring valuable elements of CLIMAP by IRD, and in consultation with to the table that will make the partnership ANACIM, the partners agreed that ANACIM would a success. It is key for all participants to continue to host the CLIMAP service, disseminate acknowledge and emphasize the strengths its information among national stakeholders, and 66 of the different actors. Explicitly visualizing put effort in expanding the service to the wider or listing the strengths of each partner can West African region. enhance the partnership. As an intermediary, the third party could ◊ Show commitment: Be available to invest facilitate transparent, committed, and effective in the partnership and lead by example. collaboration among the parties involved, by Be present in regular updates, report providing support in project design, interactions, regular progress on agreed actions, and and communication. show genuine interest and respect for the updates of the other actors. Mutual trust between users and providers of weather information services is indispensable ◊ Be patient: Acknowledge from the start for an initiative to achieve impact. Strong, that trust building takes time and will on-the-ground presence is required, as well as require investment from all actors. Focus familiarity with potential local partners. The case on a common goal over time instead of studies confirmed the importance of this local enforcing strict deadlines. anchoring, showing that it was a success factor in the development of viable digital agromet To remove distrust and facilitate adoption of services. The physical presence of locally trusted the good practices described above, a third extension workers or ambassadors to supplement party or intermediary organization could the digitally offered agromet information in be involved. This third party could be an NGO, RECA’s e-extension service, the FarmerSupport a research organization, a development agency, and agCelerant initiatives, was instrumental in or any other entity with a local presence and building trust between service stakeholders and enough technical and human capacity to take up developers and to ensure uptake of the agromet service. Local anchoring can be applied to building the readiness of the market in accepting the trust among potential service providers as well as service offering(s). Involving an external party to between service providers and stakeholders ( see oversee the engagement process, however, does sections 1.1.1 and 1.1.4 for more on the latter). In not guarantee success in building trust. In fact, addition, it is most important for systems where building trust takes time, long-term commitment, foreign actors are involved. Foreign actors do and consistent communication by the copartners not have the ability to build a local community from the start (and possibly facilitated by a third from abroad, nor do they have the same capacity party). as local organizations to evaluate partners or 1.2.2 Agree on Well-Defined Roles for All Partners T he institutional capacity (both While the roles might change, the fundamental managerial and technical), financial function and main duty of the public sector situation, and infrastructural facilities of remains always the same:1 Ensuring the provision the public sector can significantly influence of critical public services that cannot be provided the conditions for starting a PPE. Depending by the markets, perhaps because of market on these factors, the role of the public sector failures, but are crucial for the well-being of the (NMSs, MOAs, and so on), private industry, and population and hence generate substantial third parties can significantly differ. On the one socioeconomic benefits. Whether this is done by hand, in the Rain for Africa initiative, the South providing the services or ensuring the provision African NMS was involved as provider of weather by mandating third parties (such as in the private data and seasonal forecasts thanks to the reliability sector) is secondary. In any case, a regulator 67 of its technical capacities in providing the should ensure a level playing field between all aforementioned data sets. On the other hand, in stakeholders of the value chain. This is especially Mali, the low technical and institutional capacity important if the public sector is in competition of the NMS constrained the private initiatives with the private sector, such as by producing in the region (Sandji and SUM Africa) to start a nonpublic services alongside public services. potential collaboration with the NMS. In fact, the Having well-defined tasks for current and future mobile operator behind Sandji chose to partner stages for each of the parties engaged, however, with a private company to obtain the location- remains essential for a level playing field in which specific weather forecasts that Mali Météo could both public and private actors can thrive. In the not generate. SUM Africa intended to involve Mali next paragraphs, we dive deeper into the roles Météo for the validation of satellite information, public, private, and third-party actors could adopt but the NMS unfortunately had to decline the under two different situations: low technical opportunity, as there was insufficient capacity to and financial capacity of the NMS versus high take part in the service provision. In both cases, technical and financial capacity of the NMS. however, the private party was open to involving the NMS at a later stage of the initiative, once the In a situation where the NMS has a relatively desired technical and institutional capacity of the low technical and financial sustainability, the NMS had been reached. Hence, keep in mind NMS could leverage the private sector for that the roles and responsibilities of the parties the provision of weather data and tailored involved, and the parties to be involved, could services. In that case, the NMS would make use change over time. of the services provided by the private sector 17 See World Bank (2020a) for a more detailed discussion of the economics of the hydromet value chain. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa to achieve more effective and cost-efficient environment and level playing field implemented services. This is the case for the TAHMO initiative, and guaranteed by public ministries. During the which provides freely available series of current stakeholder workshop, a suggestion was made and historic weather data for a wide range of that the MOA could leverage the high-level stakeholders. Among these stakeholders are the commitments and ambitions set in national NMSs of countries across Sub-Saharan Africa policies and strategies regarding agricultural with suboptimal infrastructure (national weather development, and other relevant ministries on stations) to generate the weather data on their open data and digitalization. To this end, the own. Once the capacity of the NMS has evolved MOA could (1) codevelop or reform existing and it can provide timely available and location- policies and strategies with an impact on the specific weather information, its role in the value digitalization of the agricultural industry, (2) chain might change. Its main function, though, support the upscaling of agromet services by remains the provision of crucial public services. providing agro-economic information, and (3) The NMS could potentially take up the role of ensure the viability of hybrid business models by weather data provider or data quality controller relying on its network of extension agents, who in already existing, or to be developed, initiatives can provide agricultural advice to the targeted for agromet services. Part of the mission of the stakeholders. As mentioned before, the local NMS is to develop and disseminate weather and anchoring and character of digital agromet climate data for the benefit and protection of all services have been flagged as essential when people and goods. Moreover, in the majority of developing sustainable and effective agricultural the cases analyzed that do not yet involve an NMS extension programs. Hence, the possibility exists but depend on the private sector as data provider, for the MOA to leverage its public extension initiatives’ representatives have expressed their network, if well developed. desire to engage an NMS once a high capacity 68 has been reached. This is the case for Orange Mali Regarding the role of third parties in fostering (the mobile operator behind the Sandji initiative), collaboration among public and private actors, which would like to rely on Mali Météo for weather the tasks that each of the three identified information, rather than involving a foreign private parties—development organizations, NGOs, company (in this case Ignitia). The advantage and academic institutions—could take are of the NMS compared to foreign, private data related to ensuring local anchoring and providers is that it has local anchoring and broad capacity building in targeted regions. These knowledge of the local context, stakeholders, and responsibilities stem from the usual roles of the their needs. The private sector could in this case third parties in the analyzed case studies. In most focus on the dissemination of the weather data cases, development organizations were involved generated by the NMS and potentially take care as financiers, (for example, the RECA e-extension of the provision of tailored services. This allocation system is partly financed by the World Bank). of tasks and responsibilities has been suggested They provided some sort of guidance on how by the NMS of Togo, which would rather leave the to set up a viable business model by requesting dissemination of the weather data to the private the initiatives to report on the social, economic, sector (such as a telecom provider), given the and environmental aspects of the service experience of the private sector in doing so. provision. Development organizations could foster the private sector in deploying agromet With both low- and high-capacity NMS, the services by providing guidance and financial responsible ministries have an essential role means (especially at the start of the project). to play as well. In fact, the qualitative research Moreover, during the stakeholder workshops, the of this study revealed the need for an enabling stakeholders suggested that both development organizations and NGOs could take on the role of academic, and not-for-profit sectors for potential facilitator of PPEs, as they historically have a good collaboration opportunities. Given that private relationship with both the public and private companies are often scattered across the sectors. As such, development organizations West African region, it would be worthwhile and NGOs could facilitate partnerships between to consider not only national but also regional private and public actors and guarantee local organizations for this activity. The regional anchoring via extension agents. Academic institutions mentioned before—ECOWAS, CILSS, institutions could be project idea incubators and or AGRHYMET—could oversee this process and potential trainers of locally available extension foster knowledge sharing among the actors and agents. FarmerSupport came from an original countries involved.1 These arrangements could idea of the Water Systems and Global Change be chiseled in stone in strategic collaboration group (WSG) from Wageningen University & frameworks that specify initially agreed roles and Research (WUR). provide outlooks for roles in the future when sectors have evolved (such as after capacity To facilitate an increase in outcome-oriented building or maturation). This regional institution interactions between public and private actors, could take other potential responsibilities in that an independent organization could identify regard. Those responsibilities are described in and match promising actors in public, private, more detail in section 1.2.3. 1.2.3 Create Clarity about the Regulatory Framework T ransparent and fit-for-purpose developing the regulatory framework on open policy frameworks on open data and data policies and digitalization to ensure that 69 digitalization are essential to attract those are developed in a regionally coherent private investments and establish sustainable manner, as private actors often operate across PPEs. This has been confirmed by one of the the countries in the region. Within the FSRP, part case studies interviewees (FarmerSupport) and of the budget could be allocated to the regional by participants of the stakeholder feedback institution to assume these responsibilities. workshop, who stated that clearer and stronger regulatory frameworks are needed to better In addition to enabling PPEs to take place, understand what public authorities expect from clearer regulatory and policy frameworks the private sector as well as to shift the focus also support market mechanisms in such a of the NMS from collaborating with profitable way that new business can flourish. Adequate industries to delivering value for key economic regulation and policies in this context will sectors, such as agriculture. Guidelines on how ultimately increase the number of available to work with public authorities would be of market actors and the PPE possibilities as well. great use for the private and academic sectors. Areas of particular attention are: As mentioned before, a regional institution, such as ECOWAS, CILSS, or AGRHYMET, could take ◊ Administrative requirements to start the lead in disseminating the preferred ways to a business: Administrative requirements collaborate with the public sector. In addition, the can create a significant burden for start- regional institution could support the process of ups and scale-ups, especially if the process 18 These regional institutions could collaborate with existing initiatives to speed up the process, for instance, with the ECOWAS PPP Online Platform that was developed in the context of the ECOWAS PPP Platform Initiative and funded by the West Africa Competitiveness Programme (WACOMP) (ECOWAS 2022). Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa is not clear, changes a lot, or involves many These taxes have serious repercussions on different governmental agencies. During the the upscaling of digital agromet services in stakeholder workshop, a comment was made the country. On the positive side, as part of that it is often unclear which documents the SUM Africa initiative, the government of are needed to start a business in the region Uganda provides a premium subsidy of 50 and when they are due. Regulations and percent of the insurance costs for farmers. policies could be simplified (where possible This fosters investments in the region and on regional level), data could be shared over eases the financial burden for private start- ministries (creation of one source of the ups. truth), and adequate support in application processes or in case of general questions Whereas governments have historically could be provided to businesses (see section focused on developing regulations and 1.2.2). policies, emphasis on the dissemination of regulatory and policy information is becoming ◊ Taxation rules: Governments can steer increasingly important. New actors are often the behavior of market actors by using not aware of the legislation they need to comply taxation as a supporting mechanism or with. This can range from how often and when to as a penalization tool. To promote climate pay taxes to how to obtain all necessary permits. adaptation activities and support agriculture Information sharing via websites, dedicated development, governments could ensure regional dissemination and support offices, and that favorable taxation schemes and subsidies pamphlets can help ensure that regulatory and exist for actors who could play a role in the policy frameworks become transparent and hydro- and agro-value chain. In Ghana, the clear to the private sector. The key in setting up government has recently decided to impose clear communication channels by governmental 70 a value-added tax (VAT) of 12.5 percent on institutions is to embed dissemination in all nonresident vendors of digital services, a 20 communications, such as regulation and policy percent import tax on network equipment, updates immediately appearing on websites and a 6 percent tax on communication services, new versions of pamphlets. Focusing on clear and an electronic levy of 1.5 percent on frameworks will ultimately create attractive market electronic payments of more than $13. conditions for new and existing companies. 1.2.4 Strengthen Capacity A s highlighted in sections 1.2.1 and For assigning roles, certainty about partners’ 1.2.2, the existing capacity of service capacity as the leading determinant for assigning providers plays a key role in both trust responsibilities, within the context of all parties’ building among partners and the assignment mandates, increases the chances for good of roles. results. Next to the capacity of service providers, the telecom infrastructural capacity (or digital For building trust, the existing capacity of a partner facility) is critical to facilitate digital transmission codetermines how technically trustworthy a of agromet services. Importantly, service users’ potential partner is perceived by other actors. capacity also plays a key role in ensuring the This technical component coexists next to overall success of digital agromet initiatives. other elements that determine the relationship between partners, including differences in approach and goals. 1.2.4.1 National Meteorological Services as weather data provider or validator (see section 1.2.2 on roles), if its capacity allows it to assume I n the studied examples of digital agromet that role. Capacity building could be applied to services, suboptimal capacity of the NMS four areas: was often mentioned as the reason for not collaborating with the public sector for ◊ Infrastructural capacity: the provision of weather or climate data. Alternatives for involvement of the NMS included • Establishing dense and functional weather reducing the supply of weather- or climate- observation networks is key for the based information or relying on external (private) collection of reliable data sets of adequate actors for provision of weather or climate data. spatial and temporal resolutions. An example of the former is RECA’s e-extension • Maintaining well-functioning basic service that provides agro-advice, sometimes infrastructure and equipment is essential, linked to daily weather forecasts originating from including stable internet connectivity Niger’s NMS. Yet, while RECA would see value to and access to power (including back-up include tailored services based on high-resolution facilities such as solar panels or diesel (short- to medium-term) weather forecasts generators in case of power shortages) or (medium-term) seasonal forecasts in their • Adequate data management systems services, these are not provided due to limited and computing infrastructure operated confidence in the NMS’s capacity to produce by the NMS could enable the generation reliable and relevant high-resolution (seasonal) of (high-resolution) weather and seasonal forecasts. Other primary actors, including those forecasts and climate projections through involved in the Veriground, SUM Africa, TAHMO, data assimilation and downscaling global FarmerSupport, Sandji, and agCelerant services, weather models.1 71 pointed at the limited capacity of the NMSs as the incentive to organize the collection, transmission, ◊ Technical capacity: and use of weather data by themselves or to outsource to foreign private companies. In the • Tools and training for data collection, Rain for Africa initiative, the South African Weather rescue, storage, and quality control/ Service (SAWS), was from the beginning a partner validation could reinforce the NMS to in the project for developing the service. SAWS provide continuous series of reliable was appreciated by both national and foreign weather data. actors as a competent partner for providing • Tools and training for continuous continuous and functional supply of reliable operation of short- and medium-term weather data and forecasts. The need for further weather forecast and climate models, strengthening of NMS capacity and the resulting as well as basic impact-based forecast positive impacts were also highlighted by a models, preferably at high resolution, recent AICCRA (Accelerating Impacts of CGIAR could support the NMS to provide reliable Climate Research for Africa) publication (Hansen and relevant weather and climate data. et al. 2022). • Diverse tools and training could enable the NMS to diversify offered products and To develop effective and sustainable agromet services. services, a country’s NMS can be valuable partner • Training in composing applications . 19 As global weather models keep improving their spatial and temporal resolution as well as accuracy, they may provide a more cost-effective approach to local weather forecasting than local area models. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa for support from international climate meteorological information in a format finance could improve the NMS’s ability that (depending on the NMS’s comparative to acquire funding. advantage) either intermediate users (such as farmers’ organizations, NGOs, telecom Regional institutes like AGRHYMET/CILSS companies) or end users could easily access and ACMAD could be encouraged to and understand. intensify their technical skills training programs for NMSs in West Africa. Prior to ◊ Financial capacity: these trainings, the regional centers could organize a user needs workshop for the • Stable and adequate financial resources, NMS to determine and prioritize training reflecting the tasks assigned to the NMS needs. by its mandate, and improved skills to successfully apply for funding, including ◊ Human capacity: from international climate funds , would secure the NMS’s financial capacity. • Stable and adequate financial resources to Third parties, including development fairly remunerate NMS staff at competing organizations, could help the NMS draft commercial market rates would enable strong proposals that would be likely to the NMS to attract and retain good and secure funds. A broad body of research motivated employees. indicates that funds invested in NMSs • Capacity building in leadership targeting typically yield socioeconomic benefits could support NMS directors who are in that are higher than the amount invested charge of making cases for investments (positive spillover effects). Therefore, with governments and decision-makers quantifying the socioeconomic benefits 72 for their institutes. of adequately financing the NMS and raising government awareness of high ◊ Communication and marketing training socioeconomic returns should be a could strengthen the NMS to provide priority. 1.2.4.2 Ministries of Agriculture F ew of the studied initiatives showed active the MOA to partner in the initiative consortium. involvement of the Ministry of Agriculture Yet, the Agricultural Research Council of South (MOA). Where the government was Africa (ARC) complemented the MOA during involved, the MOA assumed the role of a project implementation, because ARC had very promotor of a promising service or supported good knowledge of the agricultural production the service via its extensive service network. system and practices in the country, a good In the SUM Africa initiative, the Ugandan MOA network among farmers, and the capacity to provided subsidies to decrease the cost by 50 provide extension services that complement the percent of an index-based insurance premium digital agromet information. for farmers. As such, the government leveraged the uptake of the insurance product by farmers, Ministries of Agriculture could contribute to the supported the initiating service providers, and development and deployment of digital agromet leveraged the business environment by creating services by creating leverage on three fronts— examples for other entrepreneurs. In the Rain for minimal bureaucracy, coherence of policies, and Africa initiative, foreign service providers solicited a defragmented way of working—to ensure 1.2.4.3 Telecom Infrastructure and communication across national, regional, and local Operators levels and across governmental departments: A ll studied digital agromet services relied ◊ Development of supporting policies on the available telecom infrastructure with other relevant ministries: The MOA in the countries of implementation and could engage in the development and clear the population’s digital connectivity. While affirmation of policies that encourage private digital agromet services have the potential to investments and PPEs in general (including be efficient in conveying information in a quick, stimulating taxation rules, digitalization compact, and far-reaching way, their success policies, and open data frameworks, as depends partly on the quality of a country’s described in section 1.2.3) and for digital digital connectivity. Currently, digital connectivity agromet services in particular (by promoting, is mostly lower for rural and remote areas and aided or not by subsidy programs, for vulnerable groups (distinguished by gender, demonstrator projects that embrace good age, literacy, social status, and purchasing practices like those presented in section power). Service providers were creative in 1.1 and by integrating climate action in offering different communication channels or agricultural policies). supplementing digital channels with on-the- ground and physical advice. RECA’s e-extension ◊ Coordination of different actors involved: service offers its stakeholders diverse ways to Given its central role in the promotion of obtain its information and advice, such as text and agricultural development, the MOA could voice messages using the internet, a call center, match various technical and supporting radio communication, a mobile application, and service providers on the supply side and websites. Sandji responds to the needs of its users 73 several stakeholders on the demand side of by offering voice messages where it was originally digital agromet services. The MOA could also limited to text messages. The FarmerSupport, Rain support the upscaling of agromet services by for Africa, RECA’s e-extension, and agCelerant providing agro-economic information. service are initiatives that leverage their digital communication channels by physical presence. ◊ Strengthening of the extension system: The region’s MOA could improve public Nevertheless, to make the most of the farmer-to-extension-agent ratio and technical potential of digital dissemination, digital capacity of extension workers by investing telecom networks should be performant, in the expansion and training of its own reliable, and far-reaching. Governments could network of extension agents or strengthening actively invest in and promote the strengthening relations with the organizations that offer of existing networks, so as to provide universal extension services in their country (such as access. Ensuring a favorable investment NGOs or farmer organizations). Depending environment (such as through fiscal stimuli) and on staff resources and capacity of MOA- assigning enough spectrum to telecom operators provided extension services, the effectiveness would make it more attractive for private parties of third-party initiatives may benefit from the to invest in telecom infrastructure. Where inclusion of local extension workers (either existing, agencies managing funds for universal from MOAs or NGOs) given the importance access (for example, AGEFAU in Mali) should be of local presence and anchoring for impactful adequately supported so they could achieve weather information services. their goals. Where nonexisting, an institute for Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa streamlining stable and wide network operation, access the telecom network. Telecom service involving all relevant and interested parties, price reductions, via tax reductions on telecom could be instrumental in achieving wide network services, and inclusion of vulnerable groups, coverage. A secure and stable environment to including women and the elderly, could be safeguard existing infrastructure and allow for instrumental in closing the connectivity gap. network expansion is a prerequisite for further Raising awareness of the benefits of digital network deployment. connectivity, standing up against existing social constructs (for example, that women should not Strengthening of infrastructural capacity be allowed to consult or perform transactions via should go hand in hand with other efforts the internet), and countering mistrust of digital to narrow the connectivity gap, which is the services would all help to narrow the connectivity percentage of people who are unable to gap. 2. Country-Specific Recommendations T he high-level recommendations are to the enabling environment of the country in further concretized by proposing scope. While all high-level recommendations can the most promising priority actions be relevant for implementing effective digital in country-specific recommendations. agromet services in the countries in scope, only These suggested priority actions build further the most imminent actions are presented. The on the insights obtained in the high-level success of the implementation of these actions, recommendations and are put forward as count then forms the basis to further concretize 74 suggested priorities based on the potential and other high-level recommendations from the readiness for implementation, which is related previous section. 2.1 Recommendations for Togo I n order to effectively implement digital Togo currently has a moderately advanced agromet services in Togo, an enabling policy framework in place, which consists of an environment could be created in which open data portal (that is, an online data bank PPEs can thrive. Instrumental for this are with free access to data published by public clearer and stronger frameworks on open data institutions) and a pledge to develop a national and digitalization, initiatives for public-private digitalization strategy (see sections I.2.2.1.1 and collaboration, the development of investment I.2.2.1.2 for more information). Regarding the plan of the NMS that could lead to capacity ease of doing business, the country seems to development, greater involvement of the MOA, be performing well with many market reforms and better access to digital technologies. being implemented, such as tax exemptions for agricultural equipment imports or the Open data and digitalization frameworks as implementation of an investment code to attract well as a favorable business environment foreign firms and investors (see sections I.2.2.1.4 are key to be able to tap into cross- and I.2.2.2). These national regulations and policies sectoral engagement opportunities for the could be further improved to attract and reinforce deployment of digital extension services. the private sector to collaborate with the public sector in delivering effective digital agromet public and private actors. In Togo, the MOA services. A national policy on open data could be oversees a basic network of extension agents and formulated to stimulate transparent data sharing has a mandate to implement national policies by the public sector. The government could also with an impact on the agricultural sector. As such, elaborate on the benefits of digital agromet the MOA can take the initiative to develop new services in the national digitalization strategy it strategies or adapt its operations to support the is currently developing. Last, a document on the deployment of digital agromet services. Given preferred ways to collaborate with the public that digitalization is not yet considered to be a sector could be developed for the private sector priority in the national agricultural policy of Togo, to understand the approach it needs to take when the MOA could decide to integrate digitalization engaging with public institutions. This document in its agricultural action plan in order to support would outline the key principles to be considered the development of digital agromet initiatives. The by private actors when collaborating with public MOA could also reinforce, or if possible, expand organizations and could be made available on its extension network to facilitate on-the-ground the open data portal. As mentioned in the high- support, given that local presence is deemed to level recommendations, this document should be crucial for the development of digital services. be formulated on a regional level, by a regional A last possible action for the MOA is to co-reform institution with the appropriate mandate, and implement climate adaptation strategies, such as ECOWAS, CILSS, or AGRHYMET, to ease together with the responsible ministries, as a administrative burdens and address barriers mean to create additional scope for climate resulting from a lack of information. To this end, services next to meteorological services. Third the institution can establish a regional working parties, such as development organizations, group for PPE, which would support (1) the NGOs, and academic institutions can for their part dissemination of preferred ways to collaborate promote innovation activities and advise private 75 with the public sector, (2) the identification of actors on business related aspect (see section potential partners in public, private, academic, III.1.2.2). Development organizations and NGOs and not-for-profit sectors and start engaging could encourage PPEs and guide businesses on them in mutual conversations, (3) the facilitation how to ensure the sustainability of their services, and closing of agreements on roles that such as by documenting the number of users, collaborating parties (including different actors targeting vulnerable groups in the value chain or in the public sector, private players, and third diversifying the revenue streams and bundling parties) can assume in PPEs to build trust among services. Academic institutions could take up the actors involved. These roles should be tailored the role of promotor of innovation activities by to the parties’ own capacities and interests and coordinating an incubator initiative that would finally agreed upon by all parties (see section provide start-up funding for the development of III.1.2.2). Togo could be actively involved in the promising digital agromet services. As mentioned working group and use this regional collaboration in the state-of-the-art section (chapter I) of this to bolster its national PPE environment by report, Togo is characterized by a low access leveraging on the experiences of more advanced financial funds, that is exacerbated by the low neighboring countries. usage of electronic payment options and the predominance of cash (see section I.2.2.2). These The MOA could play a key role in creating incubator initiatives can improve the access an optimized regulatory and technical to finance and train locals on the benefits of environment for the development of digital digitalization. agromet services, while development organizations, NGOs, and academic Improving the capacity of Météo Togo via institutions can foster collaboration among an investment plan could further support Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa public-private collaboration. Météo Togo ACMAD, AGRHYMET). These centers can provide has insufficient technical, human, and financial trainings to the staff of the NMS and share best capacity to assume a role as provider of continuous practices from neighboring countries. To expand and highly localized weather or climate data the weather station network, the NMS of Togo (see section I.2.2.3.2) and could therefore be could leverage on the capacity of the private improved via a concrete investment plan. The sector to support the installation and operation NMS of Togo (through its agrometeorological of additional weather stations. This does not department), however, has a good knowledge of exclude the possibility for the private sector to country-specific characteristics, understanding of provide support on other levels as well, such as stakeholder needs and a basic network of weather forecasting, tailoring services, and dissemination, stations, which most foreign private actors as mentioned in the high-level recommendations may not have. At the same time, investments (see section III.1.2.2). are needed to enlarge and stabilize the NMS workforce, to improve the staff’s technical skills, Last, the government of Togo could invest in and to expand and maintain the meteorological digital telecom infrastructure and inclusion stations. The private sector could rely on the to further leverage the potential of new current strengths of the NMS; and in potential technologies. Digital connectivity is slowly rising PPEs, the role and responsibility of the NMS in West Africa, but the development of telecom should be matched to its current capacity and services is often hindered by regulatory procedures, mission in order to exploit its strengths. The NMS lack of financial funds, and poor infrastructure and in turn could rely on the private sector to provide networks. Togo is characterized by a high cost for services matching the needs of the agricultural mobile communication (mobile tariffs and phone stakeholders, which the NMS may not be able to prices), lack of broadband coverage, and low currently provide. Further investments to improve mobile connectivity for vulnerable groups. On 76 the NMS’s capacity, whether it be financial, the one hand, granting telecom providers access technical or human, should be strategically to an enlarged broadband spectrum, as they have chosen to further strengthen the NMS to assume requested, would enable them to downsize the its responsibilities and roles in a PPE. Météo Togo connection gap. On the other hand, subsidiary could draw on international climate financing to programs could enable the implementation of complement the limited government subsidies reduced tariffs on hardware prices to the benefit it gets. Technical skills could be sharpened by of local customers. relying on the expertise of regional centra (that is, 2.2 Recommendations for Ghana C ompared to the other studied countries, of Food and Agriculture (MOFA) to pass the Ghana is well advanced in terms of open necessary policy reforms, and further improve the data and digitalization frameworks, digital telecom infrastructure. private sector involvement and capacity building of the NMS. Still, actions could be Digitalization and open data practices are at taken to ensure a level playing field for the the core of Ghana’s national development development of digital agromet services in strategy; yet practical implementation and the country. This can potentially be done by further improvements are needed to ensure strengthening the enabling environment through that cross-sectoral engagements can thrive. enhanced policy implementation, reinforcing the Ghana disposes of a national digitalization policy capacity of the NMS by improving its technical to deploy ICTs for socioeconomic objectives skills and access to finance, fostering the Ministry (incl. the implementation of digital tools in the agricultural sector) and is currently in the in collaboration with other responsible process of developing a strategic roadmap to ministries where needed, while third parties enhance the delivery of agricultural extension can guarantee local anchoring and foster services (see section I.2.2.1.1). Regarding its open collaboration among public and private data policies, Ghana has the most advanced actors. The MOFA of Ghana is characterized by data sharing strategy and initiatives in place a decentralized public extension system, which compared to its neighboring countries (see hampers the coordination of local extension section I.2.2.1.3). The open data policy framework agents (see section I.2.2.3.3). The MOFA can, should be extended to also cover the hydromet however, collaborate with other public ministries domain which is not yet included. Moreover, the to pass the necessary policy reforms and country has relatively better access to financial practically implement digitalization and open resources and simple procedures for the launch data frameworks with impact on the agricultural of a business (see section I.2.2.2). The general sector. As such, the MOFA can develop new business environment in the country is therefore policies and strategies with the aim of creating an better than in other countries in scope. However, enabling environment for digital agromet services, Ghana still faces issues with financial inclusion such as the e-extension roadmap it is currently of small businesses and has recently worsened establishing. Similar to the recommendations for its market environment by reforming existing Togo, the MOFA of Ghana could also effectively tax policies and by implementing new levies on implement existing climate adaptation strategies, digital services provided by foreign parties, for together with the responsible ministries, as a mean example (see section I.2.2.1.4). Amending the to create additional scope for climate services new taxation rules could therefore be a priority next to meteorological services. Regarding the action for the government to attract private roles of third parties, Ghana has many NGOs investments and ensure that tax payment does in the country that can provide extension 77 not become too complicated. The government services in collaboration with other actors (see could also ensure a facilitating environment for section I.2.2.3.3). Hence, instead of relying on the deployment of agromet services by practically the decentralized public extension system, implementing its well-developed agricultural digital agromet initiatives can leverage on the development frameworks, national digitalization capacity and experience of NGOs to implement strategy, and action plan for the development e-extension services and ensure a form of local of e-extension services. Similar to the country- anchoring. As for development organizations, specific recommendations made for Togo, Ghana these can be used to foster PPEs through the could also benefit from developing a regional provision of guidance to the private sector approach to key principles for the private sector on the sustainability aspects of their business regarding potential collaborations with public models. In line with the recommendations for institutions. As mentioned before, this document Togo, academic institutions could be involved as could be developed in c a regional institution that project idea incubators and train local partners could create a regional working group for PPE to where needed. foster public-private collaboration and build trust among the players. Ghana could serve as example Further strengthening the capacity of the or starting point to develop these preferred ways NMS (GMet) could encourage the private of working together, given the country’s large sector to engage in PPEs. The NMS in Ghana has number of digital agricultural services providers a good weather station network and more than and potential users (see section I.2.2.2). 300 staff members, which allows the institution to provide a wide range of services from daily The MOFA can ensure the implementation weather forecasts to consultancy services (see of above-mentioned policies and strategies section I.2.2.3.2). Building on its current strength, Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa the capacity of the NMS could be further roles and responsibilities that the NMS could take improved by implementing an investment plan up when collaborating with the private sector as focusing on (1) creating a stable workforce, (2) described in the high-level recommendations reinforcing the technical skills of the staff through (see section III.1.2.2). training by regional centers (that is, ACMAD, AGRHYMET) for data collection and data rescue, The government of Ghana could leverage on weather forecasting and climate modeling, its National Broadband Strategy to improve and (3) consolidating financial resources from its telecom infrastructure and expand international climate financing by training staff broadband access to all. As described in the to apply for this funding. Compared to the other institutional-policy dimension of the West African countries in scope, GMet is the only NMS that ecosystem (see section I.2.2.1.1), the government provides meteorological data and other services of Ghana has developed a National Broadband against a fee. GMet, however, would be open Strategy to improve the broadband penetration to supply weather data as a public good if it rate by making it affordable for a wide range of receives the necessary public funds to ensure its stakeholders, including the most vulnerable ones. financial sustainability (see section I.2.2.3.2), this Compared to the countries in scope, Ghana has way safeguarding a level playing field with the a high mobile phone and internet connection private sector. On its current capacity, and later penetration rate, but there is still room for when its competencies have been improved, improvement. Possible recommendations the NMS would be able to provide basic weather include (1) improving the network performance, services, such as forecasting, for free, while the (2) enlarging the broadband spectrum, (3) private sector could focus on dissemination and lowering taxation rates, and (4) making mobile supplying tailored services. Here again, this does phones more affordable through the deployment not exclude the private sector from generating of subsidiary programs. 78 meteorological services as well but sets out the 2.3 Recommendations for Sahel Countries: Burkina Faso, Mali, Niger T he Sahel countries in this study—Burkina Faso, and to a lesser extent in Niger, compared Faso, Mali, and Niger—differ from Togo to Togo where these services have only been due to their size and the intracountry meagerly observed (see section I.2.3.2). These differences they encounter between northern differences are reflected in the recommendations and southern regions. Compared to Togo, below. the northern regions of the Sahel countries mentioned above are characterized by a lower The Sahel countries initiated some changes level of security, a lower population density, in the enabling environment, but national and lower technical and telecom capacity policies and implementation initiatives could (see sections I.2.1 and I.2.3). Moreover, the be further developed to foster collaboration, northern regions of Burkina Faso, Mali, and Niger benefiting the agricultural sector. Burkina Faso mostly inhabit pastoralists and differ as such from has a dedicated agency for digitalization matters southern areas in their farming practices (see but did not yet develop a national policy or section I.2.1.2). Regarding the presence of digital strategic plan for implementing digital initiatives agromet initiatives (and related community of (see section I.2.3.1.2). This especially holds true providers), a higher number of private and/or in the agricultural sector, and it could be an public service providers are in Mali and Burkina opportunity for the MOA of Burkina Faso, and other relevant ministries, to focus on this matter. Mali is relevant for the development of digital agromet very much in the same situation as a council for services. This can be done in collaboration with digitalization has recently been developed but no other relevant ministries to increase the impact national policy on digitalization or strategic plan and improve the likelihood for success. In the for implementation in the agricultural sector is context of digital agromet services, the MOAs available (see section I.2.3.1.2). Niger on the other could focus on strategies and policies to support hand has a national strategy on digitalization as digitalization (like strategy and implementations well as a dedicated agency but the country could plans for internet availability for all regions) and invest in developing and implementing a digital open data exchange (such as availability of up-to- agricultural policy (see section I.2.3.1.2). Mali and date meteorological data or agro-advice) in the Niger could also further develop both open data agricultural sector. Similar to the recommendation initiatives and policies, as data sharing between made for the MOA of Togo, the MOAs could decide different actors in the agricultural value chain or to integrate digital practices in their agricultural between public and private parties is one of the action plans in order to foster the deployment of prerequisites for a successful PPE (see section digital agromet services. Another possible action I.2.3.1.3). Burkina Faso is, similar to Togo, slightly is to codevelop national climate strategies with more advanced in this area as it possesses an other public ministries to ensure that climate online data bank. The country however did not yet adaptation policies are tailored to the needs of establish a national policy to provide a legal basis the agricultural sector. Regarding the existing for the data sharing on the platform (see section networks of extension agents, both Mali and Niger I.2.3.1.3). Having such policy in place could further are characterized by a relatively weak extension boost the uptake of existing initiatives as well as system managed by their respective MOAs, stimulate general agromet information sharing. whereas Niger has a strong, but decentralized, Similar to the recommendations for Togo and network administered by local NGOs and farmer 79 Ghana, the Sahel countries could participate in a cooperatives (see section I.2.2.3.3.). As such, regional initiative, detailing the key principles for the MOAs of Mali and Niger could potentially potential collaborations with public institutions. strengthen their extension network to ensure A regional working group for PPEs could foster local presence and foster the development of public-private collaboration and build trust digital agromet services. The MOA of Burkina Faso among the players. The Sahel countries could on the other hand could rely on the presence of its first start this initiative among themselves due to decentralized extension agents and third parties the similarities in context and could then liaise to facilitate on-the-ground support. Similar to with the other studied countries for experience the recommendations made for Togo and Ghana, sharing and to leverage on other players in the third parties, such as development organizations, wider region. NGOs, and academic institutions can play a key role in promoting innovative services, fostering Once the capacity of the MOAs have been cross-sectoral collaboration, and ensuring local strengthened through the necessary policy presence (see section III.1.2.2). Across the Sahel reforms, these ministries and other relevant countries in scope, digital agromet services public institutions could codevelop and could leverage the capacity of development implement new and existing policies related organizations and NGOs to foster PPEs and guide to the agricultural sector, while third parties private businesses on how to make their services could stimulate collaboration among public more sustainable. Academic institutions could be and private actors. Although the MOAs of the involved as project idea incubators and train the Sahel countries we studied differ in terms of local population where needed to increase the responsibility and mandate, they could all reform, digital skills of relevant partners. establish, and execute new or existing strategies Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa For the local NMSs to assume the role of supply weather information for free to various weather data provider, their financial, stakeholder groups, with the exception of ANAM technical, human, and infrastructural capacity and DMN that charge private actors for the same should be reinforced. Similar to Météo Togo, both meteorological information (see section I.2.2.3.2). the NMSs of Mali and Niger have a basic weather One option, among others, could consist of NMSs station network in the Southern regions of their providing weather data free of charge once their respective countries. Burkina Faso has a dense capacity has been strengthened. The private and well-maintained weather station network, sector could then focus on disseminating and which has been labeled as the densest one in the supplying more tailored services. As mentioned region (see section I.2.2.3.2). To reach the technical in the recommendations for Togo and Ghana, this capacity of ANAM, Météo-Mali and DMN could does not exclude private parties from generating collaborate with the private sector to install and weather data as well but describes how the roles operate additional weather stations. Regarding and responsibilities of the NMSs could evolve as human capacity, the NMS of Burkina Faso draws mentioned in the high-level recommendations on well-qualified and motivated staff, although (see section III.1.2.2). small in number as is the case in the other two Sahel countries we studied (see section I.2.2.3.2). Burkina Faso, Mali, and especially Niger, The NMSs can ensure a sufficiently large and could improve their digital infrastructure stable workforce by strengthening the technical and penetration rates by redirecting public skills of existing and upcoming staff through funds to the telecom sector. Among the Sahel training by regional centra, such as ACMAD or countries in scope, Niger is scoring far below AGRHYMET. These centra can share best practices Burkina Faso and Mali on digital infrastructure, on data collection and rescue, operational data affordability of mobile phones, and readiness of provision systems, weather forecasting, and mobile internet (see section I.2.3.4.2). Analogous 80 climate modeling. To increase their financial to the recommendation made for Togo in that means, Mali Météo, DMN, and ANAM could apply regard, the three countries could focus on to international climate financing and train their installing policies to (1) reduce the cost of mobile staff on how to submit an application to existing communication (both regarding phone prices climate funds. As mentioned in section I.2.2.3.2, and tariffs), (2) improve the network performance, the NMSs of the Sahel countries we studied need (3) build capacity on mobile telephony and additional financial resources to provide weather internet use, and (4) improve the availability of data as a public good. Currently, the three NMSs local content and services. 3. Conclusion W ith an agriculture sector that is small-scale farmers to build resilience against predominantly rainfed and a climate short-term weather shocks and improve their that is already characterized by production systems. Digital agromet services extreme variability, the West African region can support this transition by distributing agro- is particularly vulnerable to climate change. hydrometeorological information in a more Extreme weather events, such as floods, droughts, cost-efficient and inclusive way. However, for and heat waves, are already having an impact on agromet services to grow, it is crucial to create the food security in the region and are expected an enabling environment by removing the to become more frequent and intense in the institutional, socioeconomic, and technical near future. Having access to timely and low- barriers that presently hold back more widespread cost weather information is thus essential for deployment of digital extension services. Both public entities (NMS, national extension services), information and become an attractive partner which have traditionally been the providers for collaborations. The same applies to extension weather and climate information, and the private services overseen by the Ministries of Agriculture. sector, whose importance in the agromet value Investments in public extension networks could chain has been growing over the last years, play enable their expansion and upgrading so that a key role in developing innovative agro-advisory they can reach more farmers with more relevant solutions and can increase their impact through advice. Extension services would also benefit from PPEs. strengthening relations with other relevant third parties, such as NGOs and farmer organizations. First, developing clearer and stronger The latter could be actively involved to ensure regulations on digitalization and open data local anchoring in case the public extension are conducive to increased trust among network does not have the required bandwidth sectors—a key requirement for the creation to guarantee on-the-ground presence. of PPE-driven digital agromet services in West Africa. Further improvements to tailor open Third, private actors can increase financial data and digitalization policies to the agricultural sustainability and operational impact by sector, and expand them to the hydromet domain, bundling services and offering more relevant should be advanced in the analyzed countries and reliable services through sufficient building on existing strategies. Governments field presence. Both financial sustainability could also introduce favorable market regulation and user uptake of digital extension services mechanisms to attract private investors who focus can be improved by bundling services and on developing and deploying agromet services, targeting more than one customer segment in as well as investors interested in upgrading the the agricultural value chain. In addition, services telecom and network infrastructure. Considering providers could increase the relevance and 81 that public-private collaborations can increase reliability of the agromet services they offer by the operational impact of agromet services, ensuring a continued local presence in their additional guidelines on collaboration modalities countries of implementation. To ensure strong could be formulated to guide and facilitate the field presence, initiatives should involve local creation of new PPEs. Regional institutions such stakeholders to the largest possible extent, as AGRHYMET or ECOWAS could develop such for example, by collaborating with extension guidelines, including by establishing a regional agents or local ambassadors recruited from third working group on PPE to initiate and facilitate parties such as NGOs or farmer organizations. the closing of PPE agreements. To facilitate the Last, deliberately targeting and reaching out to emergence of successful PPEs and trust building vulnerable groups, including women and youth, across sectors, there is also a need for continued during the co-creation and dissemination of capacity building of the NMSs and the Ministries the service should lead to inclusiveness and of Agriculture. operational impact of the service offerings. 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Country Private Sector Diagnostic. https://documents.worldbank.org/ en/publication/documents-reports/documentde- tail/372671567686715880/country-private-sector-diag- Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Annex I: Case Study Canvases Case Study canvas agCelerant Case Study canvas CLIMAP Case Study canvas FarmerSupport ANNEXES Case Study canvas Mergdata Case Study canvas Rain4Africa 86 Case Study canvas RECA’s e-extension Case Study canvas Sandji Case Study canvas SUM Africa Case Study canvas TAHMO Case Study canvas Veriground agCelerant  Service characteristics  agCelerant aims at improving farmers’ access to assets (to resources, to finance, to the market (information) via connecting several actors in the supply chain, de-risking investments in the agricultural sector, improving business efficacy, and progressing the whole value chain. The service targets a variety of stakeholders in the agricultural value chain, including contractual producers, traders, agribusinesses, exporters, importers, service providers, transporters, agricultural banks, agricultural insurance companies, as well as regulators in the sector (governments, NGOs, development aid organizations). agCelerant provides a web-based technological platform for offering (bundled) services (for example, access to seeds and fertilizers combined with agro-advice on their application considering Brief service description  meteorological information) as well as data collection and management services for businesses, complemented with physical presence on the ground for capacity building of farmers by trained young engaged locals, that is, a so-called phygital service). Meteorological information is not directly offered to farmers but instrumental to improved provision of assets (for example, reduced insurance premium thanks to the use of weather data together with improved access to credit). agCelerant has evolved from Manobi’s mAgri 2.0 platform and supersedes its predecessor by its holistic approach including asset and information services, its improved response to users’ needs, and its more sustainable business model. • Connection-to-market gap for farmers Incentive for initiative  • Substantial risk of investments in agricultural sector  Senegal (first pilot) Country/region of West Africa: Burkina Faso, Ghana, Mali, Niger, Benin, Côte d’Ivoire, Guinea, Nigeria, Sierra Leone implementation  East/Central Africa: Kenya, Ethiopia, DRC, Tanzania South Africa  2002: mAgri in Senegal as mobile-based agricultural market information system. Yet, concept was not financially sustainable as it depended on grant funding and 87 was not holistic Initiation date  > 2002: mAgri implemented in Burkina Faso 2016: agCelerant, originating from further developing mAgri by including more services and more countries and internalizing the roots of the information uptake obstacles for farmers (lack of inputs, assets) • Well established, both geographically and thematically, with its basic (asset) services Maturity  • Continued development of supplementary direct offering of meteorological information, among others through home developed inexpensive rain gauges  Communication SMS for farmers (occasionally) technology  Web- or mobile-based platform for businesses Targeted stakeholders  • Farmers: contractual producers & retailers • Other actors in the value chain: traders, agribusinesses, exporters, importers, service providers, transporters, agricultural banks, agricultural insurance Targeted stakeholders  companies • Public actors: governments, NGOs, development aid organizations  Literacy and gender: Manobi deploys phygital services because the company believes strongly in the importance of physical presence of local ambassadors to support farmers with the digital (information) services. These local ambassadors are well placed to engage women, illiterate or other vulnerable groups to uptake Focus on vulnerable the offered services. groups Age: Manobi has a particular focus on youth. It trains local youth to build capacity of farmers to access the services and support them with decision-making for field management. Youth (employment) is an explicit aim of Manobi Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Number of stakeholders Reach: 50,000 in Senegal in 2020 targeted/reached  Numbers of targeted or reached stakeholders in other countries have not been shared  Co-creation: on-the-ground interaction to understand decision-making process of farmers and their risk behavior. This is crucial to develop an effective service (of which Vehicles for information service can be part) communication with collection of feedback to further adjust services to farmers’ needs stakeholders and co- Training: the agCelerant Academy provides support for decision-making for farming and effectively accessing resources in the entire value chain. On-ground creation  presence to build the capacity of the farmers is particularly important. agCelerant is a phygital service (with physical and digital components). Manobi trains young, engaged locals to become successful entrepreneurs, who can train farmers and ensure their uptake of the asset services. If the extension system of the national Ministry of Agriculture is well developed, Manobi makes also use of this network to communicate with and train farmers.  Business model  Nature of partnership  Private initiative with initial public funds  Type of partnership  Customer-supplier relationship  NMS: not involved. No plan to involve the NMS in the operation of the services as the NMS would currently not have the capacity nor the infrastructure to seamlessly transfer data, downscale data to relevant scale for agricultural applications nor provide needed accuracy. Yet, they could validate the weather data and benefit from the data (which happens, for example, in Kenya and Nigeria). Some NMSs do not accept that other providers offer weather information Involvement of public services since they are proud on their mission to provide meteorological data and services for the good of the people of the country (for example, in Mali). 88 partners, including NMS  Yet, Manobi considers it the role of the NMS to generate weather predictions and climate projections (whether or not as payable services) and to collect and make available observations (as public service open for the benefit of all citizens), but sees the translation to agricultural advisory a duty for other parties. Ministry of Agriculture: involved if the country has a performant and dense extension services system. This public partners is perceived to be more important to collaborate with than the NMS. Hence, there is a need to support the agricultural extension service system to become performant.  • Manobi, Senegal/Mauritius: private company providing technology solutions, value chain optimization, and proximal presence • Development organizations (including Africa Rice, the Islamic Development Bank, the United Nations Development Programme and the World Bank): credit lines for digitalization of value chain Partners  • Commercial local banks (future): credit lines from development banks can be effectively utilized by commercial banks thanks to instruments (like agCelerant) that enable banks to disburse credit lines to smallholders and track their use. • Research organizations (for example, CGIAR, ICRISAT)  Observations Position of service delivery Tailored services model in agromet value chain  Business data integration  B2C (business to consumer) Manobi provides tailored (business) services directly to its targeted stakeholders, being Business Model Typology B2B (business to business) Justification  contractual farmers (B2C), corporate actors in the agrobusiness chain (B2B) or regulators in B2G (business to the sector (B2G)  government)  Business model canvas Infrastructure Value Customers Targeted stakeholders Key resources Key activities Value proposition Channels (customer segments) To deliver the value Manobi Africa performs • The agCelerant platform responds The agCelerant platform offers To communicate with the users and deliver the proposition and keep the following activities to directly to the needs of operators an extended range of services for value proposition, Manobi uses the following the agCelerant platform create and deliver the value wishing to increase their efficiency, various actors in the agricultural communication channels: running, Manobi Africa proposition: from production to marketing of value chain: • On-the-ground communication via agCelerant requires the following Update the commodity prices agricultural products. The following • Farmers (contractual Academy provided by trained young local resources: Generate and disseminate set of business services are offered: producers and retailers) entrepreneurs (intermediaries) weather forecasts • Access to commodity prices • Other actors in the » Technology Produce traceability yields updates value chain: traders, • agCelerant platform, global markets • Crop traceability agribusinesses, exporters, world’s first mobile- • Other activities to • Farm georeferencing importers, service providers, based agricultural provide the necessary • Network and connection transporters, agricultural market information agro-advice opportunities with other banks, agricultural insurance system (both SMS and • Either update the stakeholders in the agricultural companies via internet) platform or send an SMS value chain • Public actors: governments, » People to provide the tailored NGOs, development aid • Manobi Africa staff information organizations. members • Marketing/business 89 • Intermediary development activities Operational benefits Key partners Customer relations trained young locals The benefits of using the agCelerant • Manobi Africa is working with To manage its customer relations, Manobi provides (entrepreneurs) to platform are the following: a range of financial service the following support: engage with farmers the platform enables the operator providers and development • Self-service for agro-related information via the on the ground (that is, to be more efficient in its core organizations: mAgri 2.0 platform agCelerant Academy) business (better access to market • Africa Rice artificial intelligence information + Linking suppliers • Islamic Development Bank (AI), agricultural and buyers directly, cutting out the • United Nations insurance, and intermediaries, removing information Development Programme climate services asymmetry leads to increased • World Bank experts income). • funding agencies (local • Market researchers the platform enables the user banks) and to input market to reduce the friction to which • research organizations data into system via it is exposed in carrying out its (CGIAR, ICRISAT,) mobile device transactions. Market knowledge increases everyone’s income These operational benefits are quantifiable (for example, in Senegal thousands of small vegetable growers from the Niayes region have increased their net revenues by over $2,200 per hectare/year). Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Cost structure Revenue stream Demand side Supply side Project funding Revenues Ex-ante Contribution fees Post climate service Investment costs Operational costs Manobi Africa receives Manobi Africa uses a Freemium costs costs public funding and system as pricing model. It donor money from a provides low-cost services To access the platform, Manobi uses a freemium Manobi has a focus The initial investment The operational costs wide range of partners (for example, market pricing users need to have model as pricing system. on the business costs are still unclear but to keep each of the to sustain its business information) at no a mobile cell phone This means that for development aspect are made up of donor service offerings model; these partners charge—mainly as a marketing and/or a stable low-cost services (for of the users efficiency and public funding. running are still include: and promotional tool—to charge internet connection. example, market pricing increase. Yet, it also unclear as well. Network of for more sophisticated services Without one of these information), users are providing advice to For the original app development with higher costs (for example, prerequisites, potential not charged. However, producers on how targeting Senegalese [day-to-day organizations agro-advice on transactions, users will have to make for more advanced and to adapt to extreme fishers, launched in operational costs (including Africa delivery coordination, and other additional investments sophisticated services (. weather events 2003, the following to maintain the Rice, the Islamic supply chain services). This means to be able to use the for example, agro-advice caused by climate investments were made: information delivery Development Bank, that the revenues depend on the service. on transactions, delivery change (through the MANOBI: US$139,920 system (OPEX)] the United Nations sale of more elaborated services. coordination, and other agCelerant Academy). Sonatel: US$105,580 Development The low-cost services are paid supply chain services) Alcatel: US$88,420 Programme and the funded and subsidized with users have to pay a IDRC: US$31,800 World Bank) donor funding. This freemium contribution fee infoDev: US$249,206 Funding agencies (local model allows the app to provide The experience of Manobi Total project budget: banks) hyperlocal information while suggests that small US$615,000 (source) benefiting from economies of 90 farmers earning just $1-2 scale. a day might not be willing to pay for even a simple information service, such as market prices, even though they could double their income by receiving such information. Financial sustainability Manobi is highly dependent on public funding to maintain the provision of its services; however, its innovative business approach (freemium model) has proven to support the delivery of the services while creating a sustainable ecosystem for the farmers and all the value chain operators. Nonfinancial impact Theory of change: • Provide data on farmers and their activities via phygitalization to service providers to improved confidence and attractiveness and de-risk their investment • Unpack assembled provider services via phygitalization to reduce transaction costs and remove friction between actors • Increase added value by accumulation of documented value chain operations via phygitalization • Enable investments in other sectors through provision of structured data ecosystems via phygitalization to improve livelihoods of farmers in general Preconditions for a successful business model • Performant network of extension agents (via own or states’ network) • Well-functioning and interested insurance and loan providers to collaborate • Trust and real cooperation between private, public, and academic sectors, potentially powered by making funds conditional on honest interaction between partners and watchdog roles to monitor what the other partners effectively achieve with available funds) Evaluation Internal service No formal evaluation available evaluation SWOT analysis Strengths Weaknesses • Value chain approach • Strong involvement of presence on the ground component • Limited leverage of technology to approach farmers Internal origin • Offering of different services • Dependence on partnerships with service providers • Targeted and hyperlocal information • No weather information shared directly with farmers • Proven increase of revenues • High cost of training extension agents • Strongly fitted to farmers’ needs (via co-creation, collection of needs and feedback) Opportunities Threats 91 • Spillover effects for governments, NGOs, and the like • Provision of data on farmers and their activities to service providers (even at External origin • Opportunities to scale up and enter new markets in neighboring aggregated level) holds a risk to violate privacy and data sharing rules countries (Manobi has already worked with numerous communities in Senegal and South Africa, so replicability is feasible) Summary agCelerant is a platform that deploys phygital agricultural services by combining digital technology and proximal presence to create added value in the food supply chain. The platform aims at assembling different actors (including bankers, insurers, input suppliers, buyers, processors, and producers) and creating trust. agCelerant still relies on funding but developed a business model to become self-sustaining. Sources Interview with Pierre Sibiry Traore (Manobi & ICRISAT), March 2022. Fautrel, V. 2020. Etude sur l’Amélioration de l’Inclusion Economique dans les Filières Agricoles en Afrique Sub-Saharienne. AFD. https://reca-niger.org/IMG/pdf/etude_sia_2020_afd_-_rapport_final.pdf. Manobi. 2022. “Manobi Africa.” webpage. https://www.manobi.com/. Qiang, C. Z., S. C. Kuek, A. Dymond, and S. Esselaar. 2012. Mobile Applications for Agriculture and Rural Development. World Bank Report 96226. https://documents1.worldbank.org/curated/en/167301467999716265/pdf/96226-REVISED-WP-PUBLIC- Box391469B-Mobile-Applications-for-ARD-v8S-Complete.pdf Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa CLIMAP Service characteristics CLIMAP is an online climate portal that allows users to retrieve customized future climate projections to support agricultural planning in Senegal (and the Sahel region by extension). Users can set parameters for crop type, temperature, rainfall, and emission scenarios in the online tool to tailor the climate and yield projections. The aim of the portal is to provide projections Brief service description that are less technical, more accessible, or more tailored to local conditions than the rough projections from climate models. The projections can serve in vulnerability studies, which are required when applying for support from international climate finance. Incentive for initiative Repetitive requests for accessible and processed climate projections Country/region of implementation Senegal: countrywide Initiation date 2020 Pilot is ready and transferred from its developer IRD to the National Meteorological Service (NMS) of Senegal (ANACIM) Maturity Further development ongoing: there are plans to expand the service with indicators relevant to other sectors, for example, the health sector with funding from international climate funds. Communication technology Online portal Targeted stakeholders Technical advisors in (sub-)national government or administrative bodies (including the National (COMNACC) and Regional Targeted stakeholders Climate Change Committees (COMRECC) and ANACIM), civil society, private sector, researchers, and development organizations 92 No particular focus on vulnerable groups when approaching direct stakeholders. It is assumed that ANACIM, who further disseminates climatological information to farmers, aims to include vulnerable groups as they do in other work Focus on vulnerable groups Gender: During trainings or capacity building in the use of CLIMAP, attention is paid to possible gender inequalities in the use of climate data. Target: not set Number of stakeholders targeted/reached Reach: IRD involved 30–50 stakeholders in co-creation workshops and interviews; CLIMAP is transferred to Senegal’s NMS. Co-creation: Interviews and workshops to understand stakeholder needs in terms of content and design of the portal before portal Vehicles for communication with stakeholders and development initiatives for co-creation Transfer of the developed pilot tool to ANACIM backed up with technical support by IRD Capacity building: in using CLIMAP and on climate change via train-the-trainers workshops across five regions Marketing: presentations at capacity-building workshops and at Conferences of the Parties (COPs) Business model Public-academic partnership (academics in the lead; public funding): French Institute of Research for Development (IRD) led the portal development together with AMMA-2050, a collaboration of climate researchers who helped develop the online tool together with various partners in Senegal (among which ANACIM), Nature of partnership France, and the United Kingdom. Funding came from the French Ministry of Foreign Affairs, the France Ministry for an Ecological and Solidary Transition (MTES), UK Department for International Development and UK Natural Environment Research Council Type of partnership Collaboration of public/academic sector with NMS to develop new service or product NMS: ANACIM was initially not involved in the project to develop CLIMAP but nominated by national and subnational stakeholders during initial stakeholder workshops as the institution that should host and manage the CLIMAP tool after its development. ANACIM is said to have a good reputation even though ANACIM would currently not have the right infrastructure (stable internet connection, solid tools and computers) nor human skills to compute and process the climatological data or develop a tool like CLIMAP. Yet, ANACIM has well-trained senior researchers and staff contributing to Involvement of public partners, including NMS the IPCC reports, so there are certainly climate change skills. ANACIM also has young people that can well operate digital tools and the computing infrastructure is fine enough to host CLIMAP. Also, climate information complements the meteorological information (to farmers) that ANACIM provides already does. Ultimately, a number of climate researchers from ANACIM participated in the development of CLIMAP. After development of the pilot, the CLIMAP tool was transferred to ANACIM for further development, maintenance, and operation. ANACIM is currently assisting the Burkinabe NMS to implement CLIMAP in Burkina Faso, where there is less capacity to manipulate climate data. Cross-country collaboration can help to build capacity Research Institute for Development (IRD), France: tool development and capacity building NMS Senegal (ANACIM): co-creation, current tool host and operator Partners SouthSouthNorth, South Africa: Nonprofit company enhancing application of climate information in development contexts Public funders (incl. French Ministry for an Ecological and Solidary Transition, UK Department for International Development, UK Natural Environment Research Council) Long-term future projections Position of service delivery model in agromet value chain Tailored services: yield projections The CLIMAP Portal is run by ANACIM (G) and provides a platform to G2B (government to business) G2G technical advisors in government or administrative bodies (G), civil Business Model Typology Justification 93 (government to government) society, the private sector, and development organizations (end users of the portal) (B) to make future climate projections. Business model canvas Infrastructure Value Customers Targeted stakeholders Key resources Key activities Value proposition Channels (customer segments) To maintain the CLIMAP To deliver the value The CLIMAP portal provides The CLIMAP Portal targets one The online portal is the only communication channel portal, the following proposition, staff members customized future climate and customer segment from different used to communicate with the customers. resources are required: at ANACIM ensure that yield projections (set parameters sectors, namely technical Technology location-specific data can be for crop type, temperature, rainfall, advisors in government or Online climate tool downloaded and used from and emission scenarios) to support administrative bodies, civil People the CLIMAP online portal. agricultural planning in Senegal. It society, the private sector, and Researchers and empowers directly decision-makers development organizations staff members from and the NMS with data, information, ANACIM to maintain and a tool. CLIMAP facilitates the and further develop dialogue on climate change. Indirectly, the online portal. it should benefit the agricultural production and the farmers by making them more climate robust. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Operational benefits Key partners Customer relations The aim of the portal is to provide projections that are Next to ANACIM, that currently maintains and holds the To manage its customer relations, RECA provides the following less technical, inaccessible or general than the rough platform together, the key partners who developed and direct support: projections from climate models. These more accessible funded the CLIMAP portal are • Workshop/surveys in West Africa to collect stakeholders climate data certainly helps advisors in governmental In terms of development: needs in terms of content and design of the portal (during or private institutions to make the right decisions on French Institute of Research for Development (IRD), the development phase) possible climate adaptation strategies, which could in the initial developer and workshop organizer • After developing the portal, additional workshops and long run benefit the farmers and help them to reduce AMMA-2050, a collaboration of climate researchers who trainings were organized to skill people in the use of CLIMAP their vulnerability to the risks of climate change. helped develop the online tool together with various Both ANACIM and the IRD initiated and organized the various partners in Senegal, France, and UK. workshop at the start and development phase of the portal. In terms of funding: • French Ministry of Foreign Affairs • France Ministry for an Ecological and Solidary Transition (MTES) • UK Department for International Development and • UK Natural Environment Research Council. [Most important partners, key resources they deliver and activities they perform, incl. indirect stakeholders] 94 Cost structure Revenue stream Demand side Supply side Project funding Revenues Readiness to apply In the development The CLIMAP portal does not have Prerequisites Contribution fees Investment costs Operational costs climate information phase, the CLIMAP any incoming revenues, apart from portal received funding project funding it received and still To be able to use the The online portal is By providing The initial investment The online CLIMAP from the following receives from funding applications online CLIMAP portal, currently completely customized future cost to develop the portal does not have public entities: made by ANACIM. the technical advisors free for access. However, climate and yield online portal that is a formulated business – French Ministry of need to get access to ANACIM can decide projections to tailored to the needs of plan and thus does Foreign Affairs a computer and stable in the future to ask a technical agricultural the targeted customers not have day-to-day – France Ministry for an internet connection. contribution fee. advisors, CLIMAP amounted to almost operational costs. Ecological and Solidary ensures that 100,000 euros and Transition (MTES) agricultural planning principally served to pay – UK Department will be tailored the IT developer for a for International to prevent and duration of 2 years. Development remediate extreme – UK Natural weather events Environment Research caused by climate Council change. For a budget of 100.00 euros. 95 In addition, the French Agency for Development (AFD) also provided a small budget for capacity building and communication with stakeholders. To further develop the platform, especially in terms of communication with the stakeholders— by translating it, ANACIM applied for international climate funding from the Green Climate Fund Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Financial sustainability Low financial sustainability as the climate portal exclusively relies on public funding maintain and further develop the online platform. However, this is a usual situation for a project in pilot phase and on the road to further development. Nonfinancial impact Qualitative: • Fueled dialogue on climate change and climate change adaptation • Empowered decision-makers for making vulnerability studies to apply to international climate funds and for long-term planning Preconditions for a successful business model • Well-functioning NMS • Sustainable and stable inflow of public funding to further maintain and develop the platform • Interest in long-term climate and climate impacts of policymakers Evaluation Internal service No formal evaluation available evaluation SWOT analysis Strengths Weaknesses 96 • Future projections are less commonly provided than weather observations or forecasts • No long-term business model formulated, which might impede the survival, • Capacity building is component of service further development, and upscaling of CLIMAP Internal origin • Tailored services thanks to co-creation process and user need analysis • Not completely operational for Senegal, not operational for Sahel • Tangible projections of yield • Information provided requires technical insight • Strong involvement of NMS Senegal • Farmers are no direct end users or stakeholders so may not benefit • Developed by climate researchers with in-depth knowledge of climate change Opportunities Threats External origin • Cross-country capacity building, dissemination, and upscaling by and to • No direct contact with farmers, no direct information for farmers NMSs in West Africa • No updates so no recurring clients Summary CLIMAP is an agroclimate service offering an online portal with future climate and yield projections for Senegal as well as capacity building for technical advisors of governmental bodies, research institutes, NGOs, and private companies. The service fuels the dialogue on climate change and empowers stakeholders to make vulnerability studies needed to apply for support from international climate funds. CLIMAP was developed with public funding by a European academic partner in co-creation with the NMS of Senegal. Stakeholder consultation at the design phase ensured tailoring the service to the stakeholders’ needs. After development, CLIMAP was transferred to the NMS of Senegal with the European partner only providing technical support. The Senegalese NMS now supports the Burkinabe NMS via cross-country capacity building to set up CLIMAP in Burkina Faso. There is not yet a business plan for maintaining the CLIMAP service. Sources Interview with Benjamin Sultan (IRD), March 2022. Géoportail Sénégal. https://retd1.teledetection.fr/climap/proj/. Mackay, B. 2020. “CLIMAP Portal: Online Climate Tool to Support Senegalese Agricultural Planning.” Online news article. https://www.weadapt.org/knowledge-base/climate-services/climap-portal-online-climate-tool-to-support-senegalese-agricultur- al-planning FARMERSUPPORT Service characteristics FarmerSupport is a hydro-climatic information service to provide farmers in urbanizing deltas with location- and time-specific weather forecasts via a mobile application and capacity building. The service provides mainly rainfall forecasts that are tailored to support farmers’ decision-making processes regarding agricultural field management, in combination with tailored advice via on-the-ground focus group meetings. The FarmerSupport application integrates local indigenous weather forecast knowledge and ecological indicators (for rainfall and sunshine, which farmers can input in the app via clicking icons) with weather forecasts Brief service description based on scientific data and techniques (for rainfall, temperature, and wind speed for the next 1, 7, and 14 days) into a location- specific weather forecast delivered to the farmers. Farmers actively contribute to the service via inputting their forecasts based on Indigenous knowledge. Next to the provision of forecasts via the mobile application, the service provides training and capacity building to enhance digital literacy and awareness of climate change and its impacts on production, and to support interpretation of weather and climate information for practical decision-making in field management. • Continuously growing opportunities created by digital tools to unlock potential of agricultural economy in developing Incentive for initiative countries • Availability of funding Ghana: Tamale region in northern Ghana and Ada region in southern Ghana Country/region of implementation Bangladesh: Lower Ganges Delta region • 2016: start of WATERAPPS project in Ghana in which FarmerSupport was developed Initiation date • 2020: release of FarmerSupport application in Ghana • 2020: upscaling of the FarmerSupport service to Bangladesh 97 Pilot/proof-of-concept established in Ghana Maturity Upscaling in Bangladesh Service is still being further developed Mobile application for weather forecasts Communication technology Social media groups (in Bangladesh where Facebook is popular) for sharing weather forecasts and promoting interaction and discussion Targeted stakeholders Smallholder farmers: producers (with increasing market-orientation) Targeted stakeholders Agriculture extension workers who can approach more farmers in their large networks Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Literacy: The application provides audio feedback and icons for illiterate people. It is being considered to translate the tool to local languages. Digital literacy: a number of mobile phones is distributed to farmers in the villages in Ghana to increase uptake of the mobile service. Farmers with and without a mobile phone are connected to foster collaboration and knowledge and information sharing. Capacity building invests in improving digital literacy Gender: Focus on vulnerable groups Care is taken that women and men are equally represented in discussion groups and trainings. Climate information is regarded by farmers and as such marketed as a soft skill that can easily be taken up by women. Age: Encouraging the input of Indigenous knowledge of local forecast indicators, engages elderly more as they have a better knowledge whereas young people were better able to handle the digital tools. Elderly were supported more during the trainings for the use of the digital tools. Target: WATERAPPS project: not set in 2016 when project started WATERAPPscale project: 200 farmers + 50 extension officers (with their larger farmer network) in Bangladesh by 2023 Reach: Number of stakeholders targeted/reached Ghana: 25 farmers with the FarmerSupport application and 500 with the service as a whole at the end of the WATERAPPS project in 2020 50 farmers in 2022 with the FarmerSupport application 98 Bangladesh: 400 farmers + 30 extension officers in Bangladesh Co-creation: • Codesign: project funding used to interact with farmers through field campaigns and Weather Clubs to understand the decisions they take, the needs they have. This was used to codesign the service. The use of WhatsApp by the farmers and their interest in short-term weather forecasts instead of seasonal forecasts lead to the development of the FarmerSupport application • Codevelopment: Indicators in the app for farmers’ forecasts were identified together with the farmers based on their needs and available knowledge • Interaction/codevelopment: Continuous input of forecasts based on Indigenous knowledge by farmers Vehicles for communication with stakeholders and Capacity building and communication: initiatives for co-creation • Farmer Field Schools/Weather Clubs are in-field trainings during which farmers from different villages gather. They serve to raise awareness on climate impacts on agriculture, climate change, and associated decision-making, to improve digital literacy and the use of the application, to advance the understanding and use of weather forecast information and to initiate group discussions. They are very popular in Bangladesh and adopted by the farmers to have the Schools/Clubs independently from the funding project. The Schools/Clubs are also implemented in Ghana, but less popular as the region is less densely populated, and villages are further away from each other. The Schools/Clubs are used for capacity building, and farmers discuss how the provided weather information guides their field management. • Active Facebook groups in Bangladesh (not common in Ghana) Feedback: workshops in villages to improve the application, survey to learn about impact and desired features Business model Public-academic-private partnership: academic in the lead with development support from the private sector and funds Nature of partnership from the public sector Customer-supplier relationship: provision of agromet service to farmers and extension workers Type of partnership Cooperation of the private sector with transnational companies: private Ghanaian company Spacewek collaborates with European-based private and public institutes to develop mobile application NMS: Not involved. The National Meteorological Services (NMSs) were approached but not solicited for collaboration. The NMSs were perceived as: • Not having the capacity to provide the needed URL-API forecasts; or location-specific forecasts (as opposed to the countrywide weather forecasts they provide, which are of little use for specific locations given the high spatial weather variability); or tailored and understandable information for farmers • Deploying a top-down approach without involving stakeholders in the codesign of services • Not being known or discoverable by farmers, nor are their services (as was revealed by farmers during a workshop bringing together the NMS and farmers in Ghana) Involvement of public partners, including NMS • Having staff with skills and capacity as well as the network and data to contribute to effective agromet services, yet at the same time, lacking financial means and being hindered by bureaucracy and a top-down approach to do so in practice • Having a focus on more profitable sectors than the agricultural sector • Requiring a repositioning in order to become relevant in tailored service provision • Enabling laws and frameworks would be welcome in order to shift the focus of the NMS—that is, away from a top-down approach and away from only the seemingly most profitable sectors (for example, aeration), involve smallholder farmers in service creation and enhance digital capacity 99 Ministry of Agriculture: extension officers are actively approached as targeted users as their large networks can amplify the number of producers reached. The number of extension workers per farmers is much higher in Bangladesh than in Ghana. Dutch Organization for Scientific Research (NWO), Netherlands: funding Water Systems and Global Change group (WSG) from Wageningen University & Research (WUR), Netherlands: research and development Partners Spacewek, Ghana: mobile application development and business model development MeteoBlue, Switzerland: weather forecast provider (via URL-API) MDF West Africa, Ghana: training & consultancy—partner 2016–2020 but afterwards no longer involved Corporate value creating group of WUR, Netherlands: business model development Weather forecasts via mobile application Position of service delivery model in agromet value chain Tailored services via Weather Clubs: application of weather forecasts for field management FarmerSupport provides weather forecasts for small-scale farmers in northern Ghana (B2C) based on scientific data and techniques, but B2C (business to consumer) Business Model Typology Justification also allows small-scale farmers to integrate local indigenous weather C2C (consumer to consumer) forecast knowledge and ecological indicators in the app for other farmers (C2C). Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Business model canvas Infrastructure Value Customers Targeted stakeholders Key resources Key activities Value proposition Channels (customer segments) To provide the weather The following activities are The CLIMAP portal provides The targeted stakeholders can be To communicate with the farmers and deliver the forecasts, FarmerSupport performed every day to customized future climate and put into two customer segments: value proposition, the following communication requires the following generate and provide the yield projections (set parameters Smallholder farmer channels are used: resources: daily weather forecasts in the for crop type, temperature, rainfall, producers (with increasing The mobile app (one-way interaction by farmers » Technology app: and emission scenarios) to support market-orientation) who provide indigenous knowledge-based Mobile app Incorporation of local agricultural planning in Senegal. It Agriculture extension forecasts) to record the forecast knowledge by empowers directly decision-makers workers who can approach WhatsApp during co-creation process individual farmers’ small-scale farmers and the NMS with data, information, more farmers in their large Facebook (Bangladesh) forecast and general Incorporation of scientific and a tool. CLIMAP facilitates the networks (bi-)weekly in-field campaigns with Weather local forecast, but forecast knowledge dialogue on climate change. Indirectly, Clubs no back-and-forth based on data from the it should benefit the agricultural interaction MeteoBlue weather production and the farmers by making » People provider them more climate robust. Farmers to record Not on a daily basis, but their personal often: in-field trainings forecast in the app in villages to install and Operational benefits Key partners Customer relations 100 Staff from Spacewek demonstrate how to use FarmerSupport provides the following The key partners of the WSG To manage its customer relations, FarmerSupport to update the app the application benefits to the farmers: Group of Wageningen University provides the following support: Staff from Specific and tailor-made weather are:: • Direct support on how to use and install the MeteoBlue app information to improve the Netherlands Organization app through in-field trainings and feedback provider to update farmers’ agricultural decisions for Scientific Research (NWO), workshops + farmer field schools on the scientific It helps to improve crop provides public funding weather forecasts production and simultaneously MDF West Africa (training Staff from MDF West increase adaptive capacity of the & consultancy, Ghana), Africa/university to farmers regarding climate change. provided training until 2020 provide trainings to the farmers in villages to to local small-scale demonstrate how to install and farmers on how to use the application; restituted use the app by university partners after 2020 Spacewek (App provider, Ghana), has developed (and further updates) the app MeteoBlue, provides support on the scientific forecast information by providing the 1-, 7- and 14-day scientific weather forecasts Corporate Value Creating Group of WUR, marketing and dissemination Cost structure Revenue stream Demand side Supply side Project funding Revenues Readiness to apply The WSG Group of Given that the WSG Group Prerequisites Contribution fees Investment costs Operational costs climate information Wageningen University exclusively received public exclusively received funding and does not impose To be able to access and FarmerSupport provides FarmerSupport aims The initial investment The operational costs project funding to start a contribution or user fee, the use the app, small-scale free-of-charge weather to provide location costs amounted to to maintain the day- and develop their app revenues are only made up of farmers need to acquire information to farmers and time-specific 20,000 euros for the to-day activities of in Ghana from: public funds. a mobile phone and and extension workers. weather information development of the the weather delivery • The Netherlands have a stable internet to small-scale farmers mobile application and system are the Organization for connection. In addition, in order to increase its commercialization. following: Scientific Research extra costs are made their adaptive The total project funding • Training and (NWO) to provide training capacity. However, was 650,000 euros (incl feedback • In-kind and demonstration the WSG Group does in-kind contributions) for workshop costs contributions workshops to the not prove additional developing the whole (incl. staff costs) by Dutch Water farmers that are support in case of service (including design (highest costs) Authorities and qualified or want to use extreme weather and capacity building). • Costs to update MDF West Africa the app. events on how the app For total amount of the farmers could • Marketing 600,000 euros possibly implement and business the necessary development adaptation activities. activities 101 • Cost of farmer field schools Financial sustainability Low financial sustainability as FarmerSupport is exclusively dependent on project funding and does not have a sustainable source of income. However, this is a typical situation for a project that is still in pilot phase and does not yet have a large number of users. Moreover, scenarios are currently being considered to make FarmerSupport more sustainability viable in the long term, such as creating an academic spinoff, via transfer of the service to the NMS, or via a private-public partnership where WUR serves as provider. In the future, a contribution fee could even be requested to the farmers if bundled services are offered (climate information, but also market prices, and so on). Nonfinancial impact Set of baselines (2016) + end-line survey (2020): farmers reported increased economic output, 50% reduction in use of inputs (for example, fertilizer), which includes economic as well as environmental benefits, increased social status, and improved their social lives as field management and leisure activities could be better planned to follow the weather forecasts. Preconditions for a successful business model • Stable mobile and internet network coverage • Willingness of small-scale farmers to contribute to the app • Operational private companies to run the service after the project phase Evaluation Internal service positive evaluation expressed by the level of engagement, gradually increased tool usability and understanding of forecast uncertainty, level of outreach capacity to evaluation other farmers, and improved daily farming decisions (Gbangou et al. 2020) Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa SWOT analysis Strengths Weaknesses • High accessibility: audio feedback in local language and icons for illiterate • Smartphone and mobile internet connection needed for farmers people as well as very simple app design, colorful and easy to navigate • Dependence on project funding • High level of interaction and confidence through forecast upload by • Possibility of weak local forecast performance farmers • High dependence on farmer participation (possibility of low motivations and Internal origin • High degree of inclusiveness of indigenous weather forecast practices barriers for farmer participation) • Strong involvement of farmers in design and development increases • Weak business model uptake and usage • Weak outlook for service maintenance after project • Strong capacity building component of service • Foreign weather forecast provider and processor • Enhanced usefulness and accuracy due to integration of Indigenous and • Intensive capacity building, continuous monitoring and technical support scientific data in climate forecasts needed during design and testing Opportunities Threats • Bundling with other services for which farmers are willing to pay • More localized and precise weather forecasts provided by other actors in the • Empowerment of informal actors for provision of agromet services field External origin • Coproduction enhances likelihood for dissemination to other farmers • Farmers perceive climate services as intangible hence available for free • Higher probability that farmers continue using the service given their • Difficulties for upscaling due to local character of Indigenous knowledge involvement in the production forecasts • Room for specialization for specific crops or locations • Collaboration for commercialization 102 Summary FarmerSupport is an agrometeorological service offering weather forecasts for smallholder farmers in Ghana and Bangladesh with a strong interactive component. Farmers can feed indigenous weather forecast knowledge into an app and are supported on the ground by guided Weather Schools on the practical application of forecasts for field management. The development and operation of the service is supported by public funding, and there is not yet an operation business model ensuring long-term use or maintenance of the service. Sources Interview withSpyros Paparrizos (WUR), March 2022.. Gbangou, T., F. Ludwig, E. van Slobbe, L. Hoang, and G. Kranjac-Berisavljevic. 2019. “Seasonal Variability and Predictability of Agrometeorological Indices: Tailoring Onset of Rainy Season Estimation to Meet Farmers’ Needs in Ghana.” Climate Services 14: 19–30. https://doi.org/10.1016/j.cliser.2019.04.002. Gbangou, T., R. Sarku, E. V. Slobbe, F. Ludwig, G. Kranjac-Berisavljevic, and S. Paparrizos. 2020. “Coproducing Weather Forecast Information with and for Smallholder Farmers in Ghana: Evaluation and Design Principles.” Atmosphere 11: 902. . . https://doi. org/10.3390/atmos11090902. WUR. 2022. WATERAPPS. website. http://www.waterapps.net/waterapp/home/. MERGDATA Service characteristics Mergdata is a technology platform that connects stakeholders across the supply chain and provides information services. Mergdata offers agricultural advisory services (incl weather forecasts and tailored advice on farm management, climate resilience, nature protection, finance) and market information (product prices) to small-scale farmers via voice-based messages in local languages backed by field agents. The information services are offered in a bundle with farm supplies on credit, to which farmers would otherwise have no access. Mergdata also targets other food supply value chain actors, Brief service description government organizations, financial institutions, and NGOs by offering data analytics and insight solutions via an online application (including information on crop yields, farm size, farmers characteristics, supply chain traceability). Mergdata benefits agribusinesses by boosting smallholder productivity with targeted farmer advice, increasing transparency in the supply chain, enabling the management of assets, realizing certifications, and enabling providers to distribute products and services to farmers through a network of trained delivery agents. Users can input weather forecasts, surveys, warning alerts, and general farming advice to farmers via the online application. • Leveraging potential of emerging technology Incentive for initiative • Farmers’ information access gap • Farmers’ need for access to agricultural inputs, financial services, and the market Country/region of implementation 16 countries in Africa, including Ghana, Sierra Leone, Cameroon, and Nigeria Initiation date 2013 Well established, specifically in Ghana 103 Maturity Developing stage in other countries where tailoring to the local context is needed Voice messages for farmers Communication technology Online application (web- and mobile-based) for agribusinesses, governments, financial institutions, and NGOs Targeted stakeholders Smallholder farmers: producers (with increasing market-orientation) Targeted stakeholders Agriculture extension workers who can approach more farmers in their large networks Literacy: multilingual platform including local languages and voice messages allow to reach out to farmers that are (digital) illiterate Focus on vulnerable groups Gender: women are specifically targeted and their uptake of the services is monitored Age: young people are specifically targeted as they should fuel the necessary growth in the agricultural sector Reach: >38,000 farmers learned good practices Number of stakeholders targeted/reached 1 million acres farmland mapped and >500,000 farmers profiled for the benefit of agribusinesses Training: field agents of Farmerline interact with farmers to educate them with farm management advice, platform use, and so Vehicles for communication with stakeholders and forth initiatives for co-creation Co-creation: feedback collected via focus group meetings, workshops, and platform usage analytics? Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Business model Nature of partnership Private partnership Customer-supplier relationship Type of partnership Cooperation of private sector with transnational companies for weather forecasts NMS: mostly not involved; for the weather forecasts, Farmerline collaborates with the Trans-African Hydro-Meteorological Involvement of public partners, including NMS Observatory (TAHMO) who contribute with a weather station network and in turn collaborate with different institutes and sometimes local NMSs to generate weather forecasts Farmerline, Ghana: technology-based social enterprise Partners TAHMO, US-Netherlands: provider of weather forecasts Weather forecasts Position of service delivery model in agromet value chain Tailored services: farm management advisory Business data integration: market information B2C (business to consumer) Farmerline provides solutions and insights to farmers (B2C), food Business Model Typology B2B (business to business) Justification supply chain actors and NGOs but also financial institutions (B2B) and B2G (business to government) governments (B2G). Business model canvas Infrastructure Value Customers 104 Targeted stakeholders Key resources Key activities Value proposition Channels (customer segments) The following resources The following activities are The value proposition of Farmerline The targeted stakeholders can be The communication channels used to communicate are required to provide performed on a day-to-day is threefold: split in the following customer with the targeted stakeholders are tailored to the the service offerings: basis to deliver the value • It provides content messaging to segments: users. The following communication technologies are » Technology propositions: deliver tips on good agricultural • Farmers, who receive used for farmers: • Mergdata platform Collection of data from practices, weather reports and tailored and relevant Phone calls or software financial institutions, market information to farmers in agricultural information via Text messages • Artificial intelligence governments, weather their local language. text message or automated On-the-ground trainings with community agents (AI) and blockchain stations and development • It offers data analytics and insight telephone calls (voice-based technology to organizations. solutions to other value chain technology) as well as on- For actors in the value chain, governments, NGOs, get the right Processing of information actors, government organizations, the-ground trainings and financial institutions, Farmerline uses the web- or information to in Mergdata platform and NGOs via its Mergdata • Actors in the value chain, mobile-based platform (Mergdata). the right farmer to make it available for platform. governments and NGOs at the right time actors in the value chain • It provides financial institutions that receive data analytics (Blockchain (for example, global food with alternative data sources and insight solutions on the technology enables manufacturer) and then that can act as collateral for Mergdata web- or mobile- the parties to communicated to the farmers with no credit history based platform provide loans and farmers in a way that is via its Farmerline’s Paytime credit • Financial institutions, who other financial tailored to their individual scoring and lending app. receive alternative services, and needs by AI is used for a generating automated data sources as collateral for smart learning telephone calls or text farmers on the online web- programme for the messages. Internet or mobile-based platform farmer). connections are not as well. » People always available in some • Staff from farming communities; Farmerline to reach hence, mobile voice and the farmers, but also text messages are used the other customer instead. segments and Marketing/development deliver the service activities through in-field offerings agents that promote the Operational benefits Key partners Customer relations » Means service to local farmers. • Revenues necessary Farmerline provides the following Farmerline is the private Farmerline provides the following support to to provide the benefits for farmers: company behind the Mergdata maintain its customer relations: service offerings • It enhances productivity of platform. The technology-based • Direct support for agro-related information to farmers and thus increases their social enterprise works closely farmers and other actors in the value chain; incomes as well. together with the following • Direct support for insights and data analytics • It helps farmers —who might entities: for governments, NGOs, and financial institutions not otherwise have access to • TAHMO (Trans-African • Educational support via field agents to educate financial services like loans—can Hydro-Meteorological and provide thorough training to more than also get farm supplies on credit Observatory), that provides 12,000 farmers through the platform. Farmerline with weather • Feedback opportunities with farmers to 105 • Farmerline also provides forecasts improve the service offerings educational guidelines on • A wide range of local climate resilience on Mergdata partners to ensure on- platform to reduce the risks the-ground delivery of the related to climate change for the service offerings. These farmers. local entities could be • Mergdata benefits agricultural input providers agribusinesses by boosting or cooperations. Local smallholder productivity with (as opposed to foreign) targeted advice to farmers, partners play a key role increasing transparency in the in delivering the value supply chain and enabling input proposition as they are providers to distribute products most aware of the local to farmers through a network of context and can support trained delivery agents. the logistics. (including Other eco-inclusive impacts: local companies, banks, • Empowering farmers through commodity brokers, input education, knowledge and suppliers, and so forth) improved income from better agricultural practices and market information. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa *Columns continued from previous page • Offering employment opportunities and increased income for market price collectors and surveyors and for a network of up to 100 sales agents by the end of 2016. • Providing localized data that increase farmer’s ability to adapt to climate changes, increasingly unpredictable periods of rain and drought as well as showing agricultural good practices. • Enabling inventory tracking that reduces inefficiencies and wasted crops. Cost structure Revenue stream Demand side Supply side Project funding Revenues Ex-ante Contribution fees Post climate service Investment costs Operational costs Farmerline did receive Farmerline relies on both business- costs costs some project funding to-business (B2B) and direct-to- at the launch of the farmer revenue streams: 106 To be able to acquire In order to access the The Mergdata The initial investment The daily operational project for diverse Annual subscription fees the agro-related bundled services of platform provides cost of developing the costs that Farmerline innovation and testing paid by agribusinesses information provided Farmerline, farmers need educational Mergdata platform and needs to cover to projects, but these (that is, among others the by Farmerline, farmers to purchase supplies via guidelines on, assisting the various keep its activities funding sources input suppliers), NGOs, need to at least acquire accredited input providers environmental customer segments are made up of never came from the governments, and financial a mobile phone or have (who buy the inputs from protection and with the diverse service staff costs, technical government, only from institutions (subscription-, a stable mobile phone the Mergdata platform). climate change, offerings were financed costs, and marketing external parties. transaction- or pay-as-you- connection. Fortunately, Hence, farmers pay among others, to with a mix of project or costs. These costs Currently, Farmerline go-based); Ghana has one of the indirectly a contribution increase the climate grant funding and own are financed with does not depend on Margin on the commercial largest mobile phone fee as a percentage on resilience of the resources. The external incoming revenues. project funding as the price farmers pay to buy markets, with more than the price of the input farmers and this way funding sources came incoming revenues are input supplies; 34 million customers. supplies help them to easily from project work to test enough to cover the This allows Farmerline Agribusinesses, financial adapt to changing or innovate a certain costs. In 2021 the revenues amounted to to be a very accessible institutions and weather patterns. aspect of the platform, US$300,000. option. overnments pay annual but never from the subscription fees based government. on the numbers of farmers they serve Financial sustainability By offering a range of services directed at a variety of customer segments, Farmerline became profitable within 3 years. Hence, the financial sustainability of the service model can be evaluated as high, given that Farmerline succeeded in developing a viable and sustainable business model that ensured the delivery model’s independence from project funding or governmental finance streams. Its pricing model attracted enough customers to turn the model into a well-established service delivery system with enough incoming streams to cover the operational costs.. Nonfinancial impact Increased number of farmers with access to inputs, information, and market (inputs) à increased number of farmers who apply inputs and knowledge (outputs) à increased adoption of technology and increased yields and farmer income (outcomes) à improved business-minded attitude, food security and quality of life (impact) Farmerline has an articulated theory of change / impact model that is used as framework to measure the social impact of the service (Farmerline is a social enterprise). Preconditions for a successful business model • Stable business environment with clear rules • Stable and advantageous foreign exchange system • Good logistics system, for which good infrastructure needed • Good partnerships with local actors • Performant telecom network • Favorable taxation system (specifically for online transactions) Evaluation Internal service No formal evaluation available evaluation 107 SWOT analysis Strengths Weaknesses • Availability of offline mode and voice-based messages in local language • Web-based platform requires mobile phone or computer and internet • Flexible platform that can be customized to the needs of (nonfarmer) • Dependence on local partners users • Limited co-creation from initiation of service Internal origin • Range of services offered at a variety of customer segments • Large geographical coverage • Collaboration with local partners • Support of farmers by field trainings • Bundling of information and asset/financial services Opportunities Threats • Scalable service to other countries, if tailored to local needs • Unfavorable taxation rules and business environment External origin • Involvement of other asset providers • Poor telecom network and connectivity of farmers • Poor logistics in many countries in Sub-Sahara Africa Summary Mergdata provides weather forecasts, farm management advisories, and market information via voice-based technology to smallholder farmers, supplemented with on-the- ground support by field agents. The information services are integrated in sales of inputs and financial services. Simultaneously to service provision to farmers, Mergdata serves other actors in the supply chain (including governments, NGOs, agribusinesses, financial institutions, and so on) via an online platform that enables asset management, connects actors across the value chain, and offers insights in the supply chain. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Sources Interview with Worlali Senyo (Farmerline), March 2022. Blackmon, S. 2021. “Farmerline Is Revolutionizing Ghanaian Farming.” Borgen (news story). https://www.borgenmagazine.com/farmerline/. Last accessed April 2022 Farmerline. 2022. Mergdata. website. https://mergdata.com/. Goudeseune, M. 2022. “Farmerline.” Business Partnership Facility (news story). https://businesspartnershipfacility.be/farmerline-story/. 108 RAIN FOR AFRICA Service characteristics Rain for Africa (R4A) provides location-specific and tailored weather information and agricultural advice (incl. field management) to farmers, extension agents and other agribusiness users. In-situ weather data and field information are combined with satellite data, geo information and modeling techniques to provide agricultural advice tailored to the needs of the individual farm on a daily basis. The service provides historical, current, and forecasted weather data (from weather stations, satellites, and radar) Brief service description as such or utilized in diverse applications to provide tailored agro-advice (including planting and spraying information in the AgriCloud, Plant date and Spraying apps). Farmers can also input feedback information on observed rainfall into the AgriCloud application. While farmers benefit from agro-advisory tailored to their individual farm, extension workers, and national met services profit from aggregated information. Advice is available in several local languages and English, as well as visualized by icons. Availability of funding Incentive for initiative Need to improve food security Farmers’ need for meteorological information and derived agro-advice South Africa: 6 provinces in the north, east, and central area of South Africa, covering the regions cultivating maize with Country/region of implementation summer rainfall 2015 Initiation date > 2019: funded project ended, service continuation with defects Developed but currently not fully operational due to lack of funding, discontinuation of good collaboration between Maturity project partners (including foreign company) 109 Web-based platform: for commercial farmers and extension agents Mobile application: for commercial farmers and extension agents Communication technology SMS/USSD service: for smallholder farmers, not operational anymore due to end of collaboration and lack of funding to support expensive system Targeted stakeholders • Farmers (producers) Targeted stakeholders • Extension agents • Agribusinesses and commercial farmers Literacy: applications are available in English and local languages, use of icons next to text Focus on vulnerable groups Age: capacity building was done in age groups to build trust between older farmers and younger extension agents Target: 125,000 farmers Number of stakeholders targeted/reached Reach: 400,000 farmers with dissemination efforts and via extension agents, of which 2,000 registered for the service directly Communication: on-the-ground surveys, roadshows, meetings, and feedback collection with extension agents and farmers (in local language) on the accessibility of weather forecasts and the developed R4A service. Recurrent contact and presence in the field is crucial to build trust and make sure the advice is trusted and followed. Vehicles for communication with stakeholders and Training: for extension agents and farmers on seasonal forecasts, conservation agriculture, use of the mobile application, initiatives for co-creation climate-smart agriculture Co-creation: involving Hydrologic and ARC, with the latter representing the farmer needs for codevelopment of tailored information services Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Business model Nature of partnership Public-private partnership: initiative led by a research institution in cooperation with the private sector, with public funds Customer-supplier relationship Type of partnership NMS support for new products and services NMS: South African Weather Service (SAWS) involved as provider of weather data and weather forecasts Agricultural Research Council (ARC): involved as codeveloper of service and to ensure access to farmers and extension workers Involvement of public partners, including NMS Department of Agriculture: not involved. Yet, involvement of the Division of Climate Change and Disaster Risk Reduction could have improved their cooperation, increased uptake of the service and facilitated continuation of the service after the end of the funded project. ARC, South Africa: research institute and codeveloper with good network HydroLogic, Netherlands: water management company contributing with HydroNET software South African Weather Service (SAWS), South Africa: provider of weather data and seasonal forecasts eLEAF, Netherlands: remote sensing company Partners Mobile Water Management, Netherlands: water management company Royal Netherlands Meteorological Institute (KNMI), Netherlands: foreign NMS contributing with scientific advice WeatherImpact, Netherlands: weather modeling company (sister company of HydroLogic) Water Authority Drents Overijsselse Delta, Netherlands: Regional Water Authority with expertise in water management Netherlands Space Office: funding Forecasts 110 Position of service delivery model in agromet value chain Tailored services B2C (business to consumer) The Rain for Africa Project targets farmers (B2C), national met services Business Model Typology B2B (business to business) Justification (B2G), extension agents, and other agribusinesses (B2B). B2G (business to government) Business model canvas Infrastructure Value Customers Targeted stakeholders Key resources Key activities Value proposition Channels (customer segments) The following resources The following day-to-day The Rain for Africa Project proposes the The targeted stakeholders can The communication channels used to communicate are required to provide activities are performed to following value proposition: be split into two large customer with both customer segments are: the service offerings: deliver the value proposition: • For farmers, weather information segments according to the value • Mobile technologies (computers, cellular, and » Technology • Daily update of the and agricultural advice (incl. proposition: tablets) • Single access app with information field management) on planting • Farmers, who receive more • AgriCloud mobile app, specifically for extension point portal from in-situ monitoring, and spraying tailored to their targeted information on an agents fed by constant earth observations with individual farm individual level operational data satellites, geo-data, • For agribusiness and national • Agribusinesses, extension streams from and modeling used met services, weather services, agents, and national met many sources of together with farming and aggregated agro-advice services, who receive more meteorological data system details to provide generalized information such as weather agricultural advice at a specific location *Columns continued from previous page radar, satellites, and • Maintenance of the R4A Operational benefits Key partners Customer relations automatic weather platform by continuously stations updating and validating The Rain for Africa project aims to The key partners of ARC South To manage its customer relations, the Rain for Africa • Website and mobile the platform in South provide the following benefits: Africa for the R4A project are: project provides the following support: technologies to Africa Higher crop yields and more Business partners: • Direct support for tailored or generalized disseminate all • SA NMS provides efficient use of seed, water, • eLEAF (Netherlands) agro-advice and weather information for historical, current, weather data and pesticides, and fertilizer. • Hydrologic (Netherlands farmers, NMS, and agrobusinesses and forecast weather forecasts, and Increase in income (water management • Co-creation of the platform by allowing input weather information private partners from company contributing with and feedback from both farmers and extension • AgriCloud mobile the Netherlands feed the HydroNET to provide best agents through in-field visits and organized app platform with received available rainfall data) and workshops and trainings » People data who (used) to maintain the • Staff from ARC SA as • Marketing/business online platform well as other private development activities at • Mobile Water Management companies involved low level given the lack (Netherlands) to build, maintain, of marketing skills of the • Royal Netherlands and further develop scientific group behind Meteorological Institute the portal as well the platform (KNMI) (Netherlands) as the website and • South African Weather related mobile Service (SAWS) (South technologies Africa): provider of weather » Means data and weather forecasts 111 • Public funds • WeatherImpact to finance the (Netherlands) development of the • Water Authority Drents project Overijsselse Delta (Netherlands) • Wine Job (Netherlands) Funding partners (during the development phase): • Netherlands Space Office • Ministry of Foreign Affairs of the Netherlands Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Cost structure Revenue stream Demand side Supply side Project funding Revenues Ex-ante Contribution fees Post climate service Investment costs Operational costs To develop the online The R4A project has not been costs costs platform and the app, commercialized (yet) and does the Rain for Africa not attract any other incoming To be able to enjoy Farmers are not likely to The project aims The total initial The daily operational project received revenues streams apart from the the service offerings pay for the service and to provide food investment cost to costs mainly cover project funding from public funding it receives. RCA provided by the R4A thus no contribution producers with useful finance the project was the costs related the following entities is currently contemplating to project, farmers need fees are requested to use information at the exclusively financed with to the technical 2015–2019): request a fee to seed companies to acquire either a the app or the online right time to improve public funds. maintenance of the • Netherlands Space (or any other input supplier or smartphone or a platform. the quantity and weather stations and Office cooperative) to sponsor farmer computer/ tablet quality of food the monthly Google • Ministry of Foreign subscriptions to the app as the with a stable internet production in a Cloud payment for Affairs of the initial business plan* could not be connection (to access sustainable manner, the app. Most of Netherlands implemented. A new offering that the online platform and to alleviate the funds available bundles services from commodity or the mobile phone local food insecurity. for the project goes Afterwards, the companies, insurance providers, application). Given that This can help to salary payments. initiative continued input supplies for commercial farmers do not all own a farmers to better There are no costs to rely on public farmers is tested. smartphone, they could adapt to possible related to the online finance to maintain the also choose to request consequences of platform for the ARC weather stations: the *Initial business plan was to sell advice via SMS / USSD climate change. SA specifically as the system, but the system However, there is a platform is in hands R4A project received the app to the government once 112 funding from the the app was developed and the was deemed to be prohibition from the of HydroLogic. These SA government. The project funding stopped. However, too expensive without government to give operational costs are ARC also receives it could not be implemented as public funding. advice on cultivars. exclusively paid with funding from the SA the SA government does not have public funds. government in the enough budget for it. form of a parliamentary grant; with the new CEO part of this grant might be allocated to the R4A initiative. However, the project cannot continuously rely on public finance as the government does not have a large budget to pay for the continuation of the service. In addition, the SA government prefers to invest in companies that are based in the country. Financial sustainability The HydroNET platform is currently licensed to 1,750 users in eight countries, including South Africa. The ‘R4A platform’ is tailored to meet specific individual requirements of applications and is continuously upgraded and validated in South Africa. Sustainability hinges on an innovative business model based on public/private partnerships and services charges based on user affordability. Since the funded project ended, it was decided to form a new consortium (including ARC, SAWS, and Hydrologic), which has to make much marketing efforts and rapprochement to other service providers (insurances, inputs, and so forth) to be able to continue offering the agromet advisory services. Applications for funding were not successful. Yet, a new offering that bundles services from commodity companies, insurance providers, input supplies for commercial farmers is tested. Nonfinancial impact There is no clear presence of an articulated theory of change behind the initiative; however, some social impact indicators were measured and reported as part of the imposed criteria by the foreign Dutch public sponsors. Preconditions for a successful business model • Business partners willing to work with the RCA • Sufficient marketing and business knowledge to commercialize the service offerings • Stable internet and mobile phone connection Evaluation Internal service No formal evaluation available evaluation SWOT analysis 113 Strengths Weaknesses • Tailored service: location-specific and timely dissemination of weather • Difficult (continuation of ) collaboration with foreign companies information and agro-advice for small-scale farmers in South Africa • No direct involvement of Department of Agriculture • Involvement of committed local partners with good network of • Not all service components continue to be operational stakeholders and boots-on the ground • High cost of SMS/USSD service that fits needs of farmers Internal origin • Different platforms tailored to different stakeholders • Service restricted to producers, limited involvement of other parts of value chain • Targeting different stakeholders, including farmers, extension agents, and commercial farms • On-the-ground activities (training, dissemination, and so on, supplement digital service Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Opportunities Threats • Presence of commercial farms who could sponsor continuation of service • Limited funding opportunities after initial funded project External origin • Work with local app developer to build a new in-house app to avoid high • Limited marketing/business skills of primary local partner to continue service dependency on foreign private partners after end of funded project • Low preparedness to pay for developed services by local community Summary Rain for Africa provides location-specific and tailored weather information and agricultural advice to farmers, extension agents, and other agribusiness users (in South Africa) via mobile applications and an SMS-based system in English and local languages, complemented with field agents. Collaboration between South African and international partners and depletion of funding complicates the operationalization of the service after the initial project term. Sources Interview with Sue Walker (ARC), March 2022. Netherlands Space Office. 2022. “R4A South Africa Project Results.” G4AW Project Results webpage. http://nso-g4aw.akvoapp.org/en/project/5308/. Netherlands Space Office. 2022. “Rain for Africa Project.” G4AW Projects webpage. https://g4aw.spaceoffice.nl/en/g4aw-projects/g4aw-projects/19/r4a.html. Walker, S. 2021. “Value-Added Weather Advisories for Small-Scale Farmers in South Africa Delivered via Mobile Apps.” Irrigation and Drainage 70: 505–11. https://doi.org/10.1002/ird.2506. 114 RECA’S E-EXTENSION SYSTEM Service characteristics The e-Extension system is an agricultural advisory platform owned by RECA, the National Network of Chambers of Agriculture, that provides free-of-charge information to farmers about (seasonal) weather forecasts and warnings, field management (including fertilizer, pest and irrigation management), market prices, and so forth. The digital system is a natural continuation of services RECA was already providing via telephone or field visits to the agricultural sector while responding to the emerging digitalization. The privately owned platform combines a diverse digital tools to convey a bundle of information services Brief service description (including a call center, interactive WhatsApp groups, Facebook pages (RECA-Niger and RECA-phyto) and a website, a radio program, and voice and text messages through a Messaging Pro platform, an interactive voice response (IVR) technology (3-2-1 service), a free mobile application (REnforcement du Conseil Agricole). Information is provided in French and different local languages (for example, Hausa, Tamashek, Fulfulde, and Zarma). Inspiration was found in the e-Extension program of Côte d’Ivoire. Addition of e-component to existing agro-advisory services of RECA given the digital evolution and availability of funding from Incentive for initiative World Bank (PASEC project) Country/region of implementation Niger: countrywide in line with RECA’s standard activity 2010: website 2017: e-Extension system with call center and WhatsApp groups, initially established in the framework of the PASEC and PPAAO projects (Projet d’Appui à l’Agriculture Sensible aux Risques Climatiques and Projet de Productivité Agricole en Afrique de l’Ouest, respectively) Initiation date 115 2019: mobile app 2020: IVR system 2020: CAEL pilot (Centre d’Appel de l’Elevage) in the framework of the PRADEL project (Programme d’Appui au Développement de l’Elevage) Well established: the provision of targeted and bundled information to farmers is a well-established and known service of RECA, through field campaigns as well as through the call center and the WhatsApp groups, with many subscribers Maturity Development: some elements of the e-Extension system are still under development. Different (business) models are still being tested and certain digital aspects of the e-extension platform are still in development phase (for example, CAEL, Centre d’Appel de l’Elevage). Package: • Call center (available to subscribers of all four mobile phone networks) • WhatsApp groups (available to subscribers of all four mobile phone networks) • Radio broadcast and interactive programs • Facebook and website Communication technology • Interactive voice response (IVR) system (collaboration with Viamo and Airtel, that is, 3-2-1 service, only available to Airtel subscribers) • Mobile application that can be used without internet • Experimented with text and voice messages, via a Messaging Pro platform, but costs were too high and length of messages too short to cover the content Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Targeted stakeholders Direct: 10,000 agricultural extension workers as well as diverse farmers (producers, livestock farmers and retailers) Targeted stakeholders Indirect: farmers reached through the extension workers Literacy: Provision of information in local languages and via voice messages and a call center allows to reach farmers with limited (digital) literacy. Gender: Due to the fact that many women do not have a phone (and even less a smartphone) or a radio or miss credit to use a Focus on vulnerable groups phone if they have one, the number of women reached is very low (14%). RECA invests in female food processors in Niamey to support also more women with advice Age: Due to the variation in digital channels the initiative offers, it is more easily accessed by women and youth as compared to other digital information services for agro-relation information. Since 2021, RECA specifically targets young entrepreneurs In 2020: • e-Extension system: database of > 27,000 registered farmers (17% women) of which 8577 actively enrolled (14% women) • Call center: 10,000 farmers • In 2020: 14,000 calls via call center • In 2018: 10,000 calls via call center Number of stakeholders targeted/reached • WhatsApp: 26 groups with 2,300 participants (Dec. 2020) and about 15,000 registered farmers • Radio: 250,000 farmers • Mobile app: > 1,000 downloads and 1,300 subscribers • Website: 700 visits/month • Facebook pages: > 24,000 followers • IVR: > 70,000 calls/month (in Dec. 2020) 116 Communication: interactive communication via WhatsApp, call centers and weekly in-field visits. Farmers give feedback via WhatsApp groups. These groups also facilitate interaction among farmers. Vehicles for communication with stakeholders and Co-creation: stakeholder need analysis and field visits. Interaction with farmers has led to inclusion of WhatsApp groups as initiatives for co-creation effective and useful communication technology (while initially not conceived to be part of the e-Extension system) Training: workshops and trainings are embedded in RECA’s daily work Dissemination: via field visits, flyers and stickers, local radio programs Business model Public-private partnership: initiative led by a public institution (RECA) in the framework of a public program (Climate- Nature of partnership Smart Agriculture Support Project) financed with public funds, but with support from private actors to help with the operationalization of the activities Customer-supplier relationship: RECA acts as a supplier to the NMS by providing weather information and related services) Type of partnership + Cooperation of the private sector with transnational companies (RECA works with Viamo and Airtel to deploy the interactive voice response (IVR) system NMS: No. The seasonal forecasts and early warnings for extreme events issued by the NMS in bulletins as well as seasonal forecasts issued by ACMAD are transferred to the e-Extension subscribers or used by RECA to formulate more practical field management advice. Yet, RECA is worried about the variable accuracy of the forecasts. Other meteorological information issued by the NMS including meteorological reports of the past days and daily forecasts for a region are not used as they have little Involvement of public partners, including NMS value for the farmers. RECA would be interested to use weather or climate information from other providers but believes that there is no attractive market for commercial players like Ignitia in other countries in the region where farmers or commodity companies have more financial power. Ministry of Agriculture: No. The e-service should initially have been developed at the Information Directorate of the Ministry of Agriculture. But this directorate, although existing on paper, was not operational • RECA, the National Network of Chambers of Agriculture, Niger: nonprofit public entity representing the interests of agricultural sector • Public (international) funders: RECA’s e-Extension program is funded within the framework of the Climate-Smart Agriculture Support Project (2016–2022) financed by the World Bank, the West Africa Agricultural Productivity Project (WAAPP), the PARIIS project (Projet d’Appui Régional Sahel Irrigation Initiative) initiated by the member states of the Permanent Interstate Committee for the Combat against Drought in the Sahel (CILSS) and financed with funds from the Partners World Bank, the Family Farming Development Programme (ProDAF) financed by the International Fund for Agricultural Development (IFAD) and PARCA (Projet d’Appui aux Réfugiés et aux Communautés d’Accueil) financed by the World Bank • Viamo, international digital communications company, and Airtel, private telecom company: A pilot business model based on the cost of a SIM card is being tested by RECA, Viamo and Airtel. Farmers must pay for one Airtel SIM card to access available extension and advisory services information developed by RECA on an IVR implemented in Niger by Viamo (3-2-1 service). This model may generate an increase in subscription for Airtel and farmers may also pay for other services provided by Airtel like normal phone calls, data, and SMS Seasonal forecasts Position of service delivery model in agromet value chain Tailored Services: agro-advice RECA (G) provides targeted and bundled weather and agro-advisory Business Model Typology G2C (Government to consumer) Justification services directly to agricultural extension workers and farmers (C) 117 Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Business model canvas Infrastructure Value Customers Targeted stakeholders Key resources Key activities Value proposition Channels (customer segments) To deliver the weather- RECA provides agro-related information The value proposition is fourfold: The targeted stakeholders can be To communicate with the farmers and related information, from the government to extension Dissemination of weather split in two customer segments: deliver the value proposition, RECA uses the RECA requires the agents via various tools. Activities are: forecasts (seasonal forecast agricultural extension following communication channels: following resources: • Business development activities of the agro-hydro-climatic workers WhatsApp (most preferred tool) » Technology (among others, by formatting of characteristics of the rainy season) farmers (producers, livestock Facebook Call center relevant input whether or not via: WhatsApp farmers and retailers), who Call center Radio Program through in-field activities) Provision of agro-advice and may or may not have been Radio WhatsApp groups • Marketing activities (for example, related information to farmers via: reached by RECA extension (RECA has created by participating in agricultural Call center workers or agents. Communication with the network of 28 WhatsApp fairs) Radio experts (or advisors) happens during groups spread WhatsApp meetings or training sessions, where the use over all the regions Activities per technical tool are: Facebook of different tools is systematically discussed. and linked to the Call center Interactive voice response (IVR) Call Center, with It operates from 8:30 AM to 5:30 PM system 110 agricultural from Monday to Friday Regular dissemination extension agents Provision of necessary remote on market prices related 118 and technicians advisory support to farmers within information to farmers via involved) a relatively short time frame to help WhatsApp Facebook pages them make the right decisions to RECA website Mobile application improve their agricultural practices Educational content offer to (‘Renforcement du and production farm advisors and producers via: Conseil Agricole’) Radio Program Mobile application Website (incl. Virtual RECA produces radio programs of Website (virtual library, DUDDAL) library, named 13 to 14 minutes on issues regularly DUDDAL) faced by farmers and sends them interactive voice to a regional agricultural chamber, Operational benefits Key partners Customer relations response (IVR) which hands them over to The benefits of using RECA’s The key partners of RECA are the To manage its customer relations, RECA system community or private radios. extension program for small-scale following: provides the following support: » People Extension agents host live farmers are the following: Local government that Direct support for agro-advice via Available RECA staff radio sessions to respond to farmers’ • Informed decision-making funds and releases agro- Call center (RECA calls back when the members (of high- questions after a radio broadcast (market prices, agro-advice, related information to RECA extension agent needs to look up an quality, trained, OR listen to radio with farmers to weather forecasts, educational (RECA is legislatively created answer to a question) and committed) engage in discussion afterwards offerings) and affiliated with the Radio program (esp. Q&A afterwards) (6 people in total, WhatsApp groups • Reduction in climate change government); Facebook pages incl. RECA extension RECA uses WhatsApp groups to risks (climate-smart agriculture International donors and WhatsApp agents and broadcast weekly voice messages in techniques are shared on development partners: GIZ Self-service for agro-related information engineers/advisors). Hausa and Zarma on prices of the Facebook pages) (the German Development via main cereals (millet, sorghum, and • Increase in yield (farmers receive Agency), World Bank, IFAD Mobile app (educational content) rice) and share weather forecasts production advice) and others and short radio programs *Columns continued from previous page » Knowledge Facebook pages regional agricultural Website (market related content) RECA extension The RECA-phyto page chambers, which receive Radio program agents function as has been launched as a platform to possible radio programs of WhatsApp (weather forecast) intermediary and provide advises on the main crop RECA and hand them over to Interactive voice response (IVR) system provide received pests and diseases in Niger and community radios or private agro-related discuss control methods. The page ones information from has several posts on climate-smart Technical Centre for regional agricultural agriculture techniques. Agricultural and Rural chambers advisors Mobile application Cooperation (CTA), financial to the farmers. Set of learning content in different and technical partner for the forms (audio, technical notes, radio development of the mobile podcasts, field activities in photos app and text) for extension workers and Viamo, partner for the farmers development of IVR system RECA website and financial provider for Regularly publishes SIMA and SIMB the translation of input to bulletins and reports on agricultural the call center’s FAQs and product prices. It also contains longer audio emissions for useful information from various the WhatsApp groups and the stakeholders in Niger, the subregion various radio channels; and more than 150 technical notes Airtel, partner for functioning and reports (with link to virtual of IVR system 119 library, ‘DUDDAL’). RECA intended to work with Kokari and Itech for voice Interactive voice response (IVR) messages, but these vocal system messages are too expensive and Subscribers can access information only allow to pass very precise by dialing a free short code (3-2-5 in information (160 characters). Niger), then choose from a variety The budget required to reach of languages and easily navigate a a number of 25,000 recipients menu of languages go through a (only 1% of rural households in menu of options on different topics Niger) would be 129 million CFA (for health, press 1; for agriculture, per year. Hence, the Messaging press 2, and so on). Pro Platform that was intended In Niger, this service, called 3-2-1 to be built together with (even though the number is 325), above-mentioned partners was works with the telephone operator deemed to be a “failure.” Airtel. Operator Airtel calls to the voice server are free but only with an Airtel chip. This is the basis of the business model, which is intended to be sustainable. Airtel does not charge for calls but access to the service requires subscribers to take an Airtel number, which they will likely use for other calls as well. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Cost structure Revenue stream Demand side Supply side Project funding Revenues Ex-ante Contribution fees Post climate service Investment costs Operational costs RECA relies exclusively Apart from public funding, RECA costs costs on public funding to does not receive any revenues ensure the provision given the freely available service Depending on the RECA provides free-of- Besides providing The initial investment The operational costs of its service offerings. offerings it provides. However, service offering, charge information for weather forecasts costs are unknown but amounted to approx. RECA receives it is considering including an farmers will either farmers; however, farmers and disseminating were essentially paid CFA 45,500,000 in approximately CFA additional paying USSD text need a mobile phone, are required to have market prices, RECA with public funding. 2020 and cover the 65 million public and system. specific Airtel SIM card enough phone credit to also provides support following costs: donor funding from the subscription, a radio, a pay for the call (see other to the farmers on • Staff costs following institutions: smartphone, and/or a ex-ante costs) the use of climate- • Technical costs Local Nigerian computer and stable Call center: smart agricultural • Costs of in-field government internet connection. free subscription, but the techniques and activities GIZ (the German Without one of these cost of calling the call educates farmers on • Costs of Development prerequisites, farmers center is judged to be ‘too the importance of producing radio Agency) in the will have to make high’ (RECA proposes to preventive measures. emissions context of the additional investments call back in case farmers As a result, farmers • Costs of PromAP program to be able to use the need specific advice and are better prepared translating the World Bank, that service. do not have enough to tackle extreme produced radio currently funds phone credit) weather events emissions (can The fee that farmers Radio Program: free or other disasters be done by the Climate-Smart 120 Agriculture Support have to pay to access WhatsApp groups: free caused by climate external people Project (2016– the mobile phone Facebook pages: free change and thus or internal staff ) 2022) where the services (call center, Mobile application: is not confronted with • Costs of RECA’s e-extension IVR system) are the available for free on unanticipated high maintaining the program is part of following for Orange Play Store and can be climate adaptation app and input or other mobile phone used without internet, costs. for messages RECA has also received operators: has received over 1,000 the following grants: SMS: 15 TTC / SMS downloads The majority of the Hackathon (Orange) or 20 TTC / Website: free funding goes to staff SARA 2019: 3rd prize SMS (others) Interactive voice response costs (53%), then for the best digital Vocal message: 68.2 (IVR) system: free the production and innovation in the TTC / 30 sec. vocal diffusion of radio agricultural sector / message (Orange) emissions (20%), Prize 3,000 Euros of or 120 TTC / 30 translations (10%) and support from CTA sec vocal message the costs of technical Hackathon (others) equipment (15%). SARA 2019: Accompanying prize of 1,000 Euros from the Pierre Castel Endowment Fund. Financial sustainability Medium financial sustainability given that RECA relies exclusively on public funding to finance its service offerings, but the services provided by RECA are well established and attract many users across the country. Unfortunately, public funding mechanism does not guarantee sustainability of adoption and scaling of digital services. Farmers are willing to pay for advisory services that respond to their specific problems and new and innovative financing mechanisms are being tested. A paying interactive USSD text system is being considered, but apart from that, RECA does not intend to introduce any other paying service and keep its service offerings completely free given that the institution is public. Nonfinancial impact There is no clear presence of a theory of change; however, nonfinancial numbers are being reported on a constant and annual basis (among others the number of women reached with each of the different service technologies). For most projects, RECA is obliged by its international development donors (such as the World Bank) to conduct a social and environmental impact assessment and to report the findings. Preconditions for a successful business model • Dependence on the seasonal weather forecast of the NMS • Dependence on good mobile and internet network coverage, and willingness of telecom provider (such as Airtel) to collaborate • Dependence on established and stable presence of social media platforms (WhatsApp, Facebook) • Existing well-functioning and well-anchored local organization providing agro-advice Evaluation Kermah and Birindwa (2021) assessed the accessibility, inclusiveness, usefulness, and effectiveness of different digital agro-advisory services in Niger by collecting expert opinions. They ranked RECA’s e-Extension system consistently as (one of the) best performing. Feedback from farmers and experts using the platforms Internal service corroborates the views of the experts about accessibility (scoring higher than other initiatives for digital agro-related services in Niger), effectiveness of the platforms Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa evaluation and usefulness of the services. WhatsApp groups, call center, and radio programs are well appreciated by farmers, whereas they found the website less useful. The idea of CAEL (an information system for livestock farmers) is well appreciated by farmers, yet the response to the initiative is low (due to the low number of farmers having a phone and the call center that is not always available to answer calls or give pertinent advice. 121 SWOT analysis Strengths Weaknesses • High accessibility: combination of diverse digital tools and services, • Dependence on good mobile network coverage and electricity each of which can match diverse rural farmers’ needs and characteristics • RECA’s (system) dependence on (international development) donors (including (digital) (il)literacy), specifically presence of radio-based service • Relatively high cost of text and voice messages as compared to limited content increases accessibility • Apps and WhatsApp groups require users to have a smartphone • Good proximity: well-known platform and institute • Website less directly useful to farmers • High visibility • Limited agro-climatological information provided (only seasonal forecast of the • Highly appreciated usefulness by experts/extension workers and farmers start of the rainy season) Internal origin • Good connection with extension workers who can connect to farmers • Lack of localized and sufficiently accurate weather information (compared to who cannot directly access the service information channels other services in neighboring countries, for example, Ignitia’s offer of localized • Interactive character: WhatsApp groups (interaction with experts and weather information in Mali among farmers), call center, and radio programs • Relatively high cost for farmers to make calls • Available to different mobile network users (Airtel and Zamani) • Low participation of women (for calls and WhatsApp groups) • Quick responses to farmers • Complementary to the field visits, a system à distance that makes it possible to reach more farmers also in remote areas • On-demand service Opportunities Threats • RECA’s perennial character and continuous funding • Very poor digital literacy in the country (including having access to the internet 122 • RECA’s existing database of >200,000 farmers and owning a mobile phone) • RECA’s experience and reputation concerning agro-advisory • Poor infrastructure for digital services in the country (including networks and External origin electricity • High perceived costs of mobile phones and subscriptions (limited number of farmers have phones) • Absence of a good business climate or market for private investments, for example, for commercial location-specific weather forecasts Summary RECA’s e-Extension system is the digital component of RECA’s standard free agricultural advisory services for farmers. The system includes many different communication technologies, including call centers, WhatsApp groups, radio emissions, social media, IVR system, and the like, to fit all and allow interactive communication with farmers and agricultural extension agents to respond to their questions The digital services are supported by regular terrain missions of RECA staff to build the capacity of farmers. RECA is known by farmer and extension workers, and the digital system allows to reach out to even more farmers, who only have to pay for the telecom subscriptions. RECA’s general operation as well as the e-Extension system is financed by public funding. Sources Interview with Patrick Delmas and Aïssa Kimba (RECA), March 2022. DAI Digital Frontiers. 2019. Digital Tools for Food Security and Resilience: Findings and Recommendations for Niger. Niamey, Niger. https://www.usaid.gov/sites/default/files/documents/1860/Niger-Trip-Report-8.9.19.pdf. Kermah, M., and A. Birindwa. 2021. Analysis of Digital Agriculture Extension and Advisory Services in Niger. Feed the Future Developing Local Extension Capacity (DLEC) Project and the IFDC led Feed the Future Soil Fertility Technology Adoption, Policy Reform, and Knowledge Management (RFS-SFT)—SOILS Consortium Project. USAID, Washington DC. https://www.digitalgreen.org/wp-content/uploads/2017/09/DLEC_Analysis-of-Digital-EAS-in-Niger-1.pdf. RECA. 2018. Rapport sur le Programme e-Extension / PASEC. Année 2018. Niamey, Niger. https://reca-niger.org/IMG/pdf/-14.pdf. RECA. 2020. Point sur le Dispositif e-Extension. Informations et Conseils Agricoles aux Producteurs. Niamey, Niger. https://reca-niger.org/IMG/pdf/dispositif_e-extension_reca_et_cra_2019.pdf. RECA. 2020. Rapport Annuel du Programme e-Extension. Année 2020. Niamey, Niger. https://reca-niger.org/IMG/pdf/rapport_annuel_pasec_2020_vf_partie_generale.pdf. SANDJI Service characteristics Sandji (“the rain” in Bambara) is a mobile weather service regularly providing weather information via mobile phones and SMS (using seven simple keywords, no icons), offered by Orange Mali and Ignitia. Subscribers receive daily at 7AM an SMS with a location-specific (3km around the farm) rainfall forecast for the next 48 hours (including the expected likelihood to get rainfall and the rainfall volume and intensity), as well as monthly and seasonal forecasts. The information is available in French and the common local language Bambara. Subscribers are charged per received SMSs or via monthly or seasonal membership Brief service description subscriptions. Currently, besides regular SMSs, the service also includes a call center to which farmers can call for advice and an USSD service, which establishes a real-time connection between service enabler and subscriber to facilitate two-way communication and near-instantaneous Q&A sessions. Sandji aims at supporting farmers in making well-informed daily farm management decisions. Before, farmers had to rely on national radio and television broadcasting of (not location-specific) weather forecasts or information from governmental extension agents who could not pass by regularly. Corporate Social Responsibility program of Orange Mali Incentive for initiative Need to improve yields, living standards, and income of farmers Country/region of implementation Mali: entire country Initiation date Launched in June 2016 Well established: Sandji started with a test phase, which was followed by an upscaling phase to the whole country throughout 2018–2021 and culminated in general implementation across Mali 123 Sandji benefits from the involvement of Orange Mali in other services for agriculture that are part of Orange’s mAgri package, including Senekela and Garbal. Sandji builds further on experience gained in Senekela (°2013). Senekela is a support service via phones (USSD technology) and call centers providing agro-advice (related to farm management, commodities, and prices on agricultural markets, not related to weather information) to farmers and other stakeholders in the agro-value chain, in Maturity collaboration with experts including Amassa Afrique Verte. Through stakeholder feedback received since 2013 (for example, the relevance of offering monthly and seasonal membership subscriptions instead of only charging based on SMSs received), the services (incl. Sandji) could be improved and tailored to stakeholder needs. Garbal is a (younger) service that advice via a call center on the availability and quality of biomass, and the presence and price of livestock (linking buyers and sellers), in collaboration with the not-for-profit organization SNV. Sandji is more popular (higher number of subscriptions) than Senekela and Garbal. According to development agencies active in Mali, Sandji is the leader in e-advice services for weather data to farmers. Since 2016: SMS via mobile phone and only for Orange Mali subscribers (+USSD for onetime subscription to service) Communication technology 2021: also call center and USSD system are part of the Sandji service Targeted stakeholders Targeted stakeholders Smallholder farmers: producers Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Literacy: service information available in the widely spoken local language Bamanankan/Bambara (which the majority of the Malian population speaks as first or second language), next to French. This allows to include also those farmers that are not proficient in French. SMS includes simple written text, but no icons. This allows to include farmers with a basic literacy level, but it excludes those who cannot read inclusion of call center besides SMS allows farmers that cannot write or read to use the service. Still, SMS is the major Focus on vulnerable groups communication technology Gender: no particular focus on women, hence no specific efforts to reach out to women. Age: no particular focus on youth, although the use of digital technology attracts more young people who have in general a higher level of digital literacy, hence no specific efforts to reach out to youth (or elderly) nor information available on number of people reached in age categories Information on number of individuals from vulnerable groups reached is recorded by Orange Mali (yet could not be made available before publication of the report) Target: unknown Reach: 2018: after initial launch in central regions, 30 villages in Ségou, Koulikoro, and Mopti Number of stakeholders targeted/reached 2021: hundreds of farmers in Sikasso Currently: present throughout Mali with 29,958 users in the period of July-December 2018 (a stable number of approximately 20,000–30,000 active users) Co-creation: Live dialogues and partnerships with local farmers as very important vehicle to understand stakeholder needs and 124 adapt the service; for example, the offering of membership subscriptions next to charging based on number of SMSs received was inspired by formulated stakeholder needs; stakeholders’ demand voice-based technologies apart from call centers is Vehicles for communication with stakeholders and another aspect that is being considered to tailor the service further to stakeholder needs. initiatives for co-creation Capacity building: Live training in use of climate and agro-advisory digital information services (for example, by ICRISAT) and user workshops (in collaboration with Amassa—Afrique Verte Mali, Agri-ProFocus) Marketing: radio broadcasts, push SMSs, and free provision of mobile reload cards and gadgets (to support dissemination) Business model Nature of partnership Private partnership: initiative initiated and led by Ignitia and Orange Mali, both private actors Cooperation of the private sector with transnational companies: Ignitia generates the weather forecasts and Orange Mali, Type of partnership mobile provider, distributes them to the farmers NMS: No. Forecasts originate from private company Ignitia. Mali Météo would like to be involved in all initiatives that provide meteorological information in Mali. Yet, Orange Mali believes that Mali Météo does not have the technical capacity to offer local rainfall forecasts of the same quality as those offered by Ignitia. A tripartite collaboration (negotiated with support of ICRISAT) in Involvement of public partners, including NMS which Mali Météo would validate the satellite-based forecasts of Ignitia has not been successful yet since the time it would take Mali Météo to validate the Ignitia forecasts is not compatible with the near-instantaneous character of the service. Mali Météo sees its contribution by its knowledge of local user needs and its network and boots-on-the ground. Negotiations between Mali Météo and Orange are still ongoing. • Orange Mali: private telecom company Partners • Ignitia, Sweden: high-tech private company Position of service delivery model in agromet value chain Weather forecasts RECA (G) provides targeted and bundled weather and agro-advisory Business Model Typology B2C (business to consumer) Justification services directly to agricultural extension workers and farmers (C) Business model canvas Infrastructure Value Customers Targeted stakeholders Key resources Key activities Value proposition Channels (customer segments) To keep Sandji running, The key activities for Ignitia are: Dissemination of local weather The targeted stakeholders are To communicate with the farmers and both technological and Weather forecasting forecasts (3km radius) via SMS (day, smallholder farmers, consisting deliver the value proposition, both SMS via human resources are Ensuring text message content month and season) of one customer segment only, mobile phone and call centers are used needed. Marketing/sales/business 1 daily message for daily 48H namely producers. (currently only for Orange Mali subscribers, development activities weather forecast but in agreement with three operators in In terms of technology, 2 monthly messages for monthly Mali, the Malian regulatory authority has Ignitia’s tropical The key activities for Orange Mali weather forecast been asked to open up the number for voice numerical weather are: 2 other messages per season for and USSD messages to all phone users in prediction system is Submit the text message / SMS seasonal weather forecasts Mali). at the heart of Sandji forecast to subscriber’s mobile value proposition. phones The data assimilation Awareness campaigns and training Key partners Customer relations 125 Operational benefits system is mostly based provided to local staff on remote sensing Promotional activities and Sandji can provide the following The key partner of Orange Mali is To manage its customer relations, Orange data input, which communication campaigns benefits for farmers who use the Ignitia. Mali provides direct support for weather- improves the forecast organized in rural areas service: related information via SMS and a call center quality considerably Marketing/sales/business • Cost and risk reduction Other partners include: (consisting of agricultural engineers) who as compared to development activities • Increase in yield Viamo, a call center that speak different languages. scarce ground-based • Informed decision-making ensures that people can ask observation data. • Women can benefit from additional questions (not In addition, Orange Mali organizes the Ignitia generates the the weather service for other specifically for Sandji alone, following activities: weather predictions (household and networking) but in general for issues • In-field communication actions via the so-called activities related to agriculture, health, via user workshops, awareness IgniForecast system and so on) campaigns, participation in market and takes care of the fairs, and the like text message creation Potential future partners for • Promotional activities in regional via USSD (Unstructured Sandji include: and rural radio stations to launch Supplementary Care Mali, NGO that would an interactive radio campaign Service Data). Orange like to work with Orange Mali ‘interactive emissions’ as radio is the Mali ensures that the around the USSD system for most used medium in rural Mali text messages are broadcasted to the subscribers’ mobile phones.. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa *Columns continued from previous page Regarding the human different services (and mostly - Animation actions of Orange Mali’s resources, these cover for Garbal and Senekela) customer base via voice message or the local Orange Mali Mali Météo, national met SMS (Sandji) / SMS to inform and raise staff in targeted regions service that could replace awareness among users and the employees at Ignitia Ignitia in Sweden. ICRISAT, an International Crop Research Institute, that want to enable Mali Météo to collaborate with Orange for the Sandji service OKO, an agricultural insurance partner who could strengthen the package of the three services. OKO is already working with Orange Finance Mobile Mali (Futur Bank Orange) to strengthen financial inclusion in rural areas through the deployment of agricultural insurance offers dedicated to rural activities. 126 Cost structure Revenue stream Demand side Supply side Project funding Revenues Readiness to apply Investment costs Operational costs Orange Mali did The total revenues are equal Prerequisites Contribution fees climate info not receive external to the contribution fees that grants nor funding farmers pay on a daily basis to To be able to use Farmers pay a fixed Orange Mali does not The total initial The day-to-day to build and further receive the 48H-weather forecast. the service, farmers contribution fee of 25 provide additional investment costs are operational costs to develop Sandji as Sandji charges 25 F.CFA per daily need to ensure F.CFA (approx. $0.05) per support to farmers unknown, but these keep Sandji running weather service message (+2/month & 2/season). they have a mobile message received. This on how they can best were covered with are different for Ignitia delivery model. The revenues are shared half and phone, an Orange fee is less than 2% of the adapt to extreme own resources from and Orange Mali. half between Ignitia and Orange Mali subscription farmers’ average annual weather events Orange Mali as well In 2016, Orange Mali Mali. and enough input costs. caused by climate as funds from Ignitia. Ignitia’s costs are obtained a fund phone credit. change. Without the No subventions, nor rather technical and of € 20,666 from In 2016, Sandji made a turnover Without one of necessary support or external investment HR-related as they SNV (for outreach of 19.529.850 F.CFA. The turnover these prerequisites, information, farmers funds were used to pay need to pay rent for on Garbal, and increased over the years and farmers will have will have to bear for the initial cost to supercomputers, run related services). In reached 22,873,500 F.CFA in 2021, to make additional higher adaptation build the model. office operations, and 2019, Orange Mali with peaks and lows in the years investments to costs. manage their human received another in-between. The highest turnover be able to use resources. The exact € 125,000 funding was made in 2019 (25,018,685 the service. These amount of those from SNV and the F.CFA). Detailed overview: ex-ante costs can operational costs is last phase of the amount to +/- 10,000 unknown. contract with SNV F.CFA. *Columns continued from previous page The operational costs should provide • 2016: 19,529,850 CFA that Orange Mali funding until the • 2017: 5,453,250 CFA makes to keep Sandji end of 2023. • 2018: 12,512,900 CFA running are both • 2019: 25,018,685 CFA marketing-related Information on the • 2020: 21,433,269 CFA (for example, costs amount and origin • 2021: 22,873,500 CFA for in-field activities) of the grants that and technical (for Ignitia received to example, SMS develop its tropical broadcast system). numerical weather The marketing prediction system costs amounted to are unknown. 290,000.000 CFA in . 2017, 2018, and 2019, but decreased to 220,000,000 CFA in 2020. The technical costs are unknown. Financial sustainability High financial sustainability as the service offering generates a revenue stream that can be used to maintain and further improve the quality of the services as well as develop additional programs. Moreover, Sandji is considered to be well established and the number of small-scale farmers that use the service have been growing over the years. As a for-profit company, Orange 127 Mali has the custom to invest in projects and services with a medium to long-term return on investment and low margin, which highlights the anticipation of financial self-sufficiency of the program. Nonfinancial impact The nonfinancial impacts of the Sandji service model are not yet measured. Hence, there are no report on the social and environmental impacts, nor has a Theory of Change ever been articulated. However, Orange Mali aspires to involve an external organization in the near future to measure its nonfinancial impact. Preconditions for a successful business model • Telecom provider that is willing to collaborate • Country that has IgniForecast (or similar) system or national or regional meteorological services should have the capacity to generate the location-specific forecasts • Infrastructural capacity to make SMS and USSD system working • Travelable country and possibility to do outreach and marketing • Low taxes on mobile services to keep service affordable for (many) farmers Evaluation Internal service Ignitia mentions an 86% user satisfaction rate for the location-specific forecasts evaluation No report on user feedback available Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa SWOT analysis Strengths Weaknesses • Limited to farmers with mobile phone and Orange subscription • Dependence on mobile network quality • Dependency on sufficient credit balance (most mobile Orange users in Mali use prepaid SIM cards) • Verbal communication mostly (keywords instead of icons, which would be more • Location-specific weather forecasts in region with high weather accessible to illiterate) variability • Incomplete value proposition: weather forecasts provided separately from • Weather forecasts based on continuous and available remote sensing specific agro-advice Internal origin data and open weather data • Cost for farmers, who are used to get weather forecasts for free (albeit at low • Service available in commonly spoken local language resolution and general for the region) • Simple communication (keywords) • Double messages’ problem (in Sandji SMS, the forecast for the next day is always • Cobenefits (networking among farmers and use of rainfall forecasts for provided in duplicate (48H prediction on a daily basis), which is not deemed non-agro-related activities) necessary by the farmers and therefore they unsubscribe to not pay twice • Use of remote data for forecast generation, which may not be validated against weather station data in all locations in Mali • No involvement of Mali Météo who want to be involved but would not have the capacity to generate the type of forecasts needed in this service Opportunities Threats 128 • New market opportunities in neighboring countries • Poor mobile phone network and network quality in the villages (some villages • Involvement of Mali Météo to do forecast validation if their capacity is are not covered by a telecom network or not covered by network of Orange improved and to benefit from weather data Mali) • Farmers prefer direct communication (radio & TV stations, local intermediaries) External origin • Competition offering a complete value proposition (including agro-advice) • Service is social business, which is not the priority of Orange Mali, hence service development is slower than desired (for example, for vocalization of the service) • Insecure situation in Mali, especially in the North • Low financial capacity of Malian farmers • Distrust by state and farmers since the NMS, who wanted to be involved, is not involved Summary Sandji is a service providing location-specific weather forecasts mostly via SMS directly to farmers in Mali, offered by a transnational private high-tech company and a Malian telecom operator. Farmers subscribed to Orange Mali can opt for a monthly subscription or pay per message received (or minute called). The service is financially sustainable as the users pay for the service a price that is affordable for at least a number of farmers and that helps to maintain and develop the service and to facilitate marketing and capacity building in the use of the service. The NMS believes they should be involved in the provision of the service but could not be because they lack the capacity to provide the required weather forecast, which has created some distrust. Sources Interview with Abdoulaye Sidibe (Orange Mali), February 2022. Interview with Issa Traoré & Dnm Keita (Mali Météo), March 2022. Ignitia. 2022. Ignitia. website. https://www.ignitia.se/. Orange Mali. 2018. Responsabilité Sociale d’Entreprise. Rapport annuel 2018. https://www.orangemali.com/rse/fr/1018/2186/rapport_rse_2018_.pdf. RECA. 2020. Bulletin d’actualités de l’Agriculture numérique (No. 1). https://reca-niger.org/IMG/pdf/bulletin_tic_numero1_13_novembre_2020.pdf. Traoré, B., M. Ouédraogo, Z. B. Birhanu, and F. Gareka. 2017. Informations Climatiques et Conseils Agricoles au Bout des Doigts au Mali. Innovation pour la Résilience climatique. BRACED. https://cgspace.cgiar.org/bitstream/handle/10568/92374/1349.%20 RIC4REC_BT_FR_vf.pdf?sequence=1&isAllowed=y. Traoré, B., M. Ouédraogo, Z. B. Birhanu, R. Zougmoré, and R. Tabo. 2018. Utilisation de l’Information Climatique au Mali—Manuel Technique à l’Usage des Agents Publics et Privés du Développement Rural. ICRISAT. https://cgspace.cgiar.org/bitstream/han- dle/10568/90940/1348.%20Manuel%20IC_BT.pdf?sequence=1&isAllowed=y. 129 Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa SUM AFRICA Service characteristics SUM Africa uses satellite-based weather data to create a low-cost index-based insurance product for smallholders farmers, thereby enabling them to obtain loans, improving financial inclusion and their livelihood. Weather and drought information derived from satellites—here specifically the ratio of actual over potential evapotranspiration and a rainfall proxy, that is, the Cold Cloud Duration (CCD)—is used by insurance companies in their agricultural index-based insurance system to assess risks, determine prices and payout amounts. Using weather-based indices based on satellite information reduces the cost of the Brief service description insurance product (as opposed to compensation-based systems) and eliminates the need for damage reports and evidence, hence improving the affordability for smallholder farmers. The service empowers farmers as they receive insurance payout when a predetermined meteorological event has occurred, which reduces their recovery time and improves their financial strength. In Mali, insurances are sold together with a loan for high-quality inputs. In Uganda, the insurances are sold by large farmers organizations, offering additional products and services while the government subsidizes 50% of the insurance premium. search for sustainable revenue model for remote sensing data Incentive for initiative response to need to temper impact of increased risks for the agricultural sector due to climate change Mali Country/region of implementation Uganda < 2014: small pilot projects on index-based insurance products preceding SUM Africa 2014: start SUM Africa Initiation date 2018: end SUM Africa 130 > 2018: follow-up partnership in Uganda between Ugandan Agro Insurance Consortium and the Dutch company eLEAF/EARS (since 2019) Pilot in Mali Maturity Upscaling in Uganda: including more insurance providers, more services in the bundle (since 2018 no longer continued under the name SUM Africa) 2014–2018: email to insurance providers no digital communication to farmers Communication technology > 2018: development of web portal for automated weather-related data provision to insurance providers development of mobile platform and SMS/USSD system to provide insurance information to farmers Targeted stakeholders Direct stakeholders of weather information: agribusinesses and insurance companies Targeted stakeholders Direct stakeholders of the insurance products using weather information: farmers (producers) and farmer organizations (digital) Literacy: digital services are complemented with on-the-ground dissemination by local people who can talk to stakeholders who cannot read or have no access to digital tools Focus on vulnerable groups Gender: share of women reached with information and effective uptake of the service is monitored. Outreach reaches more women than men (65% vs. 35%), but uptake of insurance is lower for women than for men (35% vs 65%) Target: service uptake: 2018: 350,000 farmers in Uganda and Mali 2020: 500,000 to 1 million of in total 9 million farmers in Uganda and Mali Number of stakeholders targeted/reached Reach: 2018: 75,000 coffee farmers in Uganda 2018: much less farmers reached in Mali than in Uganda due to lack of infrastructure and security 2021: >100,000 farmers in Uganda and Mali Communication and capacity building: insurance brokers involve in on-the-ground marketing and discussion groups with producing farmers and extension agents about insurance product and its benefits and collect feedback that is used to tailor the Vehicles for communication with stakeholders and service to stakeholder needs initiatives for co-creation Co-creation: weather information provider organizes (feedback) workshops and bilateral discussions with insurance providers, which guide developments Business model Nature of partnership Public-private partnership: private-led with potential support from the public sector Customer-supplier relationship: supply of index-insurance product to farmers 131 Cooperation of the private sector with transnational companies: insurance brokers collaboration with Dutch provider of Type of partnership satellite-based weather information No yet active: NMS support for new products and services: NMS supports transnational company with validation of satellite- based weather information against weather station data NMS: not actively involved; intention to involve NMSs of Mali and Uganda to validate satellite information, yet they currently lack the capacity to do support the service provision. In Uganda, the NMS confirms the reliability of the satellite-based data but Involvement of public partners, including NMS does not do a formal validation due to lack of capacity. Ministry of Agriculture, Uganda provides subsidies, which decrease the cost of the insurance product for farmers, hence increasing the uptake of insurance product and thereby making the business more attractive to providers Partners Business data integration: index-based insurance based on satellite information Position of service delivery model in agromet value chain Weather forecasts Insurance product: B2C (business The SUM Africa project and the consortium behind it, aims to provide to consumer) low-cost drought insurance for smallholder farmers (B2C). eLEAF Business Model Typology Justification satellite information: B2B (business supplies historical and near real-time satellite data to local insurance to business) providers (B2B). Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Business model canvas Infrastructure Value Customers Targeted stakeholders Key resources Key activities Value proposition Channels (customer segments) The following resources The following day-to-day activities The consortium provides satellite- The targeted stakeholders by The communication channel used by are required to provide are performed to deliver the value based drought index insurance to the consortium make up one eLEAF to communicate with local insurance the service offerings: proposition: protect smallholders. The insurance customer segment: brokers: » Technology Daily growing season product is coupled to the sales of Smallholder farmers Mail (service provision via excel and Meteosatellites to monitoring, and rapid loss inputs (seeds, fertilizers) to provide (producers) and farmer PDF), but the development of a web- derive the Relative assessment and payout calculation added value. Some local partners organizations based portal for automated delivery is Evapotranspiration supported by near real-time satellite can also provide bundled solutions currently being contemplated (RE), which is data reception and processing. in which the insurance product is proportional to Historical data is used for risk embedded in a loan. Banks ensure that There are currently no clear communication crop growth and an assessment and insurance pricing premium payments and payouts are channels in place to communicate with excellent indicator and available for the entire African automated. the farmers, but there is the intention to of agricultural continent from 1982 to date. build a digital platform to provide insurance drought. Marketing/business Agricultural insurance in Africa is products to farmers as well as an SMS/USSD » People development activities through virtually nonexistent and traditional system for last-mile users with no access to Staff from eLEAF cooperatives and agribusinesses indemnity-based insurance is too the platform. Thanks to their local presence, to provide the thanks to the close relationship they expensive. insurance brokers do have on-the-ground 132 historical and have with small-scale farmers (local Insurance based on weather indices is contact with producing farmers and near real-time presence is important) often considered a low-cost alternative, extension agents. satellite data to but there is an insufficient number create index-based of weather stations in Africa, while insurance products new ones lack the historical records for insurance required for risk assessment. Meteosat providers (bundled derived RE provides a good alternative, package) because 35 years of data is available at Staff from the 3 km resolution for every location in consortium of Africa, while continuous index providers, monitoring happens in near real time. insurers, brokers, and aggregators to Insurance providers receive provide the index- information by eLEAF on how often a insurance services weather event occurs. Farmers do not to the smallholder receive weather information. Insurance farmers product is coupled to sales of inputs » Means (seeds, fertilizer) to farmers. Public funds for the initial development of the project Operational benefits Key partners Customer relations The satellite-based drought index The key partners in this project To manage its customer relations, the insurance provides the following are part of the so-called SUM SUM Africa consortium provides the benefits: Africa consortium. These can be following support: Transaction costs are much split into: lower than traditional indemnity- Direct support to the farmers via local based insurance, given that Primary organization presence of insurance brokers insurance companies no longer Netherlands Space Office, need to visit the farmer to assess which executes the G4AW Within the consortium group, eLEAF their loss and determine payout. program (of which the SUM provides workshops and bilateral Insured farmers are more likely Africa project is part of ) discussions with insurance providers, to get a loan, enabling them commissioned by the Dutch which guide developments. to invest in improved input that Ministry of Foreign Affairs. boost their resilience to climate Partners change (reduction in climate eLEAF, a remote sensing change risks) and increase their company that provides food production and income. satellite-based applications Farmers can react fast on the and data (previously known consequences of extreme as Environmental Analysis weather events caused by and Remote Sensing (EARS), climate change given that the lead partner in the SUM Africa index-based insurance is paid project). eLEAF provides the out as soon as the climatological satellite-based drought index. event occurs. Funding partner, 133 accountable partner, implementing partner. Agence Nationale de la Météorologie, Mali. Provides reference data and advising farmers. Implementing partner. Uganda Ministry of Agriculture. Provides reference data and advising farmers. Implementing partner. Agriculture Reinsurance Consultants, Switzerland. Insurance advisor. Implementing partner. Agro Consortium, Uganda. Consortium of insurance companies with a focus on offering agricultural insurance. They provide the insurance after eLEAF provided the satellite-based drought index. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Cost structure Revenue stream Demand side Supply side Project funding Revenues Readiness to apply Investment costs Operational costs The SUM Africa The revenues of the SUM Africa Prerequisites Contribution fees climate info project received consortium are sustained by the 2,830,866 euros premiums paid by the farmers. The Not applicable at the The SUM Africa The SUM Africa The initial investment The day-to-day project funding more farmers take the insurance, moment; but in case consortium uses a project provides an costs to launch the activities to maintain from the G4W the higher the revenues for the the online platform premium-based business agricultural index- project were covered the insurance subsidy program. consortium partners. Hence the for insurance model (farmers pay a based insurance to with the system are mostly revenues are related to the sales products would be premium as insurance smallholder farmers G4AW subsidy; that staff-related and are and not to the total damage / developed and/ cost that is computed to protect them from considerably reduced covered with the payouts. or the SMS/USSD based on a number of the risks associated the financial risk. insurance premiums system, farmers will risk factors). The pricing with changing However, the intention paid by the farmers. The premium is computed as require to possess a varies but is usually sold weather patterns has always been to follows to ensure a revenue for all mobile phone and/ at commercial rates of and to which they develop a sustainable consortium partners: risk rate (%) + or a stable internet 3% to 12%. The largest are increasingly revenue model on the cost distribution partner (%) + cost connection. factor that makes up more vulnerable basis of an insurance insurer (%) + tax on insurance (%). this price is drought to. This enables the premium. The weather information provider risk with additional farmers to invest in (eLEAF) receives approximately standard cost items such improved input that 2–7% of the premium volume as a as commissions, cost of boos their resilience capital, reinsurance, and to climate change revenue. 134 so on and thus limit their This revenue model ensures the costs for adaptation independence of the weather In Uganda, the activities. If triggered, information and insurance government provides the weather-based provider (eLEAF) of the total an additional premium index insurance will damage farmers face and the subsidy of 50% of the enable farmers in payouts that the insurance insurance cost for farmers. areas affected by the providers have to make. extreme weather event to be fully covered and to receive, for example, replacement seeds at no cost. However, the provision of agro- advice is not included in the service offerings. Financial sustainability With an anticipated consortium income of 1.2 euro per smallholder farmer per year, the business becomes financially sustainable when 1 million farmers will sign up for insurance within 6 years. Hence, the formulated business model of the initiative ensures financial sustainability in the long term if the number of users rapidly increases in the coming years (currently less farmers are reached than targeted). Nonfinancial impact There is no presence of an articulated theory of change on the level of the weather information provider (eLEAF), nor any form of nonfinancial reporting. However, the Wageningen University and Research (WUR) was appointed as monitoring & evaluation partner in the past to conduct an impact study in both Mali and Uganda. Due to the lack of scale-up opportunities in Mali and insufficient time spent on impact measuring in Uganda, the measured impact was very limited. Today, local partners could be measuring and monitoring a selection of social and environmental impacts. Preconditions for a successful business model • Initial financing for small-scale start-up • Awareness and knowledge of index-based insurance products and how these can be beneficial for stakeholders and collaborators • Stable (business) environment which fosters collaboration between business partners, possibility to offer and inform stakeholders on insurance products, trust and willingness of beneficiaries to adopt services • Low taxes on insurance products and coordination of legislation among regions to ensure consistent approach • Well-functioning insurance sector where different insurance providers cooperate and can lobby with the government (for example, Uganda) • Premium subsidies of government, which make the product more affordable for farmers and more lucrative for providers (for example, Uganda) • Local actor with strong network to serve farmers in country at scale that makes the business sustainable: can be government, local insurers, well-organized existing farmer associations, NGOs, organized distributors, and so on. 135 Evaluation Internal service Less farmers reached than targeted evaluation Specifically low uptake in Mali SWOT analysis Strengths Weaknesses • Use of continuous and available data from satellites • Quality of satellite data vs. data from weather stations • No dependence on weather stations • Requiring initial funding or government subsidies to make it affordable to • Scalable to other countries farmers and viable to business partners • Low-cost satellite information and index-based insurance enable • Dependence of strength of insurance sector, taxation and general business Internal origin sustainable business model climate • Bundling of services with sales of inputs, hence making use of the existing networks of product/service providers • Relatively low costs for upscaling • Involvement of local authorities • Directly leveraging of financial strength of farmers Opportunities Threats • Insurance products are not common in Sub-Sahara Africa yet • Little awareness of stakeholders about potential and presence of insurance External origin products • Low financial capacity of farmer stakeholders Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Summary SUM Africa provides an index-based insurance, based on weather information derived from satellite information to farmers. The insurance product reduces risks for farmers as the time to recover from yield loss following a weather or climatological event. For insurance providers, the product improves the efficiency as payouts are based on sat- ellite-based weather data and damage does not have to be proven. While digital tools in use or under development facilitate automated information flows of satellite-based weather information and insurance products, face-to-face interaction with farmers on the ground is essential for marketing and dissemination. SUM Africa received initial proj- ect funding but continues as collaboration between private actors with a premium-based business model. Low insurance product taxes, subsidies from the government, local actors with a strong network are required for the sustainability of the business model. Sources Interview with Joost van der Woerd and Boudewijn van Silfhout (eLEAF), March 2022. Netherlands Space Office. 2022. “SUM Africa Mali, Uganda Project Results.” G4AW Project Results webpage. http://nso-g4aw.akvoapp.org/en/project/5300/. Netherlands Space Office. 2022. “SUM Africa Project.” G4AW Projects webpage. https://g4aw.spaceoffice.nl/en/g4aw-projects/g4aw-projects/16/sum-africa.html. Netherlands Space Office. “Innovative Insurance Service for Farmers Based on Satellite Data Gets Commercial Follow Up in Uganda” Online news article. https://www.spaceoffice.nl/en/news/278/innovative-insurance-service-for-farm- ers-based-on-satellite-data-gets-commercial-follow-up-in-uganda.html. 136 TAHMO Service characteristics The Trans-African Hydro-Meteorological Observatory (TAHMO) aims to develop a vast network of weather stations (aiming to have one at every 30 km, hence 20,000 stations) across sub-Sahara Africa. TAHMO makes available free and complete series of current and historic weather data, which can be used for agricultural and hydrometeorological applications. The meteorological instruments of the stations are designed to be inexpensive and robust, and they include, for example, acoustic anemometers, thermometers, and instruments to measure barometric pressure, lightning, radiation, and humidity. Stations are positioned at Brief service description schools and integrated in educational programs. Collected data are sent via a cellular network to a server where data undergo quality control before being made available. Weather data can be combined with models and satellite information (currently in projects) by partners to create more applied information including water and energy stocks or weather forecasts. TAHMO data are free and openly downloadable to foster insights in agroclimatology and applications by governments, and researchers. Business, for example, insurance companies, can get access to the TAHMO data for commercial applications against a fee, if in line with national policies on data use. emergence of mobile telephony in Africa and the possibilities for mobile connections it created Incentive for initiative lack of timely, affordable, quality weather data, needed for climate impact studies, climate adaptation measures, index-based insurance products, water projects Across Sub-Saharan Africa, with specific focus on countries with very few operating national weather stations. Country/region of implementation In West Africa present in Southern Mali, Southern Niger, Burkina Faso, Ghana, Togo, Benin, Côte d’Ivoire, Nigeria, Chad, Senegal (Dakar), Cameroon 2008: development of weather station prototype 137 2015: operational robust, cheap, high-quality weather stations Initiation date 2021: over 600 weather stations Future: 2000 stations Technology and organization (for maintenance and presence on the ground) for weather observations: well established Maturity Business model: under development (from funded by ad hoc projects to customer-paid and self-sustaining or to structurally financed, for example, by WMO’s Systematic Observations Financing Facility or SOFF) Mobile application: communication technology of raw data to processing computers Communication technology Online portal, SMS, applications: to access weather data Targeted stakeholders Directly: NMSs, governments, scientists, schoolteachers and pupils, NGOs, banks, insurance providers, value creators in the Targeted stakeholders agricultural value chain Indirectly: producing farmers TAHMO collaborates with partners who generate downstream services that more directly target the rural population. TAHMO relies on these partners (for example, Farmerline) to convey operational information in local languages and to vulnerable groups (regarding digital literacy, gender and age) Age: Youth with School-2-School initiative. Most TAHMO stations are located at school terrains, where a teacher hosts the Focus on vulnerable groups station and gets free access to teaching materials and weather station data. The data, weather stations, and data collection activities can be used for educational purposes. Educational packages are available for download. This supports education broadly and climate resilience by building the knowledge of weather and climate to the next generation of people. University- 2-University initiative aims to foster collaboration between universities for further developing the TAHMO initiative. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Target: not set Reach: not strictly measured. As TAHMO does not service the whole value chain, reaching end-use stakeholders (smallholder Number of stakeholders targeted/reached farmers) is via partners in projects, for example, in early-warning programs where TAHMO data is used, up to 1 million people are reached, for agricultural applications, the outreach per project is lower (for example, 20,000 farmers via collaboration with GAIP). Co-creation: joint projects with NMSs Capacity building: data provision and training in data use and interpretation for NMSs demonstrations and education at schools where weather stations are installed Vehicles for communication with stakeholders and TAHMO website invites to reach out with questions, support requests, feedback, or ideas initiatives for co-creation School-2-School and University-2-University initiatives to foster collaboration Communication: Newsletters Ad-hoc in projects Business model Nature of partnership Public-private-academic: collaboration between academic and private partners, financed by public funds Customer-supplier relationship: provision of weather data Type of partnership Exchange or sharing of infrastructure: weather stations Support for new products and services: derived products based on weather observations 138 NMS: yes. Memorandum of understanding with NMS for modus operandi (or via other government partners if incorporated in Involvement of public partners, including NMS projects). Willingness and level of cooperation vary much between countries. NMSs can always use weather data for free. TAHMO, Ghana: not-for-profit organization with team consisting of TAHMO’s own staff, staff from Oregon State University, Delft University of Technology, Jomo Kenyatta University of Agriculture and Technology Meter Group, USA: design and production of weather stations Partners Funding partners: IBM, USA Implementing partners: for example, financial, or agrochemical companies that offer package products or services to farmers based on weather information (for example, fertilizer + application advice, loans, insurances, and inputs). Includes among others Ghana Agricultural Insurance Pool (GAIP), Farmerline, Ghana Position of service delivery model in agromet value chain Observations TAHMO provides the weather data it collects directly to end users such B2C (business to consumer) as scientists, researchers, schoolteachers, and pupils (B2C), but also to Business Model Typology B2B (business to business) Justification governments (B2G) and corporate actors, such as financial institutions B2G (business to government) (banks), insurance companies, and NGOs (B2B). Business model canvas Infrastructure Value Customers Targeted stakeholders Key resources Key activities Value proposition Channels (customer segments) TAHMO requires the TAHMO aims to provide freely TAHMO provides the following The targeted stakeholders can be To communicate with the various targeted following key resources available and complete weather service to deliver value to its various split into the following customer stakeholders and deliver the value to be able to develop data by performing the following customers: segments: proposition, TAHMO uses the following its weather stations and activities: • Dissemination of high- • International community communication channels: provide the collected • Development of a vast network of quality weather data, incl. (scientists; researchers) • Online data data: weather stations across sub-Sahara more applied information • Local governmental actors • Spoken messages Africa. on, for example, water and (for example, NMS) • SMS » Technology/ • Data management to ensure high- energy stocks to foster • Local scientists and • Apps instruments quality and more accurate basic insights in agroclimatology researchers • Meteorological weather and climate information and hydrometeorological • Local schoolteachers and instruments (for • General business development applications pupils example, acoustic and back-office activities. • Local NGOs disdrometers, thermometers TAHMO works in 10 countries and instruments with the NMS, based on a to measure wind Memorandum of Understanding. speed and direction, However, the NMSs often lack 139 radiation, and the means to interpret the basic humidity) information themselves and make • Cellular network to it available in a user-friendly way send the collected to farmers, fishers, and other data to a server users. This currently only happens • Satellite information in the context of independent to create more projects supported by donor applied information organizations. TAHMO aims to including water and structurally benefit data for end energy stocks users in the countries south of the • IBM Cloud Sahara. infrastructure for data storage, Operational benefits Key partners Customer relations processing, and distribution The benefits of using the accurate and The partners of TAHMO, who To manage its customer relations, TAHMO localized weather and climate data provide support to deliver the key provides the following support: provided by TAHMO are the following: activities, are the following: • Self-service for weather and • Increased food production • Founding partners climate-related information via the and harvest predictions due Oregon State University freely available and downloadable to a better understanding of TU Delft University of information online water availability and weather Technology • With partners, direct outreach via conditions over space and time farmer groups Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa *Columns continued from previous page » People Fostered insights in agroclimatology • Technical partners TAHMO staff to and hydrometeorological Meter Group, develops and conduct quality applications sets up the weather stations control of collected Meteoblue, uses observations data before making to improve weather forecasts it available to the models public (TAHMO Funding partners • uses a strict control • NWO (Netherlands system based on Organization for Research) separate powers • EU Horizon 2020 and testing (checks • USAID and balances) • Global Resilience to prevent fraud Partnership and errors due to • World Meteorological incompleteness) Organization (WMO) • The World Bank Staff from Meter • IBM Group to produce the MEM stations (stations specifically conceived with special attention for 140 African conditions) Cost structure Revenue stream Demand side Supply side Project funding Revenues Readiness to apply Investment costs Operational costs The largest source TAHMO’s total revenues mainly Prerequisites Contribution fees climate info of income is project- comes from project-based based funding from funding; however, a small part of To be able to the online TAHMO provides TAHMO provides the The initial investment The operational donor organizations it also comes from selling data to weather and climate freely available and necessary historic costs were covered by costs to maintain such as private companies. data, users require either openly downloadable and current weather a combination of loans TAHMO and its further - the Dutch a mobile phone or a information to the and climate data to and subsidies, grants, development are the Agricultural Research According to the 2019 annual computer with a stable international scientific a range of scientists, and donations. following: Fund accounts, the foundation has a internet connection community, governments, researchers, and • Staff costs - the Global turnover of approximately 600,000 to check the data and and researchers. The governmental • Accommodation Resilience euros. A comparable turnover is download it. NMSs, where TAHMO is actors with the costs Partnership expected to be achieved in 2020. located, can always access aim of improving • Office costs - the H2020 program the data for free. the agricultural • Sales costs of the European planning and Union Companies that want hydrometeorological The total operational TAHMO has also twice to use the data as applications for the costs amounted to taken the lead in World basic information for last-mile users, that is, €116,766 (2018) and Bank-supported commercial products and the farmers, and €107,064 (2019). projects in which services weather stations *Columns continued from previous page pay for it (first year limit the adaptation TAHMO also makes play an important role. current data for free, costs they might project costs €308,927 thereafter (and for be confronted with. (2017), €463,124 Projects funded by historical data) 10$/ However, TAHMO (2018) and €230,375 donor organizations month/station). does not provide (2019). have installed around additional support to 300 weather stations in [contribution fees] small-scale farmers various countries over on how to best adapt the past four years. to extreme weather Private investment by events and changes. Weather Underground, a subsidiary of IBM [costs after receiving allowed TAHMO to the information, make a leap scale in for example, for 2016 for more than adaptation activities] 300 stations in various countries. Private tax-exempt online donations are possible and welcomed on the website. 141 Financial sustainability Low financial sustainability: TAHMO depends to a large extent on project funding, which might impede the financial sustainability of the organization. TAHMO is in the process of diversifying its revenues by imposing contribution fees to private companies who would like to use the data for corporate purposes. . Nonfinancial impact No nonfinancial reporting, no explicit theory of change Preconditions for a successful business model • Stable and good internet connection to be able to transfer and download data • Stable inflow of project funding to ensure the continuity and further development of the weather stations network. • Low import taxes • Stable and secure conditions • Collaboration opportunities for players involved in different steps of the value chain Evaluation Internal service No formal evaluation available evaluation Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa SWOT analysis Strengths Weaknesses • Embedding in local society through connection to schools and operation • Requires good internet connection, mobile phone or computer to transfer and by locals download data • Enforces capacity of NMS via data sharing and training • Not for direct use by smallholder farmers Internal origin • Only start point of value chain • Provides basis for added-value services (for example, Index-based insurances, weather-based agro-advice) • Usability of data for NMS depends on relationship of trust that has to be built • Robust, well-performing and cheap weather stations • Dependence on local security situation to guarantee operational weather • Strong team of local engineers stations Opportunities Threats • Upscaling by turning data into information that can serve for commercial • Sustainability when providing free stations and maintenance? purposes • High dependence on public funding • Increasing need for accurate weather and climate data from Africa • Changing regulatory environment? External origin among scientists, governments, NGOs, domestic and foreign private • Competition by commercial companies installing weather stationss parties and, of course, the population itself. • Support NMSs to interpret the basic information themselves and make it available in a user-friendly way to farmers, fishers, and other users. • Development of consistent, continent-wide network of weather stations • Provision of necessary data for weather forecasting models 142 Summary TAHMO provides a network of robust weather stations across the African continent providing weather data for use in applications of the (agricultural) value chain. The initiative still depends mainly on ad-hoc project funding. TAHMO provides weather observations, the first step in a long chain when creating additional value. Hence it does not connect directly with farmers and depends on collaboration with partners to integrate additional value. TAHMO enhances the capacity of NMSs by providing data and training. Sources Interview with Nick van de Giesen (TAHMO, TU Delft), April 2022. TAHMO. 2022. Trans-African Hydro-Meteorological Observatory (TAHMO). website. https://tahmo.org/. Veriground Service characteristics Veriground is a private initiative (by Commodities Risk Analysis, [CRA]) for operating a dense network of robust and inexpensive weather stations, collecting accurate weather data for timely provision of weather information and weather- derived commercial advice companies to support to cocoa producing with their commercial activities. Companies pay for the information and support as such the operation of the weather stations. Meteorological information is also shared for free with governmental stakeholders (including National Meteorological Services (NMSs) and agricultural administrations) and with a Brief service description limited number of farmers hosting the stations. These farmers receive information via 160-character text messages. The aim is also to generate locally specific 14-day weather forecasts by using weather data from the stations in combination with existing information from satellites, public and private existing stations models. The weather forecasts would be provided free of charge to cocoa producing farmers in combination with farm management advice to support increasing their productivity and income. Industrial companies that sponsor the service and governments could in the future benefit from insights in weather and climate data as well as production and producers information. Incentive for initiative Need for dense network of reliable meteorological data to support cocoa producers Ghana: Southern Ghana (cocoa producing region) Country/region of implementation Côte d’Ivoire: Southern Côte d’Ivoire (cocoa producing region) Design of weather stations started in 2011–2012 Initiation date Stations operational and data shared since 2020 Pilot under development: 143 • currently covering 5% of the cocoa production area Maturity • 200 operational weather stations to provide weather observations • generation of weather forecasts started but not yet operational • automated transfer of information under development SMS for farmers Email for companies and governmental stakeholders Communication technology Plans to develop a smartphone application to share data and forecasts in a more automated way with farmers, companies, and governments Targeted stakeholders Cocoa industry companies and cooperatives Governmental stakeholders: NMS, Ministry of Agriculture, Ghana Cocoa Board (COCOBOD) and the Council of Coffee-Cocoa of Targeted stakeholders Côte d’Ivoire, or CCC) Small-scale farmers: cocoa producers No specific focus. Literacy: Currently, information shard with farmers hosting a weather station via text messages in English (Ghana or French (Côte d’Ivoire), so only those who can read English or French, can make use of it. No translation to local languages possible due Focus on vulnerable groups to too high translation cost for many existing local languages/dialects. If a mobile application is developed, emoticons would be used to service illiterate farmers also. Yet, a mobile application requires a smartphone, hence would exclude digital illiterate from using the service directly. Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Targets: not set but with a mobile application 100,000 or millions of farmers could benefit from the service Number of stakeholders targeted/reached Reach: 20 cocoa companies and 150 farmers in Ghana and Ivory Coast together . Farmer consultation: via surveys on the ground by weather station installer/field technician and via SMSs (and in the future via the mobile application) Dissemination/marketing to engage farmers via: •posters at cooperatives and cocoa bean buying stations Vehicles for communication with stakeholders and •SMSs to farmers to invite neighbors initiatives for co-creation •national media and community radio stations Marketing and communication with industry: CRA has a long-standing collaboration with the cocoa industry. CRA communicates ad-hoc with the cocoa companies via email and telephone. Training: No trainings or capacity building for farmers Business model Nature of partnership Private initiative with benefit for public sector Customer-supplier relationship: for cocoa industry Type of partnership Provision of infrastructure and data: for state and farmers NMS: no active involvement. The NMSs can receive data from weather stations for free to generate forecasts. Veriground actively collaborates with the Ghanaian NMS for station site selection. Veriground also introduced the Ghanaian NMS to a private forecast provider, based on the Ghanaian NMS’s request for assistance with building internal forecast capacity. Support 144 Involvement of public partners, including NMS is needed to improve the NMSs’ capacity to produce forecasts and deliver them timely and continuously, as well as to endorse NMSs in seeing opportunities to contribute to agromet services in collaboration with partners, to identify their role and to become more responsive, open, and communicative toward the private sector. The value of the NMSs is the knowledge they have of local conditions and contacts, which can be useful for finding right locations for weather stations for example. Partners Commodities Risk Analysis LC, cocoa business market analysis company, US Observations Position of service delivery model in agromet value chain Business data integration: consulting by Commodities Risk Analysis for industry The Veriground project intends to provide weather information B2G (business to government) and tailored farm management advice to farmers (B2C), weather Business Model Typology B2B (business to business) Justification information to governments (B2G) and weather information and advice B2C (business to consumer) cacao industry (B2B). Business model canvas Infrastructure Value Customers Targeted stakeholders Key resources Key activities Value proposition Channels (customer segments) To deliver its value The following activities are performed Veriground seeks to provide cocoa The targeted stakeholders can be To communicate with the farmers and proposition, Veriground to create and deliver the value: farmers with the best available split into four segments: deliver the value proposition, Veriground requires the following Veriground installs and operates weather forecasts at each farm as Cocoa producers (farmers), who uses the following communication channels: resources: a network of robust and inexpensive well as tailored husbandry advice. receive tailored weather forecasts • SMS (text messages) » Technology weather stations In addition, it provides tailored and husbandry advice • Smartphone app (not operational yet, but • Software for the Veriground generates 14-day weather data to governments, sponsors and Governments, receive forecasts, will allow for greater communication) Veriground network forecasts and disseminates those in the cooperatives. current weather and history » People form of a 160-character texts message covering large communities and • Technical staff from to farmers who host the stations and watersheds Veriground to build provides the data to sponsors from Cocoa industry companies the weather stations the cocoa industry, governments, and (sponsors), receive history, in cocoas areas cooperatives alike forecasts and husbandry advice and to evaluate Veriground provides tailored agro- for regions where they resource the quality of the advice to the farmers supplies forecasts Business development/marketing Cocoa industry cooperatives, • Expert at Veriground activities to reach farmers and promote receive history, forecasts and to oversee the the project husbandry advice for the areas 145 library, consult with from which they receive cocoa professionals, and create a database of Key partners Customer relations Operational benefits husbandry advice keyed to weather The Veriground project provides the The key partners of To manage its customer relations, forecasts following benefits to its stakeholders: Commodities Risk Analysis LC, the Veriground provides the following support: • Staff from Ghana’s • Better data and weather initiator of Veriground, are: Direct support for agro-advice and weather Cocoa Market knowledge (for farmers, Government of Ghana (and esp. information via text message (SMS) to cocoa Board to help with governments, support agencies, Ghana’s Cocoa Marketing Board, producers, governments and companies as planning station and the cocoa industry—who which has helped to plan the well as cooperatives in the industry placement all need robust, location-based station placements) Stakeholder consultation via surveys on weather knowledge). Cocoa industry companies, the ground by weather station installers and • Better crops (for farmers and who (will) sponsor the Veriground via SMSs and online applications industry, who benefit from project weather forecasts that help Cocoa industry cooperatives, reduce waste and overuse of to initiate and keep contact with » Means fertilizer and agrochemicals) farmers • Enough means • Better farm incomes (the from sponsors cocoa community benefits to maintain the when weather-based husbandry continuation and allows farmers to grow better further develop the and more profitable crops) project Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Cost structure Revenue stream Demand side Supply side Project funding Revenues Readiness to apply Investment costs Operational costs The Veriground project The Veriground project is still in Prerequisites Contribution fees climate info is essentially financed pilot development phase and with sponsor donations does not make any revenues yet. To be able to enjoy the Veriground provides In addition to The purpose of this pilot The largest costs are as it is still a pilot In the future, contribution fees services that Veriground free-of-charge weather providing weather project is to assess the in programming, project. These sponsor paid by cocoa industry companies are offering to farmers information for farmers forecasts, Veriground costs. The typical cost researching donations have until will make up an additional and cocoa producers and the government. also provides tailored of installing a station husbandry, network now mainly paid by revenue stream. need to acquire a However, cocoa agro-advice to the in Africa is less than management the Commodities Risk mobile phone to receive companies will be asked cocoa producers. US$1,200 (does not and outreach to Analysis LC, but in the weather information in a later stage of the Veriground wishes include other costs such farmers and other the future also cocoa via text message. If an project development to that farmers find the as stakeholders. The industry companies will app will be conceived, pay a contribution fee. service useful and maintenance and mobile weather stations serve as sponsors. targeted customers will can use it to increase service). Veriground were conceived to specifically need to have yields and prevent works closely with not require a lot of a smartphone. wastes. In that regard, sponsors to determine maintenance; hence Veriground helps all costs of the pilot these costs can be farmers to decrease project, its benefits, and kept low. their costs around the costs of expanding climate change. the project to Veriground stations serve all cocoa farmers. 146 can help conserve irrigation water and Currently, the total make crop insurance investment costs have possible as well as reached more than warn about floods millions of dollars of and aid forecasts of which all were paid hydro power? by Commodities Risk Analysis LC. Financial sustainability Low to medium financial sustainability as Veriground relies exclusively on external funding; however, this is a typical situation for a project in development phase and given the intention of the founders to request a contribution fee by cocoa industry companies in the future, a conclusion can be made that the project will be financial sustainable at one point in the future. Moreover, Veriground intends to scale-up in the future and provide additional offerings, such as the level of soil moisture that will be measured with a sensor in the ground in the vicinity of the weather stations and even develop a smartphone app. . Nonfinancial impact No theory of change present, except from the believe that the information will improve productivity and income for farmers. Both environmental and social impacts are not measured yet. Preconditions for a successful business model • Stable conditions at the location of the weather station to ensure long-term functioning • Stable and good mobile phone and internet coverage • Willingness of cocoa industry to work together with Commodities Risk Analysis • Stable source of funding Evaluation Internal service No formal evaluation available evaluation SWOT analysis Strengths Weaknesses • No automated data transfer (yet) 147 • No cost for farmers • No weather forecasts (and its validation) yet • Link to industry to involve multiple stakeholders of the value chain and • Relatively high cost for text messages carried by Commodities Risk Analysis ensure sponsorship • Currently information only available to farmers who host a weather station, who • Data provision to state and state institutions at no cost have to share information to other farmers Internal origin • Data provision to NMS at no cost • Future: information via mobile app only for farmers with smartphone • Future: weather forecasts based on information originating from weather • Information only available in English and French stations, in combination with collected information from models, remote • Limited communication nor co-creation with farmers sensing techniques and other public and private stations • Very limited attention for inclusive services • Future: combination of weather forecasts and weather-related farm • Primary focus on industry, with mostly cobenefits for farmers and states, hence husbandry advice service is not tailored or codesigned with farmers or state • Dependence on willingness of industry to pay for services Opportunities Threats • Expand the service offerings to other agricultural produces, production • Limited internet and mobile network coverage External origin systems (irrigation) and areas • Expand service offerings to additional value propositions such as insurance options for farmers to pay for Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Summary Veriground is a private initiative with a dense network of weather stations to provide weather observations and to generate weather forecasts in support of the cocoa business in Ghana and Côte d’Ivoire. While private companies have to pay for the weather(-based) information and sponsor as such the operation of the weather stations, farmers and state entities benefit for free from the weather information. As a result, the service is mostly tailored to the industrial needs and not to the needs of the other stakeholders. Veri- ground is still in pilot phase, still requiring development of the business model and automatic delivery of weather observations and forecasts. Sources Interview with Steven and Matthew Haws (CRA), March 2022. CRA. 2022. The Veriground Project. website. https://project.veriground.net/. 148 Annex II: Heatmap Demand side Case studies Target group accessibility # beneficiaries over time n° Initiative Targeted stakeholders Location of target group Location reached by model Pilot Development Upscaling Well-established 1 Sandji 2 FarmerSupport (Ghana) 3 CLIMAP 4 RECA’S E-EXTENSION SYSTEM 5 Veriground 6 Rain4Africa 7a SUM Africa (Mali) 7b SUM Africa (Uganda) 8 Manobi agCelerant 9 Mergdata (Farmerline) 10 TAHMO 149 Demand side Case studies Social inclusion of vulnerable groups User costs n° Initiative Gender inclusion (M/W) Age inclusion and diversity Social inclusion Literacy Digital inclusion Prerequisites Contribution costs Readiness to apply climate information 1 Sandji 2 FarmerSupport (Ghana) 3 CLIMAP 4 RECA’S E-EXTENSION SYSTEM 5 Veriground 6 Rain4Africa 7a SUM Africa (Mali) 7b SUM Africa (Uganda) 8 Manobi agCelerant 9 Mergdata (Farmerline) 10 TAHMO Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa Demand side Supply side Case studies Knowledge co-production Operational impact n° Initiative Feedback of end-users Position of service delivery model value in agromet of Shortcomings chain climate services solved Level of usability Impact on farmers' income Reduction in CC risks for target users 1 Sandji 2 FarmerSupport (Ghana) 3 CLIMAP 4 RECA’S E-EXTENSION SYSTEM 5 Veriground 6 Rain4Africa 7a SUM Africa (Mali) 7b SUM Africa (Uganda) 8 Manobi agCelerant 9 Mergdata (Farmerline) 10 TAHMO Supply side Case studies Operational impact Relationship and trustbuilding n° Initiative Tailored to the needs of target group Target group knows what to do with infoWeather information: level of stability Weather information: level of trustworthiness #intermediaries 1 Sandji 2 FarmerSupport (Ghana) 3 CLIMAP 4 RECA’S E-EXTENSION SYSTEM 150 5 Veriground 6 Rain4Africa 7a SUM Africa (Mali) 7b SUM Africa (Uganda) 8 Manobi agCelerant 9 Mergdata (Farmerline) 10 TAHMO Supply side Case studies Innovative engagement approaches Communication technology Financial structure and business model n° Initiative Presence of innovative delivery approach Control over the technology used Information transmission speed Type of business model Investment costs (CAPEX) 1 Sandji 2 FarmerSupport (Ghana) 3 CLIMAP 4 RECA’S E-EXTENSION SYSTEM 5 Veriground 6 Rain4Africa 7a SUM Africa (Mali) 7b SUM Africa (Uganda) 8 Manobi agCelerant 9 Mergdata (Farmerline) 10 TAHMO Supply side Enabling environment Case studies Financial structure and business model Non-financial impact Public-private engagements n° Initiative Operational costs (OPEX) Extended value propositionRevenues Financial sustainability Theory of Change Non-financial reporting Private partners Public met services involvement 1 Sandji 2 FarmerSupport (Ghana) 3 CLIMAP 4 RECA’S E-EXTENSION SYSTEM 5 Veriground 6 Rain4Africa 7a SUM Africa (Mali) 7b SUM Africa (Uganda) 8 Manobi agCelerant 9 Mergdata (Farmerline) 10 TAHMO Enabling environment Case studies Public-private engagements Political & regulatory context n° Initiative Public partners Non-profit partners Academic partners Level of collaboration Type of partnership Political context Regulatory context Degree of development (HDI) 1 Sandji 2 FarmerSupport (Ghana) 3 CLIMAP 4 RECA’S E-EXTENSION SYSTEM 151 5 Veriground 6 Rain4Africa 7a SUM Africa (Mali) 7b SUM Africa (Uganda) 8 Manobi agCelerant 9 Mergdata (Farmerline) 10 TAHMO Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa AnnexIII: List of Interviewees Name Surname Organization(s) Date interview Abdou Ali AGRHYMET/CILSS 15.03.2022 AGRHYMET & Abdou Moumouni University Sanoussi Atta 15.03.2022 Niamey Abdoulaye Sidibe Orange Mali 07.02.2022 André Kamga F. ACMAD 25.03.2022 Godefroid Nshimirimana ACMAD 25.03.2022 Benjamin Sultan CLIMAP 10.03.2022 Binta Adamou DMN Niger 08.03.2022 Grégoire Baki ANAM Burkina Faso 17.03.2022 Issa Traoré Mali Météo 14.03.2022 Dnm Keita Mali Météo 14.03.2022 Joost van der Woerd eLEAF (SUM Africa) 18.03.2022 Boudewijn van Silfhout eLEAF (SUM Africa) 18.03.2022 Nick van de Giesen TAHMO & TU Delft 12.04.2022 05.03.2022 Patrick Delmas RECA 10.03.2022 16.03.2022 05.03.2022 Aïssa Kimba RECA 10.03.2022 16.03.2022 152 Pierre Sibiry Traore Manobi 25.03.2022 Wageningen University & Research (WUR) Spyros Paparrizos 02.03.2022 (FarmerSupport) Steven Haws Veriground 10.03.2022 Matthew Haws Veriground 10.03.2022 Agricultural Research Council (ARC) South Sue Walker 15.03.2022 Africa Tchaa Agninga Météo Togo 28.03.2022 Issaou Latifou Météo Togo 28.03.2022 Worlali Senyo Farmerline/Mergdata 25.03.2022 Annex IV: Stakeholder Workshop Participants List Name Surname Organization(s) Date interview Abdoulaye Sidibe Orange Mali Private André Kamga F ACMAD Public Frank Annor TAHMO Private Godefroid Nshimirimana ACMAD Public Iranlade Olanipekun Farmerline Private Issa Traoré Mali Météo Public Joost van der Woerd eLEAF Private Kossi Tchaa Agniga Météo Togo Public Laminou Tata Enabel Mali Development Mamadou Sarr Enabel Niger Development Matthew Haws CRA/Veriground Private Nana Kofi Opoku GMet (NMS Ghana) Public Patrick Delmas RECA Public Agricultural Research Council (ARC) South Sue Walker Public Africa 153 Digital Climate Information and Agriculture Advisory Delivery Mechanisms in West Africa 154