Research Project

PO-72066321P00028
June 30, 2022
USAID
FROM THE AMERICAN PEOPLE
TRANSFORMATIONAL DEVELOPMENT
IN AFRICA
Pathways for unlocking the power of

digital skills and climate analytics
ABOUT THE PROJECT
Accelerated, robust, and sustained development in Africa is critical for

improving the quality of life of the continent’s rapidly growing
population of more than 1.3 billion people. The continent’s trajectory is
being shaped by several major factors, including a sizable and expanding
young population, increased urbanization, disproportionate vulnerability
to climate change and global health challenges, and evolving governance
and institutions. In this complex and rapidly changing context, the United
States, through USAID and other agencies, remains committed and
actively engaged with African countries to ensure a prosperous and
stable future for the continent and its peoples.
For decades, the United States has partnered with African countries to
make significant investments in their development. These programs—
ranging from mega-programs such as The President’s Emergency Plan
for AIDS Relief (PEPFAR) and Power Africa to a multitude of national
programs across nearly all sectors—have aimed to address some of the
most profound challenges that people experience across the continent.
This report, commissioned by the USAID Mission to the African Union

and prepared by Boston Consulting Group (BCG), articulates two
thematic concepts that could prove to be game-changing for
development in Africa during the next decade and beyond.
The concepts emerged from an extensive analytical process of

identifying and detailing 35 ideas that could be transformational,
followed by a rigorous stakeholder-engagement-based methodology to
arrive at the final two detailed in this report. This process was sector-
agnostic and did not presuppose an answer, with the two final concepts
intending to be accretive and complementary to existing development
priorities. Over 120 stakeholders were engaged throughout this process,
including African business and civil society leaders, USAID officials and
Mission Directors, senior leaders from US government agencies, and
experts from think tanks and multilateral organizations.
2
TABLE OF CONTENTS
1. Executive Summary��5
2. Approach and Guiding Principles ...........................................................8
3. Megatrends to Shape the African Century ..................................... 11
4. Concept 1: Digital Skills Acceleration ............................................... 18
5. Concept 2: Climate Analytics and Planning .................................... 30
6. Conclusion ....................................................................................................41
7. Annex 1: Individuals Consulted and Interviewed ......................... 42
8. Annex 2: List of Prioritized Concepts from

Consultations ............................................................................................... 44
3
LIST OF FIGURES
1. The Approach 8
2. Stakeholder Consultations 9
3. Key Megatrends in Africa 11
4. Africa’s Mega-cities 13
5. Top Contributors to FDI in Africa 14
6. Concentration of Tech Hubs in Africa 18
7. Overview of USAID Digital Ecosystem 21
8. Framework for Digital Skills Acceleration 25
9. Africa’s CO2 Emissions and Climate Vulnerability 30
10. African Countries with National Adaptation Plans 31
11. Framework for Climate Analytics and Planning 33
12. FEWS NET: Map of Food Insecurity, 2011 and 2017 35
13. Existing Climate Entities in Africa 37
14. Example of Kenya Climate Dashboard 39
LIST OF BOXES
1. USAID Digital Strategy 21
2. Stanford Seed Program 23
3. India’s Investments in Digital Skills 24
4. Microsoft-AfDB Coding for Employment Program 26
5. Harambee Youth Employment Accelerator 27
6. LinkedIn in Rwanda 27
7. Carnegie Mellon University’s Kigali Campus 28
8. Mohammed VI Polytechnic University 28
9. Comprehensive Africa Climate Change Initiative (CACCI) 32
10. Famine Early Warning Systems Network (FEWS NET) 35
11. South Africa’s National Adaptation Plan 35
12. IGAD Climate Prediction and Application Center (ICPAC) 36
13. Africa Center for Disease Control (Africa CDC) 38
4
EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
Africa is youthful, geographically vast, politically diverse, and culturally pluralistic—and it’s also rapidly changing. With
growing economies, evolving institutions, and greater interconnectedness both within the continent and globally, its
centrality to global peace, prosperity, and progress is well established. Success, however, is not inevitable. It will take
committed, enlightened leadership and strong partnerships for the continent to harness and realize its potential.
Among the various factors influencing the policy decisions and investment calculations of political, business, and civil
society leaders in Africa and the broader international community, five megatrends stand out as most critical to
determining the forward trajectory of development in Africa.
1. Rapid population growth, surpassing that of all other regions of the world, which will see Africa’s population reach 2.5
billion people by 2050, 40 percent of whom will be under the age of 18
2. Urbanization, with a tripling of the population living in cities by 2050, and an increase in the number of megacities on
the continent from 3 to 14
3. Climate change, where despite contributing less than 4 percent of global emissions, Africa is home to 16 of the
world’s 20 most climate-vulnerable countries
4. Disproportionate vulnerability to global health challenges, exacerbated by the coronavirus pandemic, which exposed
breaking points and weaknesses in health systems worldwide, with a major impact on African nations
5. Increasing political resolve to work together, as demonstrated by the historic passage of the African Continental Free
Trade Agreement (AfCFTA) and by continent-wide acceptance of the African Union’s Agenda 2063 as a blueprint for
the future
Addressing the implications of these megatrends will not be easy. Navigated adeptly, they
offer enormous opportunity to advance Africa’s economic and social progress. While
progress on governance is slowing and, in some parts, regressing, the economic outlook
remains promising. By 2030, Africa’s consumer spend could reach $2.5 trillion, cities
offer growing markets for talent and goods, trade precipitated by AfCFTA will
increase interconnectedness, and civil society will become increasingly powerful.
Contributions by the American people, through USAID and other institutions

that support international development, have been considerable in Africa. Through
flagship programs such as the President’s Emergency Plan for AIDS Relief (PEPFAR),
President’s Malaria Initiative (PMI), The Young African Leaders Initiative (YALI), Feed
the Future, Power Africa, and Prosper Africa, as well as national programs in health,
education, economic growth and trade, water and sanitation, and humanitarian
assistance, the United States has partnered with African governments and institutions
to boost quality of life for people across the continent.
Looking to the future, numerous opportunities are available to amplify and accelerate
economic progress, job creation, human capital development, and climate adaptation and
resilience. Concerted efforts by national governments, the private sector, civil society, and
development partners will help transition many African economies to middle-income status in
the coming decade.
This report, based on an in-depth analysis of the issues, as well as robust set of stakeholder
consultations, articulates two development concepts with game-changing potential
on the continent: Digital Skills Acceleration, and Climate Analytics and Planning.
These concepts emerged from a highly consultative approach, which started with more than
120 experts coming together to generate ideas and assess 30 seminal reports on African
development. Thirty-five concepts emerged from the initial exercise, which were refined to
13, based on an assessment of their impact, feasibility, and additionality. In workshops
involving African and United States government (USG) leaders and experts, the list was
further prioritized to two concepts that are believed to offer the most programmatic and
policy opportunity to drive transformational development in Africa over the next decade.
5
EXECUTIVE SUMMARY
TWO DEVELOPMENT
CONCEPT 1 CONCEPTS WITH GAME-
DIGITAL SKILLS CHANGING POTENTIAL
ACCELERATION ON THE CONTINENT
Predicated on Africa’s remarkable technological progress
and opportunities offered by an increasingly digital
world, this concept focuses on investing in digital skills to
advance Africa's growth and prosperity, by aligning the
constellation of African and American firms and
educational institutions.
The work of nurturing and developing a digitally 3. Higher education partnerships: Leverage partnerships
proficient and competitive workforce is paramount for with universities to provide world class, accredited
future progress. If its aspirations are realized, Africa’s offerings
young and rapidly growing workforce could not only
4. Targeted K-12 digital education: Invest in targeted K-12
fulfill the continent’s own demand for technology-
digital education, to provide a robust pipeline for the
oriented jobs, but also serve as a talent pool for the
longer-term
world and attract foreign investment. To achieve this, a
critical mass of training and technology investments Multiple pathways are available to deliver these
needs to take place, as a complement to broader interventions. USAID, in concert with other relevant USG
education initiatives. Moreover, these investments need entities, could convene partners to deliver new
to consider equity across and within African countries. comprehensive programs comprised of these
interventions, or it could coordinate across programs that
The digital ecosystem is comprised of three pillars, as
already exist for some of these interventions. Regardless,
defined by USAID: infrastructure, governance, and
co-creation is essential and will involve bringing together
economy. In Africa, each pillar offers great prospects:
African and US-based private enterprises, civil society, and
connectivity through infrastructure, enhanced inclusivity
government to ensure that solutions are context-specific
and openness through governance, and growth through
and have continuity. This concept is aligned with the
incentives for innovation, investment, and
African Union's Digital Transformation Strategy, that
entrepreneurship. The African Union’s Digital
"investing in the digital capabilities of citizens [...] offers the
Transformation Strategy highlights similar needs, trends,
most robust strategy for the future".
and perspectives.
Fundamental to all of these pillars is the human capital

element. Organizations such as Carnegie Mellon,
LinkedIn, and Google have been active in Africa, investing
CONCEPT 2
in skills development through the lens of creating jobs. A
dynamic and localized portfolio of these and other
CLIMATE ANALYTICS
efforts needs to be coordinated with a clear focus on AND PLANNING
generating availability of quality talent in areas with high
job-creation potential. To reduce the digital divide across Africa is disproportionately vulnerable to the impacts of
the continent and ensure inclusion of all peoples, climate change, and African leaders have expressed the
geographies, and communities, four promising areas of need for more evidence-based and pragmatic analyses
intervention have been identified in the shorter- to that can support their decision-making on adaptation and
longer-term: resilience. This concept focuses on unlocking the power
of data analytics to build a more climate-resilient Africa.
1. Vocational upskilling: Incorporate short-term, fast- 16 of the 20 most climate-vulnerable nations in the world
paced digital upskilling solutions to people's every day are in Africa, yet only 8 countries on the continent have
lives submitted national adaptation plans (NAPs). Decision-
2. Skills matching to jobs: Establish platforms to provide makers have articulated a need for support to understand
job-matching and career building services for digitally- risks, financing needs, and options and trade-offs for
skilled youth solutions—including for most vulnerable populations.
6
EXECUTIVE SUMMARY
Current bottlenecks for data-informed planning include Country-level activities are always required:
insufficient quality and granularity of climate data for the
– Provide technical assistance to national governments to
continent and limited capacity to analyze the data and
develop their national adaptation and transition plans,
translate insights to inform planning and decision-making.
based on global best practices, with a view toward scaling
Capacity building is paramount, given the relative
up across the continent. This would build upon USAID’s
nascent capacity of African nations—and in fact, most
Comprehensive Africa Climate Change Initiative (CACCI)
nations across the world—to develop strategic national
launched in November 2021, bringing in additional depth
plans, meet their commitments under the Paris
on data and analytics.
Agreement, access climate financing, and create new
jobs from the green transformation. – Build capacity at national and sub-national levels to
incorporate the outputs of climate analytics for more
Building upon previous successes in Africa, such as the evidence-based decision-making, including potential to
Famine Early Warning Systems Network (FEWS NET) reskill or upskill existing talent within government
and the Weather and Climate Information Services for
Africa (WISER), four areas of intervention have been Operationalizing this concept will require significant
identified across the climate action value chain: investment over time from both public and private sources
across these pathways. The aim is for African governments
1. Data: Improve continent-wide data-collection to have more ready access to the information and expertise
infrastructure, and support establishment of common required to enable their planning, design-making, and action
data platforms on climate adaptation and resilience.
2. Analytics: Build regional and national capacity for impact
analytics on national and cross-border climate issues
3. Planning: Support governments develop NAPs, net-zero
TAKING THE CONCEPTS FORWARD
transition , and green growth strategies to unlock
financing and jobs Both concepts respond to the interests of African nations
4. Decision-making: Enhance capacity of national and local and the United States’ priorities on the continent. Digital
governments to conduct and use advanced analytics for Skills Acceleration focuses on human capital, as a
decision-making and planning complement to the need for more digital infrastructure and
governance. It emphasizes the undeniable fact that long-
There are multiple pathways to implement these term progress rests on the capabilities of the African
interventions in an impactful and inclusive way across the people to take full advantage of the opportunities afforded
continent. These include establishing a new dedicated by digitalization. Climate Analytics and Planning confronts
pan-African organization, consolidating and expanding an the reality that, without a genuine and robust response to
existing pan-African or regional entity, or incorporating the existential risks of climate change, not only will there be
more Africa-focused climate data and technical major setbacks to the development progress that has been
assistance in existing global programs. One pathway may made over the past decades, but also the significant upside
lead to or complement another, and all of them involve for a green future will not be realized.
pooling climate datasets, analytics, and capacity for
planning and decision-making. An investment of USG resources in these two concepts
could be transformational for Africa's development,
Any of the above pathways require activities at the establishing an ambitious future for the continent,
continental or regional economic community level: supported and enabled by the United States. The
investment would underscore the vital importance of
– Drive a continent-wide effort to ease the collection, engagement between African nations and the United States
sharing, and management of climate data (e.g., common as a committed partner that enhances quality of life across
data platforms) Africa, while advancing the interests of global peace and
– Pool talent and expertise (e.g., data and climate security. Achieving these objectives will likely require
scientists) to perform analytics—pertaining to both adjustment in how budgets are developed, allocated, and
supranational and national issues—that would be made authorized, as well as in the ways of working on the part of
available to national and sub-national governments USAID and other relevant USG agencies. The return on
investment will prove well worth it.
7
APPROACH
APPROACH
The African continent is dynamic, The United States has an unwavering and longstanding
'' diverse, and full of potential...There are

so many important interests at stake in
Africa, from bolstering global security
to fostering shared prosperity. The
commitment to Africa, working across agencies to advance
development, peace, and prosperity. USAID is committed
to building on the strong foundations of the past and
engaging with African countries and partners to enhance
quality of life, stability and citizen-responsive governance.
United States must engage now and This report details two concepts that have
transformational potential for Africa’s development in the
build strong diplomatic and economic years and decades ahead. These concepts build upon the
partnerships with these nations. strengths of past programs and serve to deepen the US-
''
—Vice-President Kamala Harris, Remarks at Council
on Foreign Relations (August 21, 2019)
Africa partnership.
Figure 1: A rigorous, consultative approach was followed to reach the top two concepts.
1.
Brainstorming
Generated list
50+ INTERVIEWS of 35 ideas
with USG, USAID and African leaders and experts across themes
30+ DOCUMENTS REVIEWED

2.
Prioritization
Prioritized
13 FOCUS GROUPS 13 ideas
to pressure test ideas
3.
Convergence
WORKSHOP 1 Selected
26 participants 2 concepts
converged on
key topics
4.
Refinement
WORKSHOP 2
25 participants to
critique and refine
Concept 1 Concept 2
DIGITAL SKILLS CLIMATE ANALYTICS
ACCELERATION AND PLANNING 8
APPROACH
Reaching conclusions on two crucial concepts required an extensive and holistic ideation
and consultative process. The project used a “divergence and convergence approach” to gather
perspectives on development priorities in Africa, including:
A literature review of over 30+ key reports Figure 2: Stakeholders from a wide range of backgrounds
and publications on Africa. The first set of perspectives were engaged.
was generated by reviewing literature on emerging
trends, the Africa strategies of multiple development African political and
organizations, existing programs and initiatives business leaders
undertaken, and key speeches and reports by African
and US political leaders. Among many others, these
sources included African Union Agenda 2063,
Brookings Foresight Africa 2021, National Intelligence
USAID leaders and
Mission Directors
25 Senior leadership
from USG agencies
Council’s Global Trends 2040, and USAID Digital
Strategy.
35 120+ 27
A set of stakeholder consultations with experts Total
consultations
from a wide range of backgrounds. This panel
consisted of 25 African political and business leaders,
35 USAID leaders and Mission Directors, 27 senior
leaders from US government agencies, 10 experts from
multilateral development organizations, and 25
members of US and African civil society along with
10 25
other regional and policy experts.1 These engagements
were conducted through more than 120
Experts from Members of civil
interviews, 13 focus groups, and 2 workshops. The
multilateral society, and other
full list of individuals consulted is in Annex I. development regional and
organizations policy experts
The process started with blue-sky-thinking discussions A shortlist of 13 ideas emerged from this process and
regarding development priorities for potential US were then scrutinized in the first workshop.
engagement on the continent. These discussions
resulted in a long list of 35 ideas across sectors— The first workshop involved 26 participants, drawn from
notably, climate, digital, trade, private-sector interviewees and their teams. They reviewed each of
development, infrastructure, debt consolidation, health, the shortlisted concepts in detail. Input was collected
and education—as well as in many cross-sector through multiple mediums: pre-survey questionnaire,
functional areas. As the process advanced, the concepts breakout sessions, and in-workshop discussions. Two of
were prioritized based on an assessment of their the concepts— Digital Skills Acceleration, and Climate
potential to address strategic gaps, feasibility, and Analytics and Planning —were singled out as having the
impact potential. A total of 13 focus groups were highest potential because they offered the best
convened, bringing together African leaders, current programmatic and policy opportunity for US
USAID Mission Directors, and experts in climate, digital participation in driving transformational development in
resources, trade, and education in order to further Africa over the next decade.
pressure-test, prioritize, and refine concepts. For
example, one focus group—an in-person, all-female
Kenyan focus group—met to identify the ways in
which some promising concepts might be applied in
the East African context.
The panel includes both current and former USG and USAID officials 9
GUIDING PRINCIPLES
GUIDING Throughout stakeholder conversations, interlocutors pointed to lessons
learned from their own experiences leading development programs and
PRINCIPLES initiatives. Seven guiding principles emerged as fundamental to a successful US

approach in the region.
ENSURE THAT INCLUSIVE MAINTAIN FOCUS ON LOCALIZE

GROWTH AND JOB STABILITY AND GOOD ALL EFFORTS AND
CREATION ARE EMBEDDED GOVERNANCE TO DEVELOP SOLUTIONS
IN THE CONCEPTS SUPPORT EQUAL AND THAT ARE DEMAND-
SUSTAINED GROWTH DRIVEN BY AFRICANS
The continent’s unemployment rate THEMSELVES
is close to 23 percent; therefore, Fragility and instability within any
increased employment is key in country have repercussions that Bear in mind that each country in
furthering self-sufficiency and reach far beyond its own citizens. Africa has its own unique context,
prosperity. The continent also The impact extends to opportunities, and challenges. At all
experiences widespread inequality, as neighboring countries, other times, Africans should take the lead
it is home to seven of the world’s regions, and the broader in finding and implementing the
ten most unequal countries. This international community. solutions.
must be considered when action
plans are drawn..2
PRIORITIZE MOBILIZE A PARTNER WITH BUILD ON AFRICA’S

CONCEPTS BASED COORDINATED REGIONAL BODIES VIBRANT
ON USG’S INTER-AGENCY TO STRENGTHEN ECONOMIC,
DIFFERENTIATED EFFORT FOR THE REGIONAL CULTURAL, AND
VALUE ADD AND GREATER VOICE AND HISTORIC
COMPARATIVE IMPACT AND SECURE BUY-I
-IN PLURALISM
ADVANTAGE.. CONTINUITY
The existing regional With more than 3,000
The USG, in its commitment One of strengths of the bodies are invaluable ethnic groups and 2,100
to a long-standing United States is a economic and political languages, Africa abounds in
relationship with Africa, broad network of entities. There is an diversity. This pluralism
should bring the best of its world-class opportunity to strengthen needs to be top of mind
institutional capacity, thought governmental agencies. the work done by these and embedded when
leadership, private sector To maximize impact bodies, and to join them thinking about
partnerships, and resources and continuity, it is in regional partnerships transformational
to the table. crucial to maintain that allow for more development on the
alignment and sustained impact. continent.
coordination between
these agencies.
2
”GINI Index (World Bank Estimate),” World Bank Development Research Group, Accessed January 2022. 10
MEGATRENDS
MEGATRENDS TO SHAPE EMBRACING
DIVERSIY,
THE AFRICAN CENTURY EQUITY, AND

INCLUSION
I believe Africa will shape the future and not just the IMPROVING GOVERNANCE
AND ACCOUNTABILITY
future of the African people but of the world.
—Secretary of State Anthony Blinken, The United
States and Africa: Building a 21st Century Partnership
(November 19, 2021)
SIGNIFICANT AND
INCREASING
Africa is experiencing unprecedented change. It has URBANIZATION
emerged as a major presence on the world’s economic
and political stage. Its nations include six of the ten fastest
growing economies in the world.3 By 2050, Africa will be
home to one quarter of the world’s population.4 There CHANGING
are several megatrends shaping the continent’s socio- ENVIRONMENT
economic and political landscape. BORNE BY CLIMATE
CHANGE
ACCELERATING
INTER-CONTINENTAL
TRADE
Figure 3:
Africa has been
FAST GROWING
MARKETS AND experiencing
INCREASINGLY ECONOMIES rapid change in
YOUTHFUL RAPIDLY DEVELOPING recent decades.
DEMOGRAPHICS MODERN
INFRASTRUCTURE
Three trends in 1 GROWING YOUTH POPULATION

particular will
Africa’s population is expected to double by
drive Africa’s
future: bulging
youth
lli1D
2x 2050—reaching a formidable 2.5 billion people
—with 40% being under the age of 18.6
demographics, 2 URBANIZATION
urbanization, and
The urban population is expected
climate change.5
These megatrends present
3x to triple during that time
serious challenges, but they

also open remarkable 3 CLIMATE CHANGE
opportunities that could
serve as an engine of growth
for the region as a whole.
16/20
of the most climate-vulnerable
countries are in Africa.7
3
NASDAQ, The Five Fastest Growing Economies In The World, 2020.
4
World Bank Database, World’s population will continue to grow and will reach nearly 10 billion by 2050, 2019.
5
Arguably, a fourth megatrend is influencing events too: the pandemic. It has already led to a 2.1% economic
contraction in the continent.
6 World Economic Forum, The children’s continent: keeping up with Africa's growth, 2020.
7 "ND-GAIN Country Index," Notre Dame Global Adaptation Initiative, Accessed December 2021. 11
MEGATRENDS
SHIFTING DEMOGRAPHICS BY 2050, AFRICA'S
AND THE GROWING YOUTH POPULATION
POPULATION WILL REACH
2.5B
'' When we talk about that future,
we speak about you—about the
nearly 800 million young people
who make up the vast majority of
40%
UNDER 18
YEARS OLD
Africa’s population and will ensure
it is the world’s youngest continent
for decades to come.
''
The agriculture, forestry and fisheries sector grew
– Samantha Power, USAID Administrator, Remarks at the Yali
10% in 2021, to reach $337 billion, and is projected
Mandela Washington Fellowship Summit, (August 21, 2021) to grow a further 45% over the next five years. Such
growth will help localize critical food value chains and
If the current growth rate continues, Africa’s population will increase regional trade. The growth potential is
likely double by 2050, and will then account for 25 percent of promising, as the export of African-made, value-
the global workforce.8 The continent’s population will number added goods is much higher in regional markets than
2.5 billion, and 40 percent of those people—1 billion people externally. One particularly important development is
overall—will be under the age of 18. If harnessed correctly, the that of digital skills in agriculture. For example, Kenya
increase in working-age population should create a virtuous already has 2.1 million digitally skilled agricultural
cycle of increased employment, sustained economic growth, workers, but by 2030, the demand will likely triple to
and rising prosperity. At the same time, it will put pressure on about 6.5 million.13
governments to produce a corresponding expansion in
provision of education, social services, and employment; and The ICT sector is currently Africa’s third-fastest growing
that challenge could be met with the help of technology and sector, with an expected five-year growth rate of 47%.14 It
digitalization. offers a pathway toward higher-value employment and
productivity, which are critical for entrepreneurship and
As the demographics shift, so too will the need for investments
growth.
in human capital. Educating an additional 150 million young
people, for instance, will require 17 million additional teachers.9
And these teachers will need to be trained to equip students
with the right skills for entering the job market. E-learning is a As African governments strive to meet the service needs of
likely amplifier, but it will require massive increases in internet growing populations, the power of local innovation is
access and ICT devices. Currently, only 18 percent of students becoming more and more apparent. For instance, during
in sub-Saharan Africa have the requisite level of connectivity.10 the 2014 Ebola crisis, the mobile platform mHero was
developed to disseminate life-saving information across
To sustain or enhance the current growth in many African West Africa, and to streamline payment to frontline
markets, the best investment is a skilled workforce, equipped workers. Similarly, eNutrition was developed in Tanzania to
to lead and participate in high-growth sectors. Currently, some reduce clinic visits and tailor treatment for children with
18 million young people are entering the African workforce malnutrition. More recently, the COVID-19 pandemic has
each year, and there is abundant opportunity to channel them pushed many governments to enhance digitalized service
into the most important sectors of the global economy to delivery in order to achieve efficiency and scale. There is
promote sustainable economic growth—those that address huge potential for broader digitalization of state services
the continent’s most pressing food, energy, and healthcare and product delivery. Countries such as South Africa and
needs.11 Africa’s agriculture, ICT, pharmaceuticals, and health Rwanda have been using online portals to facilitate the
services, among others have the potential to turbo-charge registration process for COVID vaccines and to manage
growth in the region.12 vaccination-site allocation. Governments can further
leverage technology post-COVID to ensure essential
services for a rapidly expanding population.
8
National Intelligence Council, "Global Trends 2040: A More Contested World," March 2021.
9
Mariama Sow, “Figures of the Week: Africa’s Growing Youth Population and Human Capital Investments,” Africa in Focus, Brookings, September 2018.
10
UNESCO, Startling digital divides in distance learning emerge, 2020.
11
International Monetary Fund, "Navigating Headwinds," Regional Economic Outlook, Sub-Saharan Africa, April 2015.
12
14
Oxford Economics, Africa Macro Service, 2021.
MEGATRENDS
URBANIZATION AND THE GROWTH OF MEGACITIES
Urbanization calls for governments to re-evaluate urban

and rural workforce development; it could open up new
Helping Africa capitalize on employment opportunities and redirect citizens toward
them. African governments have the opportunity to
the opportunities and manage develop rural economies and slow rural-urban migration
the challenges of a burgeoning through investments in climate-resilient and regenerative
population is in our shared interest. agriculture practices. Currently, 70 percent of Africa’s
economy is derived from agriculture.21 And as people
Africa will have the most youthful move into cities, subsistence agriculture will become less
population and workforce at a time common. But the societal transition from agrarian to urban
will require committed investments in infrastructure in
when other countries will face aging support of jobs, goods, and services. Sustainable cities rely
populations and shrinking labor heavily, for example, on food-distribution chains to
pools. This provides opportunities for transport food to households. Similarly, multimillion-
resident cities exhibiting high levels of industrialization will
American businesses to access new require strong power grids capable of growing in lockstep
markets and consumers, including with the cities’ populations. One way of achieving that
would be trade harmonization within the power sector,
in Africa’s growing cities.
''
– President Joe Biden, Council for Foreign Relations
Interview (August 1, 2019)
Africa is experiencing the fastest urban growth in the world.

whereby countries could sell their excess power supply to
neighboring countries.
2050 Megacities
Casablanca
Cairo
Alexandria
As the continent’s population doubles between now and
2050, two-thirds of the increase will be absorbed by urban Ouagadougou
areas. In other words, during the next 30 years, African cities Bamako Niamey
will become home to an additional 1 billion people.15 By Dakar
Abuja
2050, Africa’s megacities are expected to increase from 3 to Conakry Addis Ababa
Yaoundé Kampala
14.16 This urban transition offers immense opportunities to Abidjan Lagos
develop new social, economic, environmental, and political Kumasi Nairobi
Accra Douala
models to shape an inclusive African urban future.
Brazzaville Dar es Salaam
Kinshasa Lusaka
One such opportunity is for governments to develop Luanda
climate-smart urban planning and infrastructure. These
investments will enable cities to deliver basic services Antananarivo
through digital and in-person platforms, meet growing Matola
energy needs, and reduce more effectively the risk of
Johannesburg
increased unemployment and disaffection.
Cape Town
Urbanization will increase the proportion of middle-class
citizens—who with their higher spending power will result in a
Population Size (million)
boost to the consumer markets. 18 By 2030, Africa’s
consumer spend will likely hit $2.5 trillion.19 The continent’s
1 5 10 15 20
collective GDP is expected to quadruple by 2050.20 As
Africa becomes a larger market for the consumption of
goods, private-sector scaling and specialization will likely
increase productivity to meet demand more accurately Figure 4: By 2050, Africa’s megacities are projected to
across sectors. increase from 3 to 14.17
15
Statista, Forecast of The Total Population of Africa from 2020 To 2050, 2021.
16
International Labour Organization, "Social Finance and Impact Insurance Annual Report 2017," 2018.
17
Ibid.
28
UNECA, "Urbanization and Industrialization for Africa’s Transformation" 2017.
19
Brookings Institute, Africa's consumer market potential: Trends, drivers, opportunities, and strategies, 2018.
13
20
African Development Bank, "Africa in 50 Years’ Time: The Road Towards Inclusive Growth," September 2011.
21
Mamadou Biteye, "70% of Africans Make a Living Through Agriculture, and Technology Could Transform Their World," WEF, May 2016.
MEGATRENDS
The fast-paced urbanization of Africa has attracted
22%
substantial foreign investment. In 2019, the region
received $45 billion in foreign direct investment (FDI).22
After France, China is the largest contributor of greenfield
investment in Africa, contributing 13 percent of the
inflows (see Figure 5).23 China’s foreign investment has OF AFRICA’S
focused on physical infrastructure, in particular on WORKING-AGE
transport systems across the continent. Russia has also POPULATION ARE
made investments in natural resources—metals, oil, and STARTING NEW
gas—and nuclear energy. Similarly, the United States has ENTERPRISES
been increasing its investments across Africa: In 2020, for
example, the US International Development Finance
Corporation (DFC) invested 25 percent of its total
portfolio across the continent.24
Urbanization can benefit countries hugely. It can enable

entrepreneurial growth, generate competitive clusters, create
new markets, increase productivity through enhanced
resource sharing, strengthen secondary cities, and encourage
gender parity. Africa has a vibrant entrepreneurial ecosystem.
According to the African Development Bank, 22 percent of
Africa’s working-age population is starting a new enterprise,
compared with 13 percent in Asia and 18 percent in Latin
America.25 African women are twice as likely to start a
business as women in other regions. New firms are
concentrated in the service sectors, such as hospitality and
manufacturing. The majority of Africa’s formal-economy jobs
are provided by companies with fewer than 20 employees.26
To optimize the continent’s economic progress, such
companies will ideally scale up and specialize in order to
increase their productivity, reach, and workforce. African
firms’ expansion into new markets could be enabled by
development of a digitally literate and digitally skilled
workforce..
Figure 5: Top greenfield investors in African nations in 2020.

Greenÿeld investment (US$ Billions)
4.9 3.9 3.2 2.8 2.3 1.5 1.5 1.4
France China United Kingdom South Africa United States UAE Italy Germany
22
United Nations Conference on Trade and Development, World Investment Report 2020.
23
fDi Intelligence tool, Financial Times.
24
25
Martin Menski and Suzanne Perry, “US Government Agencies Focus on Africa,” Africa Focus: Autumn 2021, White & Case, November 2021
African Development Bank, "African Economic Outlook 2017: Entrepreneurship and Industrialisation," 2017.
26
Organisation for Economic Co-operation and Development, https://www.oecd.org/cfe/smes/2090740.pdf. 14
MEGATRENDS
CLIMATE CHANGE
As climate change intensifies, Africa becomes
increasingly vulnerable to its adverse effects, despite
contributing only 4 percent of the global emissions.27
Temperature increases are expected to be 1.5 times
greater there than in the rest of the world.28 The
effects of sea-level rise will likewise exceed those of
the global average—and so will the retreat rates for The science is clear: The sponge that
mountain glaciers. In fact, if current trends continue,
Africa will experience total deglaciation before cushions and sustains us—our
2050.29 environment—is already saturated with
Mitigating climate change is an expensive endeavor, carbon. If we don't limit global warming
but at the same time, building the new climate to two degrees or less, we are doomed to
economy could lead to new jobs and economic
growth in African nations. The mitigation a period of unprecedented instability,
opportunities include moving toward significantly insecurity, and loss of species.
more renewable energy and off-grid networks and
increasing carbon-sequestration activities.
- Archbishop Desmond Tutu, The Guardian (September 20, 2014)
TEMPERATURE These, along with improved analytical and planning capacity

EXPECTED to guide mitigation and transition efforts, could help unlock
TO RISE
FASTER 1.5x climate financing. Analytics could also be leveraged to
develop NAPs, which in turn will drive investments in other
areas—for instance, to improve sustainable food and land-
use practices and build more climate-resilient infrastructure.
TOTAL
DEGLACIATION When it comes to sourcing power, Africa faces a double
2050
BY challenge: the cost of electricity remains very high relative to
average incomes, and access remains patchy, as more than
600 million people in Africa still lack access to electricity.
According to some estimates, there is a $24 billion market
100M per year for off-grid solar systems.30 To meet this twin
challenge, the continent can tap into its abundance of solar,
wind, and geothermal resources. Various international
PEOPLE FACING programs are contributing to this endeavor, notably the
CATASTROPHIC LEVELS USG’s Power Africa program. Since 2013, Power Africa has
provided electricity to 88 million Africans across 40
OF FOOD INSECURITY IN
countries.31 Electricity has been particularly in demand during
2020 the COVID-19 pandemic; and Power Africa has facilitated
the inflow of $2.6 million to off-grid solar companies,
ONLY 3.8%
OF GLOBAL CLIMATE-
providing electricity to 275 health facilities.
Similarly, other development organizations have had

CHANGE FUNDING IS standout successes in connecting Africa to reliable power.
SPENT ON AFRICA The Lighting Africa program, led by the World Bank, has
already connected 32 million Africans to energy sources,
often through off-grid products that charge with batteries at
home.
27 Africa NDC Hub, “Africa’s NDC Journey and the Imperative for Climate Finance Innovation," November 2021.
28 The Intergovernmental Panel on Climate Change, "Sixth Assessment Report," 2021.
29
World Meteorological Organization, “State of the Climate in Africa 2020,” WMO No. 1275 (2021).
30
Ibid.
31
USAID, “Power Africa 2020 Annual Report,” March 2021.
15
MEGATRENDS
Alongside these international programs, African countries This green transition could also create millions of jobs.
have set up initiatives of their own. Morocco has built the According to estimates from the Food and Land Use
world’s largest concentrated solar facility to help achieve Coalition, the rise of sustainable food and land-use
the country’s goal of 52 percent renewable energy by systems in sub-Saharan Africa could generate 40 million
2030.32 South Africa has its own Renewable Energy new high-quality jobs across Africa and raise rural incomes
Independent Power Producer Procurement (REIPPP by 3 percent by 2030.34
program, and has enabled solar power and wind power
to become price-competitive with energy from new Creating these green jobs will be much easier with the
coal-fired power stations. Solar-power prices as low as help of suitable investments, and attracting these
$0.05/kilowatt-hour have been recorded. investments will require improved climate-adaptation
planning. The power of such planning was showcased by
Climate change has major implications beyond the energy South Africa during COP26. Prior to 2019, a mere 3.8
sector. It offers new business opportunities in sustainable percent of global climate-change research funding was
food and land use across sub-Saharan Africa. These spent on Africa-related issues.35 But South Africa, by
include opportunities that could realize as much as $320 identifying appropriate investments, has recently managed
billion a year by 2030:33 to mobilize $8.5 billion to support its transition toward a
greener economy.36
Such financial flows should be aimed largely at upgrading

climate-relevant infrastructure. A study by the World
$
120B
Bank found that every dollar invested in resilient
infrastructure provides $4 worth of benefits, and that
such investments would prove beneficial in 96 percent of
IN FOREST the scenarios exploring possible future socioeconomic and
ECOSYSTEM climate trends.37 For African countries, the economic
SERVICES losses incurred by adverse climate events more than
(e.g., sustainable forestry management doubled (to $12.5 billion) in the last decade.38 With the
and payment mechanisms) and appropriate new investments, those countries could
restoration of degraded land (e.g., increasingly redirect funds toward adaptation and
regenerative agriculture practices) resilience rather than emergency response.
Finally, carbon sequestration—a promising method of

funding sustainable development through financial inflows
$
100B
IN INCREASED
—is particularly well-suited to Africa, with its vast forests
and coastlines. Recent estimates suggest that intact
tropical Montane forests in Africa store about 1.7 times as
much carbon per hectare as does the Amazon
AGRICULTURAL rainforest.39 So far, African countries have claimed an
YIELDS unduly small share of the global carbon trade, but with the
through technological right governance, committed leadership, and strong
innovation partnerships, they could soon benefit more fully from this
high-value market.40
32
Climate Investment Funds, “Solar Plant the Size of San Francisco Powers Mo-
rocco’s Sunlit Ambitions,” Climate Home News, January 2019.
33
Food and Land Use Coalition, “People, Health and Nature: A Sub-Saharan
African Transformation Agenda,” September 2019.
$
100B
34
Ibid.
35
Norwegian Institute of International Affairs, ”Funding flows for climate change
research on Africa,” January 2021.
36
UK COP 26, ”Political declaration on the just energy transition in South
IN SUPPLY CHAIN Africa,” November 2021.
EFFICIENCY 37
Stéphane Hallegatte, Jun Rentschler, and Julie Rozenberg, “Lifelines: The Resil-
IMPROVEMENTS ient Infrastrcture Opportunity,” Sustainable Infrastructure Series, World Bank,
2019.
2019.
and enhanced
38
World Meteorological Organization, “Atlas of Mortality and Economic Losses
from Weather, Climate and Water Extremes (1970–2019),” 2021.
value-adding capacity 39
Aida Cuni-Sanchez, Martin J P Sullivan, and Philip J Platts, “High Aboveground
Carbon Stock of African Tropical Montane Forests,” Nature 596 (2021):
536–542.
40
Rohit Jindal, Brent Swallow, and John Kerr, “Forestry-Based Carbon Sequestra-
tion Projects in Africa: Potential Benefits and Challenges,” Natural Resources 16
Forum 32, no. 2 (2008): 116–130.
TWO KEY CONCEPTS UNDERLYING
TRANSFORMATIONAL
DEVELOPMENT PROGRAMS
I am convinced that, with leadership by African governments and strong support
from their partners and young people, the Decade of Action can deliver major
improvements in peace and prosperity across the continent.
- Amina Mohammed, United Nations Deputy Secretary General, Remarks at
the sixth session of the Africa Regional Forum on Sustainable Development,
(February 25, 2020)
As Africa’s youth population burgeons, its

countries continue to urbanize, and its
people increasingly feel the impact of
climate change, development programs of
the future must be consider and address
these changing realities. The two concepts
CONCEPT 1 — Digital Skills Acceleration, and
Climate Analytics and Planning—
DIGITAL SKILLS that have emerged through an extensive
ACCELERATION and thorough assessment process are
believed to offer the potential for
transformational impact in the years and
decades to come. They should guide the
design of future programs, when existing
programs need to be refreshed or
complemented. It is for these two concepts
that US comparative advantage is thought
to be greatest, while also being especially
CONCEPT 2 relevant to Africa’s development.
CLIMATE ANALYTICS
AND PLANNING
17
DIGITAL SKILLS ACCELERATION
The Opportunity: Investing in 4.1 Case for Change

digital skills to advance Africa’s Africa’s digital and technology sectors have grown
growth and prosperity dramatically over the last decade. Sub-Saharan Africa’s
internet penetration has grown tenfold since 2010,
This section aims to provide a comprehensive discussion compared with a three-fold increase globally.41 This rapid
of this concept. It begins with the case for change and growth is expected to continue, propelled by the
defines the opportunity that digital skills acceleration continent’s vibrant innovation ecosystem. Africa is home
provides on the continent (Section 4.1). It then presents a to more than 600 technology hubs, with a third of them
robust discussion of potential areas for intervention based emerging very recently.42 Investment in technology start-
on a detailed literature review and more than 110 ups is booming across these hubs, totalling $701.5 million
accompanying interviews (4.2). It then describes the main in 2020, compared with $491.6 million in 2019.43
pathways through which these areas for intervention can According to projections, Africa’s internet economy will
be tackled (4.3). Finally, it discusses areas for further reach $180 billion by 2025, and $712 billion by 2050.44
exploration (4.4). COVID-19 has accelerated existing digitalization trends
significantly, thereby increasing the demand for digital
Figure 6: Over 500+ tech hubs on the continent, with skills. Many governments digitalized basic services to make
large hubs in Egypt, Kenya, Nigeria, and South Africa. them safer and more efficient during the COVID-19
pandemic. For example, the Togolese government
leveraged digital technologies to send cash transfers to
600,000 residents through their mobile phones, and
enabled citizens to register for COVID vaccines through
SMS.45 The Central Bank of Kenya increased the
country’s adoption of mobile financial services by
eliminating mobile transaction fees to encourage greater
-~---•
Tech hubs
, .
adoption of contactless transactions. Other changes
driven by pandemic restrictions are also likely to continue
to accelerate the adoption of mobile services. For
example, the global telemedicine market is expected to
grow 18.5 percent annually between 2021 and 2027.46
Owing to many of these pandemic-era measures and
0 50+ changes, the number of Africans subscribed to mobile
••
•
20+ hubs
15-20
10-15
l, ;
services increased by 20 million during the first year of
the COVID-19 pandemic.47
The adoption of digital skills will almost certainly continue

accelerating throughout Africa, with the service sector
Source: Fraym, DHS, World Bank,
AfriLabs, Briter Bridges, GSMA. showing the greatest demand for these skills, and currently
2018 and 2019. having the highest rate of digital adoption (e.g., online
banking and business processing outsourcing). Digital
services are expected to account for 40–65 percent of all
services by 2030, driven by growing digital hubs, the
adoption of ICT in education and healthcare, the expansion
of e-commerce, and innovation in online communication.48
41
Marielle Harris, “Digital Africa: Leveling Up Through Governance and Trade,” CSIS, June 2021.
42
World Bank, “Tech Hubs in Africa,” Accessed December 2021. 43
Disrupt Africa, “African Tech Startups Funding Report 2020,” January 2021.
44
IFC, “e-Conomy Africa 2020: Africa’s $180 Billion Internet Economy Future,” 2021.
45
Africa Business Communities, “Togolese government launches AI program Novissi to identify people in need,” March 2021.
46
UniDatos Market Insights, “Telemedicine Market to Reach US$202.8 Billion by 2027 Globally: CAGR 18.5%,” Bloomberg, May 2021.
18
Digital skills are becoming indispensable—especially

foundational digital skills such as web searches and
mobile communication, which are projected to account
for 70 percent of the total digital-skills demand in Africa
by 2030.49
Despite recent growth in adoption, 87 percent of

African business leaders still identify digital skills as a
priority area in need of further investment.50 There are
significant gaps in both foundational and intermediate
skills across the continent. African countries score
between 1.8 and 5 on the Digital Skills Gap Index, far
below the global average of 6.51 Of the world’s 20
countries with the weakest digital skills, 12 are in Africa.
Even those African countries that are further along in
their development journey, digital skills are lagging behind
(e.g., digital-skills capacity in Nigeria and Kenya is still only
80 percent of the world average).52
Currently, only 11 percent of Africa’s tertiary education

graduates are formally trained in ICT. To meet the
continent’s growing demand for digital jobs, 650 million
workers will need to be trained or retrained in digital skills
by 2030.53 This highlights a key opportunity to invest in
building digital skills in line with labor market needs. The
African Union (AU) has recognized the importance of this
human capital investment: In February 2020, the AU
adopted the Digital Transformation Strategy for Africa,
87
which seeks to harness digital technologies and innovation
% to transform Africa’s economies, generate inclusive
economic growth, and stimulate job creation.
OF AFRICAN BUSINESS
LEADERS IDENTIFY
DIGITAL SKILLS AS A
PRIORITY AREA
FOUNDATIONAL INTERMEDIATE
DIGITAL SKILLS NON-ICT SKILLS
Web Research Basic Spreadsheets
Emails Digital Marketing
E-learning
INTERMEDIATE ADVANCED AND HIGHLY

TYPES OF ICT SKILLS SPECIALIZED SKILLS
DIGITAL SKILLS Coding AI and Machine Learning
EXAMPLES Use of Design Software Big Data Analytics
Digital Manufacturing
Computer Programming
49 Ibid.
50
Dion Shango, “Why the Skills Gap Remains Wider in Africa,” WEF, September 2019.
51
International Bank for Reconstruction and Development and The World Bank, “The Future of Work in Africa: Harnessing the Potential of Digital Technologies for All,” Africa
Development Forum, 2020.
52
IFC and the World Bank, "Demand for Digital Skills in Sub-Saharan Africa," 2021. 19
53
World Economic Forum, “The Future of Jobs and Skills in Africa: Preparing the Region for the Fourth Industrial Revolution,” May 2017.
Digital skills development is a pathway to providing employment for more
than 100 million young people expected to enter the job market. As Africa’s
population booms over the next decade, the number of young job seekers
'' Investing in digital

capabilities of citizens
underpinned by both
technological and
on the continent will rise by more than 100 million.54 One promising
opportunity is the simultaneous global surge in demand for technology-
oriented jobs: According to Microsoft estimates, an extra 149 million such
jobs will become available by 2025 in key areas such as food and agriculture,
healthcare, and the automotive industry.55 Of these new jobs, a few roles will
be in particularly high demand: data scientists, artificial intelligence (AI) and
machine learning specialists, digital marketers, and process automation
human capacity offers specialists. Ideally, Africa’s expanding young workforce will help fulfill this
the most robust global demand, and thus keep unemployment in Africa at bay.
strategy for the future.
– African Union, The Digital Transformation
''
Strategy for Africa (2020-2030), (May 18, 2020)
There is significant momentum and interest from national governments, the
private sector, and development organizations to invest in digital efforts
across the continent. Most African governments have published national
digital strategies and agendas to plan their digital futures (e.g., Kenya’s Digital
Economy Blueprint, Egypt’s National Artificial Intelligence Strategy, and the
Digital Mauritius 2030 Strategic Plan). These national plans lay the strategic
groundwork for embracing the digital ecosystem, as they are tailored to each
country’s specific conditions. For example, following the success of the
mobile platform mPesa in Kenya, the country’s Digital Economy Blueprint
began detailing other potentially disruptive technologies that could take
advantage of mobile services.
In the multilateral space, the World Bank Group established

the Digital Economy Initiative for Africa (DE4A), aiming at
AN EXTRA
getting every African resident, business, and government
149 MILLION
NEW TECHNOLOGY-
digitally enabled by 2030. This initiative supports the African
Union’s 2020–2030 Digital Transformation Strategy, which
contributes to the vision of Agenda 2063. The DE4A
ORIENTATED JOBS WILL recognizes the potential innovation and digitalization have
BECOME AVAILABLE BY for stimulating job creation, addressing poverty, reducing
inequality, and facilitating the delivery of essential goods and
2025, services.
IN KEY AREAS SUCH AS US organizations too have been active in enabling digital
FOOD AND AGRICULTURE, transformation in Africa. USTDA’s Access Africa program
HEALTHCARE, AND THE works with US companies such as Citi, Cisco, and IBM to
AUTOMOTIVE INDUSTRY. increase connectivity and enable digitalization in African
countries. In parallel, other US technology companies are
independently helping to develop the continent’s digital
ecosystem. Google, for example, recently announced a $1
billion investment in enhancing connectivity and access on
the continent.56
54 African Development Bank, African Economic Outlook 2021: From debt resolution to growth.
55 Brad Smith, “Microsoft Launches Initiative to Help 25 Million People Worldwide Acquire the Digital Skills Needed in a COVID-19 Economy,” Microsoft,
June 2020. 20
56 Sundar Pichai, “Our $1 Billion Investment in Africa’s Digital Transformation,” Google, October 2021.
-

BOX 1
USAID digital strategy covers three pillars of the digital ecosystem

US involvement in Africa’s digital transformation is partly Each pillar supports various key topics. By emphasizing
reflected in USAID’s recently published multi-year digital each of these elements, the various governments, private-
strategy, which includes the importance of digital skills as sector participants, and development organizations can
a core component. The document presents the strategic better understand the areas of opportunity within each
framework of the digital ecosystem as based on three country. This framework can be applied to the African
pillars: Digital Infrastructure and Adoption; Digital Society, context to enable leaders to seize key opportunities when
Rights, and Governance; and the Digital Economy. advancing development of the continent’s digital
ecosystem, as described below.
Figure 7: The USAID digital ecosystem is based on three pillars

Internet
Governance
Civil Society
Digital Repression and Media
Digital Rights Digital Government

DIGITAL SOCIETY,
RIGHTS, AND
GOVERNANCE
Connectivity Digital Talent Pool

r
DIGITAL
Security,
Interoperability,
ECOSYSTEM Tech Startup
Competitiveness Environment
DIGITAL DIGITAL
INFRASTRUCTURE l ECONOMY
AND ADOPTION
Affordability Digital Trade
E-commerce
Digital Literacy
Digital Divides Digital Financial Services
57
USAID, “Digital Strategy 2020–2024,” August 2021. 21
PILLAR 1: PILLAR 3:
Digital Infrastructure and Adoption The Digital Economy
This pillar is concerned with infrastructural connectivity and A digital economy capitalizes on opportunities created by
affordability, cyber-security, and digital literacy—elements physical infrastructure and the accompanying regulatory
needed for unlocking the potential of the digital ecosystem. environment. It includes technology start-ups, e-commerce
Africa is significantly behind the rest of the world in this organizations, digital trade forums, and the digital talent
area. Only 30 percent of Africans have access to the pool more broadly. African countries have begun
internet; and in some countries, it’s only 5 percent. Recent innovating within this space. As mentioned, there are
investment in Africa’s infrastructure is improving, but already more than 600 digital hubs on the continent. Since
significant gaps persist. Connectivity-focused investment has 2015, the number of Africa-initiated start-ups has
been driven mainly by local private-sector organizations increased by 46 percent, compared with a global average
within the cell phone industry. For example, in 2020, the of 38 percent.61 Digital payment systems such as mPesa
telecommunications giant Orange announced plans for the have helped connect 15 million Kenyans to the formal
first pan-African fiber optic network in West Africa; and in banking system.62 According to UNCTAD, the number of
2021, the CDC Group committed $50 million to African online shoppers has increased by 18 percent
connectivity in remote areas of sub-Saharan Africa. annually since 2014, as compared with 12 percent globally.
Inevitably, perhaps, one concomitant effect has been a The digital economy has huge potential in Africa—
sharp rise in cyberattacks on the continent in recent years. potential for innovation and for addressing some of the
South Africa, Kenya, Egypt, Nigeria, Rwanda, and Ethiopia continent’s crucial development challenges. That potential
experienced about two million phishing attempts in 2020. can only be realized if Africa’s digital talent pool continues
Accordingly, many African governments have enacted to develop, along with legal frameworks, to the point
national initiatives to combat cybersecurity threats. As for where workers are protected by social safety nets. This
digital literacy, while there are existing programs across will empower them to lead and shape the local digital
Africa, they tend to be fragmented and lack continuity and ecosystem.
scale—further investment in this area is indicated.
PILLAR 2:
Digital Society, Rights, and Governance
This pillar is concerned with protecting digital rights,
practicing good internet governance, and exploring e-
governance. Owing to ever-changing technical and internet
advances, policymakers without a strong understanding of
technology have struggled to develop consistent principles
of online governance. True enough, there are existing Digital ecosystems—the stakeholders,
groups, such as the African Digital Rights Network, that
are mobilizing to create online democratic spaces with
systems, and enabling environments
rights to privacy and freedom of speech. However, at that together empower people and
the state level, such efforts remain sparse and communities to use digital technology
uncoordinated—very few African countries have
formalized policies for digital rights and governance. to gain access to services, engage
Internet blackouts have been increasing, and so too with each other, or pursue economic
have social media bans during times of civil unrest. Digital
technologies are increasingly used to attack civil society
opportunities— hold immense
groups.60 And unfortunately, the digital divide poses a potential to help people live freer,
further obstacle to equal digital rights. Vulnerable groups— healthier, more prosperous lives.
women, ethnic minorities, young people, and rural
communities—are often excluded from the digital – USAID Digital Strategy (August 16, 2021)
economy due to limited access and technical skills.
58
World Bank, "Individuals using the internet (% of population)", Accessed January 2022.
59
Kaspersky Cyber Security, African Cyberthreat Assessment Report, 2021.
60
Tony Roberts, “Digital Rights in Closing Civic Space: Lessons from Ten African Countries“
February 2021.
61
Partech Partners, “2020 Africa Tech Venture Capital Report,“ Accessed December 2021.
62
African Economic Research Consortium, A Digital Financial Services Revolution in Kenya:
The M-Pesa Case Study, 2021.
21
22
The United States is uniquely positioned to bring its world- As Africa moves toward digitalization, it is crucial that
class technology and educational institutions to advance inclusive growth is encouraged across the continent in order
digital skills in Africa. By leveraging its institutions to drive to avert the risks of digital authoritarianism and increased
skills attainment in Africa, the United States can increase inequality. On average, internet penetration in Africa is
employment, catalyze innovation, and empower young about 30 percent, but between countries, it ranges from 85
Africans. Many US universities have strong ties with African percent down to just 5 percent.63 While countries such as
countries—via satellite campuses and alumni networks, for Kenya, South Africa, and Nigeria have high levels of internet
instance—that can facilitate this advancement. For and mobile access, others may lag far behind. The rapid shift
example, Stanford University is developing toward a digital economy could reinforce existing societal
entrepreneurship skills in Africa through its Stanford Seed inequalities, both within and between countries. One of the
program, providing an excellent model for how US greatest challenges to digital growth is last-mile connectivity
universities can contribute to digital skills development in in rural areas, where only 10 percent of households on
Africa. average are connected to the internet.64 Another challenge
is that of gender disparity. Among African women, the
overall rate of digital literacy is disproportionately low:
African men are 1.5 more likely than women to be online.65
-
This gender disparity translates to economic losses:
women’s economic exclusion resulted in a collective loss of
BOX 2
$126 billion in revenue in 2020.66 Action can and should be
taken now to narrow this digital divide. As internet access
increases, governments need to ramp up infrastructural
Stanford Seed program serves as a model of capacity and enforce regulatory standards to deter digital
partnership with US universities authoritarianism (which arises through internet shutdowns,
online surveillance, and misinformation, for example).
Stanford Seed makes use of the faculty, research, and
resources of Stanford’s Graduate School of Business to Digital skills will empower young Africans to shape their
promote entrepreneurial growth in emerging economies. own future, and participate in the global digital revolution.
As part of the broader Stanford Seed program founded The shortage of digital skills impedes the continent’s ability
in 2011, the Seed Transformation Program is a part-time to innovate and reach its full potential. Africa has only 50
educational program that helps the owners of small and percent of the average global level of digital skill adoption.
medium enterprises (SMEs) scale up their businesses, On average, African governments dedicate less than 0.5
create jobs, and devise new and innovative products and percent of GDP to digital research & development.67
services. Some 180 businesses benefit from the program Despite various noteworthy successes such as Rwanda’s
each year. The program modules, which range from “Innovation City” and the e-payments service mPesa,
leadership to value-chain management, were developed innovation on the continent lags behind that of the rest of
by Stanford faculty to meet the specific needs of local the world. Yet if access to and training in digital technologies
markets. were appropriately increased, that would unlock the
continent’s innovation potential and enable Africa’s people
A key element of the program’s success is its 800-person to drive their digital future and respond to developmental
alumni network, through which participants can create challenges. If the necessary investments in digital literacy and
and maintain strong partnerships in their respective skills are made, Africa could become the world’s next great
regions. These partnerships are hugely beneficial to digital hub for technology and talent. India is a current
participants and program leaders alike. The program leader in these areas—it is the world’s leading ICT sourcing
leaders can use them to refine their local knowledge, hub, with 55 percent of market share—and the supply-
connect to potential new Seed participants, and facilitate driven approach that it has taken is one that Africa can
collaborations between previous program participants. learn a great deal from.69
63 Statista, Share of internet users in Africa, December 2020.

64 John Wiley & Sons Inc., “Digital Skills Gap Index 2021,” 2021.
65 Ana María Rodríguez Pulgarín and Teddy Woodhouse, “The Costs of Exclusion: Economic Consequences of
the Digital Gender Gap,” Alliance for Affordable Internet, 2021.
66 Ibid.
67 UNESCO, “New UIS Data for SDG 9.5 on Research and Development,” June 2020.
68 Sub-Saharan Africa is ranked lowest in the Global Innovation Index, with no countries listed in the top 50 most 23
innovative countries in the world. World Intellectual Property Organization, World Innovation Index, 2021.
69 IBEF, “IT & BPM Industry in India,” November 2021.
-

BOX 3
India’s investments in human capital— One effect of these policies has been an influx of investment
as opposed to digital infrastructure and into the country. Global tech giants such as Google and
Microsoft began investing heavily in India’s technology start-
regulation—created a large digitally-skilled up ecosystem. Over the past ten years, India has received
workforce that generated its own demand and $35-$65 billion in foreign direct investment.72 The two
attracted further investment largest sectors benefiting from this investment have been
the service and telecommunications industries. Enhancing
India’s rapidly growing tech sector is expected to be digital skills has had a multiplier effect on the Indian
worth $1 trillion in the next five years.70 Currently, India economy. By quickly establishing its world-class labor force,
is the world’s largest supplier of workers on digital India acquired the global status of go-to provider for
platforms, providing 20 percent of this workforce.71 Business Process Outsourcing (BPO services)—services that
India’s journey to becoming a “digital giant” began almost earned the country $38.9 billion in fiscal year 2020-2021.73
unintentionally, with investments in human capital. The cities of Bangalore and Chennai, India’s top two
Eventually, the new talent generated demand, attracting locations of software-development expertise, have jointly
private investment in digital infrastructure and business. earned India close to $4 billion in foreign revenue, and
employ over 1 million people in IT.
From the 1980s onward, the Indian government invested
heavily in enhancing the skills and capabilities of its Overall, the investments—both internal and external—led
workforce, primarily through vocational training. to an increase in entrepreneurial activities, particu-
Initiatives such as the Employment-Intensive Investment larly in the digital space. From the 1980s to
Program aimed at upskilling rural workers through the 2010s, Indian start-ups increased
training courses, which were conducted by 896 state-run more than six-fold, from 15,000 to
Industrial Training Institutes (ITIs). In 2004, 100 of these over 100,000.74
ITIs were identified as Centers of Excellence. Their
training courses were upgraded to meet the needs of
world-class employees. Additionally, the private sector
was encouraged to refine the skills of its own labor force.
The 2008 National Skill Development Corporation
(NSDC) began providing long-term financing to
organizations that offered vocational training courses.
4.2 Potential Intervention Areas At present, just 12 percent

of school students in Africa go
There are significant opportunities to build on the on to enroll in tertiary education.75
success of existing models in order to boost digital To ensure holistic development of
skills in Africa. Investments in skills-building need to digital skills,more channels need to be
address both short-term need (e.g., vocational training, activated. That will require building digital-skills
job matching and longer-term potential (e.g., digital training into the K-12 curriculum and leveraging
literacy programs in both primary and secondary community center programs. Any such initiatives that
schools, higher education partnerships). Multiple engage the broader population will have additional
opportunities are available in this regard. The reality is benefits, as students take their new knowledge home
certain channels, notably tertiary education and job- and encourage comparable learning among their
matching platforms, are not currently accessible to the households and peer groups. To enhance digital
entire African population. capacity across the various channels, it is crucial to get
key local and US partners involved. Each channel will
have its own distinctive needs, so the relevant
supporting institutions and stakeholders should be
carefully selected in each case.
70
Investcorp, “Digital India: The $1 Trillion Opportunity,” October 2021.
71
International Labour Organization, World Employment and Social Outlook 2021.
72
World Bank, Foreign direct investment, net inflows - India.
73
Statista, BPO market - India.
74
IBM Institute for Business, How entrepreneurial startups redefine India’s economic growth.
75
QS, “Africa's Higher Education Landscape,” Accessed December 2021. 24
KEY PARTNERS INTERVENTION CHANNELS
Short term
•
US TECHNLOGY Incorporate short-term, fast-paced
COMPANIES VOCATIONAL
digital upskilling solutions to
UPSKILLING
people's every day lives
•
LOCAL PRIVATE
SECTOR SKILLS Establish platforms to provide
MATCHING job-matching and career building
TO JOBS services for digitally-skilled youth
ON-THE-
• GROUND
INCUBATORS
LOCAL
HIGHER
EDUCATION
PARTNERSHIPS
Leverage partnerships with
universities to provide world
•
class, accredited offerings
EDUCATIONAL
INSTITUTIONS
TARGETED K-12 Invest in targeted K-12 digital
•
US DIGITAL education, to provide a robust
UNIVERSITIES EDUCATION pipeline for the future
Long term
Figure 8: Framework for building digital skills capacity in Africa
-
'' We need to focus on how to
encourage technology and
development digitization on the
continent. It is the wave of the future
even for trade. If we don’t support
our young people and develop this
sector, I think we will be left behind.
''
– Ngozi Okonjo-Iweala, Director General of the World Trade Organization,
Remarks at the International Monetary Fund (IMF) African Department’s 60th
anniversary (December 15, 2021)
25
1 Incorporate short-term, fast-paced
digital upskilling solutions to
people's every day lives
-
BOX 4
African Development Bank (AfDB) and

Microsoft enrolled 130,000 young Africans in
In a recent survey, 87 percent of African businesses leaders Coding for Employment, a mass digital-skills drive
identified digital skills as a priority area in need of further
centered on employability
investment.76 African and US companies nowadays require a
digitally savvy workforce to accomplish their business goals on Coding for Employment, launched in 2019, is a pan-African
the ground. The International Finance Corporation (IFC) effort to promote continuous learning among the
estimates that 230 million jobs in sub-Saharan Africa will continent’s young people, specifically in order to equip
depend on digital skills by 2030.77 These skills need to be them with various vocational digital skills—web
developed right away, as employers cannot afford to wait for development, design, data science, and digital marketing,
the next set of graduates. In the short term, the employers for example. The online platform is coordinated by the
themselves—in all sectors—will have to be heavily involved in AfDB with the support of Microsoft. Importantly, the
training their employees to meet current and future business curriculum is constantly updated and adapted in line with
needs. the students’ changing needs and opportunities. Backed by
Microsoft’s industry expertise, the courses are curated
US involvement, in both the short term and the long term,
with employability in mind. In addition to the e-Learning
could mainly be to extend and enrich programs that provide
platform, there are now five physical Centers of Excellence
vocational training in ICT. Many US technology firms are
being piloted in Nigeria, Kenya, Rwanda, Senegal, and Côte
already engaged in this endeavor. One prominent example
d’Ivoire. The program also strives for inclusivity, the aim
is Microsoft’s partnership with the African Development Bank
being that at least 50% percent of the participants should
on the Coding for Employment initiative, an online platform
be women.
for learning practical digital skills suited to the job market (see
Box 4. Recognizing the need for on-the-ground support, the
AfDB is training 500 digital ambassadors to lead peer-to-
The skills in question include front-end and back-
peer learning projects. This initiative harnesses the element
end programming, digital marketing, e-commerce
of community-level learning and aims to extend digital
management, and some specialties such as the application
upskilling to rural communities with limited connectivity. As
of digital in medicine or engineering. By joining forces with
of 2021, about 130,000 young Africans have enrolled in
local public- or private-sector organizations, US companies
the program, and 80% percent of them have successfully
could help design new curricula and run courses tailored to
completed the course.
the local job market. Ideally, such courses would not only
benefit the overall economy but would also serve the cause of
greater equity and inclusion.
One interesting model in this regard—well worth studying by

US companies and agencies— is that of WeCode, a German-
government coding program that is fostering the next As we seek to advance our shared
generation of women IT-experts in Rwanda. The German and global and regional priorities with our
Rwandan governments provide the coordination and financial
support, while selected local organizations undertake the African partners, we are committed to
actual design and delivery of the courses. To graduate, students working with African governments and
must pass not only the 6-month coding module but also
professional-development modules—in soft skills such as
businesses, entrepreneurs, civil society,
communication, project management, and teamwork—to the American private sector, and
ensure workplace readiness. international financial institutions to
accelerate equitable and sustainable
economic growth across the continent.
– Ambassador Linda Thomas-Greenfield, Remarks at Briefing
Hosted by the US Department of State’s Africa Regional Media
Hub (October 29, 2021)
76
PWC, 22nd CEO Survey, April 2019.
77
International Finance Corporation, “Digital Skills in Sub-Saharan Africa,” October
2019.
26
2 Establish platforms to provide job- Digital solutions play a key role in pinpointing areas for
matching and career-building services upskilling, and online platforms such as LinkedIn provide
individualized support and training. There is opportunity
for digitally-skilled youth here to scale these efforts across the continent. Public
The World Economic Forum estimates that 15 to 20 sector partners in the data analytics field can help
million Africans will enter the workforce annually until determine where the gaps lie; local education partners
2050.78 And Microsoft estimates a surge in demand and incubators can then step in to provide the training
for technology-oriented jobs, with an extra 149 million needed to fill those gaps.
such jobs being available by 2025. These digital jobs
are expected in key sectors such as food and Once people are upskilled, the second intervention
agriculture, healthcare, and the automotive industry.79 ensures job matching, in order to bring the demand and
supply sides of the labor market closer together (see Box
That presents two opportunities, the first being to 5 for Harambee Youth Accelerator example). Digital
provide more training of the kind that will lead to jobs are becoming all the more appealing as remote
higher-paying digital jobs (and in the process, fuel working becomes more popular. Matching the digitally
economic growth on the continent). skilled population of African youth requires a
comprehensive effort from community-level programs
-
and larger digital solutions (see Box 6 for LinkedIn
example).
-
BOX 5
BOX 6
Harambee Youth Employment Accelerator
in South Africa has successfully partnered
with the local private and public sector The global online platform
organizations to connect 100,000 young LinkedIn has used AI to identify
jobseekers to well-paid jobs and bridge the skills gap in
Rwanda
Harambee, a South African NGO established in 2011,
aims to reduce youth unemployment through key In 2018, LinkedIn partnered with
partnerships. Candidates are identified through the Rwanda Development Board
community centers and via on-the-ground recruiting in (RDB) to support their ambition
promising localities. They are then enrolled in specific of getting an extra 1.5 million
programs, with courses being tailored to their skill level Rwandan young people
and job aspirations. The training itself is organized employed by 2025. The digital
through the private sector and incubators, with the aim platform provides the scale and
of job matching. To cite just one example, a recent expertise needed to spread this
partnership with the incubator DigiLink curated a 12- initiative across the country and
month program in software testing and development; strengthen its impact. LinkedIn
and participants gained work experience with the global provides the data and analytics that
customer-engagement company Clickatell, and typically connect university graduates with large
secured full-time employment after graduating. local employers. The resulting insights
help tailor RDB initiatives aimed at creating
To increase its reach, Harambee recently acquired the job opportunities for Rwandan talent. In addition,
mobile recruitment platform Giraffe, whose matching of LinkedIn ran a series of in-person training workshops
entry-level and mid-skill-level candidates with job to equip local career centers and recruiters with the skills
interviews helps strengthen Harambee’s impact by needed for job matching high-potential graduates.
connecting it to more employers (both locally and
globally). The current network includes more than 500 Universities and recruiters were given free access to
public-sector companies across major sectors that have premium LinkedIn accounts to help them integrate and
engaged in training and job-matching activities. In 2015, exploit information regarding local talent pool, available
Harambee made a commitment to support the jobs, and skills gaps. LinkedIn’s online learning platform,
employment of 50,000 South Africans. As of 2019, it LinkedIn Learning, provided students with courses for
has honored that commitment twice over, helping upskilling, and, with the help of data analytics, matched
more than 100,000 young people secure work graduates to well-paid jobs with local employers.
experience and job offers.
78
World Economic Forum, “The Future of Jobs and Skills in Africa,” May 2017.
79Brad Smith, “Microsoft Launches Initiative to Help 25 Million People Worldwide Acquire the Digital Skills Needed in a COVID-19 Economy,” Microsoft, 27
June 2020.
3 Leverage partnerships with universities
to provide world-class, accredited
offerings
In the recent past, the trend has been for African
students to acquire advanced technical skills abroad
rather than at home. Between 2006 and 2014, for
instance, the number of African students enrolled in
US universities could expand their international tertiary institutions abroad grew by 24 percent.80 To
network by co-designing a tailored digital-skills improve access and equity, however, the goal for African
curriculum together with African universities. This countries now is to provide world-class courses locally,
cooperation could take different forms. For example, and that is exactly what these new international
the US institution, through a satellite campus, might partnerships are fostering. Two excellent examples are
provide the staff with technical and methodological Carnegie Mellon University’s campus in Rwanda (see
support to set up dedicated university programs; or Box 7), and the Mohammed VI Polytechnic University in
the US institution might just monitor the local Morocco (see Box 8).
curriculum and provide certification and accreditation.
- BOX 7
Carnegie Mellon University has a satellite

campus in Rwanda to provide top-quality
- BOX 8
Mohammed VI Polytechnic University in

Morocco partners with 31 of the world’s best
STEM education universities to boost the STEM education and
technical training
In 2011, Carnegie Mellon University (CMU), one of
the world’s leading schools for software engineering The Mohammed VI Polytechnic University (UM6P,
and AI, set up a satellite campus in Kigali in established in 2013, has harnessed the institutional power
partnership with the Rwandan government. The aim of universities around the world to put research and
of the partnership was to create within the African innovation at the forefront of African development.
context a top-quality cohort of African software Courses are focused on topics relevant to both Morocco
developers and engineers. The new institution is fully and Africa as a whole, most notably in food security,
supported by CMU’s world-class faculty and industrialization, and sustainable development.
administrative staff, and CMU can claim to be the
US’s first research university to issue a master’s The partnerships involve collaboration between
degree in Africa. The partnership looks to build on professors and joint research, and the sharing of
Kigali’s reputation as Africa’s “Innovation City,” and technology and thought leadership. Since its first cohort
has set a goal of creating more than 50,000 jobs in of graduates in 2013, UM6P has expanded its network of
the regional economic zone. international partnerships and programs. A recent
example is a partnership with Future Investment Initiative
The CMU-Africa partnership has had great success in (FII) and Stanford University, where UM6P will act as a
upskilling local talent and promoting employment. The knowledge partner exploring AI, robotics, education,
institution’s 328 Masters of Science alumni have healthcare, and sustainability.
prospered in the job market: 96 percent of them
found employment within six months of graduation UM6P also hosts the African Business School, which
(30 percent starting in managerial roles), and 98 provides qualifications in partnership with the world’s
percent are currently working in Africa. best business schools. The Executive MBA program, in
partnership with the Columbia Business School (CBS),
arranges for students to spend three weeks on-site at
Columbia, with successful candidates graduating with
three CBS certificates. Despite the international element,
the emphasis remains on Africa and on training graduates
to engage with some of the continent’s key challenges.
80
WES, “African Student Mobility: Regional Trends and Recommendations for U.S. HEIs,” March 2017 28
4
Invest in targeted K-12 digital Local incubators, think tanks, and the private sector have a
education, to provide a robust pipeline vital role to play here in bringing African partners to lead and
own content development and delivery.
for the future
The main advantage of this pathway is that it ensures that
To create a pool of digitally skilled young adults to programs are coordinated and supported by other enablers
address the changing market needs, African governments within the digital ecosystem, such as access to the internet and
should take steps to make digital literacy a part of early smart devices. A coordinated effort would also ensure that
schooling. Only 50 percent of countries in Africa mandate leaders across the continent are consulted and involved in
computer skills in schools’ curricula, compared with 85 developing fit-for-purpose, context-specific programs. In
percent of countries globally.81 Embedding foundational addition, it would foster lasting partnerships between US
digital literacy skills into the education curricula—including organizations (e.g., tech companies and educational
web research, mobile use, data visualization, and online institutions) and African organizations (e.g., universities,
safety—will equip the next generation to fully embrace incubators, and tech hubs).
the modernizing global economy. To achieve the
necessary level of digital literacy, countries will have to Another pathway is for USG agencies to coordinate across
make investments in their education systems, whether existing programs. In this case, a USG agency might develop a
through formal education channels by incorporating digital coordination platform across various current programs of the
skills training into the primary and high school curricula, or kind just mentioned. An example would be a new online site
by partnering with third parties (e.g., local telecoms, that consolidates several existing courses, enables them to
financial institutions, incubators) to drive programs. share best practices, and facilitates access for students.
Projects of this kind could make a particular impact by
A high-impact investment area is educator capacity, such creating a standardized certification system for current digital
as investing in teacher training and equipment. In South skills programs, such as those of Access Africa, Google Digital
Africa, one of Africa’s most digitally advanced countries, Skills for Africa, LinkedIn Learning, local incubators, and
only 27 percent of teachers have basic ICT skills.82 accelerators. This new certification system would encourage
Investing in local educator capacity will have multiplier or even enforce a consistent standard of learning and teaching
effects as teachers and students share new knowledge across programs and would establish a network of accredited
with peers. For example, UNESCO recently partnered organizations African governments could rely on to build skills
with the Korean Funds-in-Trust (KFT) and the Ghana capacity in their nations.
National Association of Teachers (GNAT) to digitally
upskill local teachers. Workshops were held with about
100 teachers from primary and high schools to discuss
4.4 Areas for Further Exploration
ways of broadening school curricula to accommodate As this concept is developed further, two areas, among
digital literacy and critical thinking, among other skills. others, for further exploration include:
4.3 Implementation Pathways 1. Deepen understanding of the digital ecosystem in

individual African countries. There are many successful
There are multiple potential pathways to deliver these initiatives and programs already underway on the
intervention areas, and a few considerations for ensuring continent. Mapping out the current landscape to identify
success. Numerous existing programs are already opportunities for cross-border coordination and areas
demonstrating the impact digitalization initiatives can have. for additional programming needs is a critical next step.
Assessing the maturity and gaps in the digital ecosystems
One pathway involves USG agencies developing a new at the continental, regional, and national levels will
comprehensive digital skills program. By aligning the provide a richness of understanding, thereby enhancing
constellation of African and American private sector entities the design and delivery of a comprehensive Digital Skills
and educational institutions, the USG could develop a set of Acceleration program.
country-specific programs as part of a broader digital strategy
in Africa. This initiative could involve the integration of digital 2. Develop tactical approaches to addressing barriers to
literacy and skills into existing USG programs and partnership. For these programs to have sustained
interventions across sectors such as health, energy, and impact, it is critical to formulate and reduce barriers for
education (e.g., a course to train health workers in how to partnerships for local organizations—incubators, venture
keep digital medical records). capital firms, universities—and US technology and
educational institutions. Conducting an assessment of the
Since the approach needs to be tailored to each country’s ways in which inter-continental and cross-sector
context, partnerships with local organizations and education partnerships are made successful will provide
governments will be essential. critical insights needed to design for adoption, scale and
success.
81 IFC and the World Bank, "Demand for Digital Skills in Africa," 20201.
82
Department of Basic Education, Republic of South Africa, Empowering teachers to use ICTS in South Africa, April 2018. 29
CLIMATE ANALYTICS AND PLANNING
The Opportunity: Unlocking 5.1 Case for Change

the power of data analytics Investing in climate data, analytics, and planning
and planning for a climate- capacity represents an immense opportunity. Africa is
resilient Africa highly vulnerable to climate change. While it has
contributed less than 4 percent of global emissions,
This section aims to provide a comprehensive
the continent is home to 16 of the world’s 20 most
discussion of this concept. It begins with the case for climate-vulnerable countries.83 Adverse weather
change (Section 5.1), followed by a robust discussion events are inflicting a heavy toll. In 2020 alone, over
of potential areas for intervention based on a detailed 1.2 million people experienced disaster-related
literature review and more than 120 related interviews displacements.84 As an example of the disruptions of
(5.2). It then describes the various pathways through climate change, consider these four systems:85
which these areas for intervention can be addressed
(5.3) as well as areas for further exploration (5.4).
Finally, it provides an illustrative example of what these
interventions might look like (5.5).
AGRICULTURE AND WATER SUPPLY COASTAL NATURE AND

FOOD SECURITY INFRASTRUCTURE BIODIVERSITY
Soil erosion and changing Droughts and erratic Rising sea-levels pose the risk Rising sea levels, higher temperatures,
weather patterns adversely rainfall exacerbate the of damage to coastal and reduced water availability are
impact agricultural issues of poor-quality infrastructure and rendering some habitats unsuitable;
production, making sub- ground water and water submergence during high more frequent natural disasters are
Saharan Africa more scarcity. tides. adversely affecting biodiversity and
dependent on imports. habitats, which is especially worrying
because Africa is home to 25 percent
of the world’s remaining rainforests..
Figure 9: Whereas Africa’s CO2 emissions have been far lower than those of the rest of the world, Africa is far
more vulnerable to the impact of climate change.86
..,,
Climate change vulnerability index, 2019 CO2 emissions (metrics tons per capita), 2019
·•" ~:-4-•·.,. ..~

,.
\" i~ .,., :. ..
83
“ND-GAIN Country Index,” Notre Dame Global Adaptation Initiative, Accessed December 2021.
84
World Meteorological Organization, “Atlas of Mortality and Economic Losses from Weather, Climate and Water Extremes (1970–2019),” 2021.
85
Food and Agriculture Organization, “Climate Change and Food Security: Risks and Responses,” 2015.
86
World Bank, “CO2 Emissions,” Accessed December 2021; “ND-GAIN Country Index,” Notre Dame Global Adaptation Initiative, Accessed December 2021. 30
Despite these imminent impacts, African nations are The longer the continent lags behind in mobilizing the
some of the least prepared. Of its 54 countries, 33 are in necessary investments, the higher the cost of adaptation
the bottom quartile in terms of readiness to deal with will be in the future, and the more severe the continuous
climate change, representing nearly 70 percent of that economic losses will be. In addition, nations will continue
lowest quartile.87 Only 8 out of the 54 African countries to face difficulties in meeting their respective NDCs. The
have submitted comprehensive national adaptation plans most pressing investments include strengthening of
(NAPs).88 Comprehensive plans with a clear roadmap for agriculture through increased transition to climate-resilient
necessary investments are essential, as they will allow crops, improving national infrastructure to deal with
governments to access near-term climate financing adverse climate events, improving water-management
required to initiate adaptation and resilience initiatives. In practices, and strengthening early warning systems.
the medium term, nations will benefit greatly from more
targeted and informed resource allocation and policies. These investments will open economic growth
With improved and more comprehensive planning, opportunities through green job development. According
governments can arrange the right investments to reduce to the UNDP, as these investments are made, millions of
the need for emergency relief and humanitarian aid new jobs will be created to carry out plans, with the
down the line. Preparing for the future can go hand-in- greatest number of new opportunities in energy,
hand with reducing potential impacts. Effective climate construction, and agriculture.93 For example, the
policy planning necessitates dual adaptation and transformation of South Africa’s power system to
mitigation initiatives.89 These planning efforts could also renewable energy could create approximately 3.5 million
help nations improve their mitigation efforts, allowing net jobs by 2050.94 As governments create new jobs,
them to identify targeted opportunities to meet their they have the chance to apply an inclusive lens,
Nationally Determined Contributions (NDCs). particularly towards gender. In the National Strategy for
the Promotion of Green Jobs in Senegal (SNPEV) 2015–
Such plans are increasingly important, as African nations 2020, the Senegalese government outlined a plan to
need sizeable investments for climate adaptation, create green jobs in new sectors and enhance relevant
mitigation, and net-zero transitions. Of the 106 skills (especially for women) through training. More than
stakeholders interviewed, 85 regard climate adaptation as a 10,000 jobs are estimated to have been created through
priority topic. The UN estimates that sub-Saharan Africa the program.95
needs $30 billion–$50 billion each year to adapt to climate
change,90 yet in 2019, the region received only $3.6 billion Addressing gaps in data access, quality, and analytics will
in adaptation financing.91 Of the nine countries that have enable evidence-based decision-making. Current
developed NAPs, six have now gained access to the Green bottlenecks include availability of climate data at sufficient
Climate Fund, receiving about $320 million to finance quality and granularity, capacity to conduct and interpret
identified projects, with a further $365 million awaiting relevant analytics, and effective dissemination of insights
approval.92 to leaders that are able to use them to make informed
decisions.
Figure 10: African countries are progressing at very different rates in formulating and implementing their National
Adaptation Plans (as of 2021)
54 53
30
17 9
6
African Initiated Assessing Finalized Published Approved

nations work on NAP adaptation gaps roadmap NAP funding
process and gathering for NAP from GSC
imputs development
87
“ND-GAIN Country Index,” Notre Dame Global Adaptation Initiative, Accessed December 2021.
88
UNFCCC, “National Adaptation Plans,” Countries Submitted: Burkina Faso, Cameroon, Ethiopia, Kenya, South Africa, South Sudan, Sudan, and Togo, Accessed December 2021.
89
Alice Hill, The Fight for Climate After COVID-19, 2021.
90
World Meteorological Organization, “State of the Climate in Africa 2020,” WMO No. 1275, 2021.
91
Multilateral Development Banks, “2019 Joint Report on Multilateral Development Banks’ Climate Finance,” August 2020.
92
UNFCCC, “Progress in the Process to Formulate and Implement National Adaptation,November 2020.
93
African Development Bank, Green Jobs for Women in Africa, December 2021.
94
BCG, Building a Climate-Resilient, Low-Carbon, Job-Rich Africa, November 2021
95
ILO, “World Employment and Social Outlook 2018: Greening with jobs”, 2018. 31
Without sufficiently good data, there is little scope for Climate-smart agriculture is one example of a solution
employing analytics, and without analytics there is little involving mitigation and adaptation, as it deters deforestation
prospect of developing efficient and effective solutions to and increases carbon sequestration, as well as improving land
address challenges and capitalize on opportunities. Indeed, management and resilience.99 The climate crisis will change
of the 23 climate experts interviewed, 22 believe that the world as we know it—and that indicates an opportunity
African nations lack adequate access to the expansive and to recalibrate policy to develop the green economy, with a
accurate data systems needed for making informed view to job creation and economic growth.
decisions. The continent has the world’s least-developed
land-based weather observation network. For instance, A considerable number of discrete USG-led climate
the system has one-eighth of the minimum density initiatives are already underway across the continent,
recommended by the World Meteorological Organization smoothing the path for programs that are integrated,
(WMO). Moreover, the weather-data infrastructure that scalable, and favorable for enhancing local capacity. The
does exist in Africa is rapidly deteriorating, with only 22 initiatives include FEWS NET (a USAID-led program that
percent of stations meeting global reporting standards in provides analysis and early warnings on food security) and
2019.96 Apart from climate, data gaps are evident in other SERVIR (a USAID- and NASA-led program that leverages
areas too: Fewer than half of the 17 Sustainable satellite and geospatial data to address critical climate,
Development Goal (SDG) indicators have sufficient levels water, and food-security challenges), among others. There
of data to track progress accurately; more than half of the is also much promising work underway on improving
data sources on SDG indicators are estimations; and only adaptation capacity, including the recently announced
a third of data originate from direct country sources.97 President’s Emergency Plan for Adaptation and Resilience
(PREPARE) and USAID’s Comprehensive Africa Climate
In the longer term, Africa could become a key part of the Change Initiative (CACCI). USAID has also recently
solution to the global climate crisis. Generally, the debate released an ambitious and comprehensive climate strategy,
tends to focus on the challenges facing the continent and further demonstrating continued US commitment.
pays insufficient attention to the opportunities. Not only
could African nations meet their NDCs, but—as many Various initiatives led by multilateral institutions are already
experts pointed out—Africa could also, with its vast underway and contributing to impact. One such initiative is
biodiversity and microclimates, be at the forefront of carbon- WISER, a UNECA-led program on improving weather and
sequestration efforts worldwide, leveraging its great forests information services across Africa. Another is the World
and ocean coastlines to extract carbon from the Bank’s Climate Data Knowledge Portal, which consolidates
atmosphere. With over 40 percent of Africa’s land being existing information on the topic for use by policymakers
used for agriculture,98 there is substantial scope for scaling up and experts.
regenerative agriculture practices across the continent,
-
provided the requisite capacity and planning are put in place.
BOX 9
The Comprehensive Africa Climate Change Initiative (CACCI) will support African
countries to implement National Determined Contributions (NDCs) and National
Adaptation Plans (NAPs)
All 54 countries of Africa have ratified the Paris NDCs and develop NAPs. The program will focus on
Agreement and are now working toward implementing mitigation and adaptation policies that ensure countries
their NDCs and NAPs. Despite strong political will, many meet their commitments. The initial phase is focused on
countries remain in need of technical and financial support reviewing climate commitments and policies, and will
to meet those obligations. develop a platform for monitoring progress in 4 pilot
countries.
Recognizing these challenges, USAID and the African
Union Commission (AUC) are partnering with two This support should increasingly be backed by robust
premier African policy-research organizations to data science and climate analytics capacity in order to
strengthen national, regional, and continental capacity in inform decisions and fine-tune NDCs and NAPs. Such
refining NAPs and developing NDCs. The program backing will also ensure that policies are based on clear
launched at COP26, with a five-year vision of supporting evidence and well-modeled forecasts, and will help to
25 African countries as they refine and implement their identify and prioritize methods for meeting commitments.
96
World Meteorological Organization, “State of the Climate in Africa 2020,” WMO No. 1275, (2021).
97
Mo Ibrahim Foundation, “Agendas 2063 & 2030: Is Africa on Track?” October 2019.
98
World Bank, “Agricultural Land (% of Land Area) - Sub-Saharan Africa,” Accessed December 2021.
99
Alice Hill, The Fight for Climate After COVID-19, 2021. 32
INFOGRAPHIC PAGE 18 - VERSION 2

5.2 Potential Intervention Areas Most of the experts engaged in this endeavor believe
that the USG is uniquely well-positioned to play this
Four intervention areas show great promise for role, given its long-standing programs in the region
enhancing climate-related analytics capacity to inform (e.g., FEWS NET, SERVIR) and its access to productive
decision-making and planning. Despite many successful partnerships within both Africa and in the US.
donor-led efforts across the continent, institutional
capacity remains insufficiently developed. There is a For the United States to strengthen its shared climate-
pressing need for increased collaboration and action role in Africa, the greatest potential lies in four
coordination across these existing efforts to reduce key areas:
overlaps, improve knowledge-sharing, and secure
scalability.
Figure 11: Four intervention areas show great promise for enhancing climate-related analytics capacity to inform
decision-making and planning
DATA ANALYTICS PLANNING DECISION

INTERVENTIONS
MAKING
Improve continent- Build regional and Support governments Build capacity of
wide data collection national capacity to develop NAPs, national and local
infrastructure, and for impact analytics net-zero, and green governments to use
support establishment on supranational growth strategies to advanced analytics
of common data and national unlock climate financ- for decision-making
platforms climate issues ing and new jobs and planning
GAPS
Lack of high-quality Limited workforce with 46 NAPs remain Nascent and disperse
weather and climate data analytics expertise at the incomplete in Africa talent base on climate
national level analytics and data science
Weak climate-observation Few plans address long-
network Limited centralized term policies and Lack of technical assistance
capacity to address adaptation strategies more to build data-driven
supranational issues broadly analytics capacity
33
1 Improving continent-wide data
collection infrastructure, and
supporting the establishment of
2 Enhancing regional and national capacity
for high-impact analytics on
supranational, national, and local climate
common data platforms issues
The first step in enabling evidence-based decision-making is to Data alone is not enough to achieve the desired outcomes. If
have the necessary data. Currently, weather and climate data data is to result in better plans, decisions, and actions,
across the continent reveal serious gaps. Africa has the least- countries will have to optimize their ability to leverage it—
developed climate-observation network, and it is deteriorating from processing and synthesis to analysis and visualization.
fast. The European Center for Medium-Range Weather Two existing USAID programs, FEWS NET and SERVIR, have
Forecast (ECMWF) found a dramatic 50 percent decrease in highlighted the importance of developing these capabilities.
the number of radiosonde observations between 2015 and Both programs provide life-saving insights and advice to
2020.100 Most of the National Meteorological and Hydrological communities facing natural disasters such as famines or floods;
Services (NMHSs) in Africa face difficult financial and workforce however, one expert noted in an interview that “these
constraints, and therefore often struggle to provide adequate programs are conducting the necessary data analysis and
basic services, including the regular collecting and sharing of air- providing the results to leaders, but they fall short of
pressure readings, a key indicator for atmospheric shifts. strengthening in-state and in-region analytical capabilities.”
To boost capacity among African countries—and by extension, Investments in world-class data scientists, specialized tools,
the rest of the world—to model, forecast, and understand the and enabling infrastructure will strengthen analytics capacity to
impacts of climate change and shifting weather patterns, help African leaders make more informed decisions. Although
serious investment is needed in high-quality data infrastructure. much of this capacity to support analytics to fight climate
Such investment should focus on upgrading data collection at change already exists within the African NMHSs, these
national and local levels and using that data to make evidence- institutions are often understaffed, underfunded, and
based decisions on long-term strategic infrastructure and underappreciated.103 Future improvements could be made
investment that address both mitigation and adaptation. It is within the NMHS network or developed within units
not enough to improve the data collection ability of individual reporting directly to a country’s Prime Minister or President,
countries—climate change is a cross-border issue requiring through short-term specialized, embedded technical
regional collaboration, including through shared databases and assistance. There is also a need for infrastructure upgrades, as
data platforms, for example. That would enable all regional a lack of consistent internet connectivity in various locations
stakeholders to receive data-driven warnings. It would also help can impede data analytics transformation efforts.
to ensure that investments in infrastructure are adequate,
geographically inclusive, and equitable. The regional and global The needs in this intervention area are twofold: investments
sharing of data systems will reduce costs, of course, but will in human capital such as data scientists, operating technicians,
also lead to cross-country innovation and knowledge-sharing in and meteorologists on the one hand; and in tools and
data collection methodologies (e.g., the use of low-cost sensors infrastructure such as data platforms, weather stations, and
collecting data at the community level, which have already been powerful computing on the other. It might prove most
adopted in the Democratic Republic of Congo).101 effective to concentrate on building regional capacity, though
Among the promising initiatives already underway is the supported at the national level. By working at the regional
Systematic Observations Financing Facility (SOFF), which helps level (and taking strategic direction from existing pan-African
African countries generate and exchange basic surface-based development and climate organizations), a data analytics team
observational data and thereby improve their weather could benefit several countries simultaneously. In pooling their
forecasts and climate services.102 SOFF also provides technical data analytics efforts, individual countries could hugely
assistance for the operating technicians and meteorologists increase their capabilities without forfeiting the national-level
who run the weather stations and share the data. While SOFF specificities needed for decision-making.
funding aims to fill the gaps in regional and global climate
information, most other initiatives tend to operate on a
country-by-country basis, often resulting in funding shortfalls
within the wider region. Uploading data into the global
weather system is crucial for making accurate weather
forecasts and creating plausible climate scenarios. A more
productive approach would emphasize regional or pan-African
solutions involving cross-country enablement and cooperation.
100
According to the World Meteorological Organization, “The radiosonde is a small, expendable instrument package that is suspended below a six foot wide balloon filled
with hydrogen or helium. As the radiosonde rises at about 1,000 feet/minute (300 meters/minute), sensors on the radiosonde measure profiles of pressure, tempera-
ture, and relative humidity” World Meteorological Organization, “The Gaps in the Global Basic Observing Network,” 2020.
101
C Wilke, “Cheap Sensors Provide Missing Air Quality Data in African Cities,” EOS, May 2021.
102
Systematic Observations Financing Facility, “Establishing the Systematic Observations Financing Facility: A New Way of Financing Basic Observations,” October 2020.
103
Chris Lennard, Anna Steynor, and Kate Kloppers, “NMHS Capacity Development Assessment: Assessing the Current Status and Priority Needs of Climate 34
Information Services in Africa,” USAID, September 2018.
-

BOX 10
The FEWS NET program provides a blueprint Figure 12: An integrated map of food insecurity phase
for governmental support through externally classification shows the levels of food insecurity for July–Sep-
tember 2011 (A) and January–September 2017 (B).
driven climate analytics
A. Jul-Sep 2011
The Famine Early Warning Systems Network (FEWS NET) is
a leading provider of early warning and analysis on food
insecurity. It was created by USAID in 1985 to help decision-
makers plan for humanitarian crises. FEWS NET conducts
evidence-based analysis for about 30 countries in Africa.
The benefit of early warnings on food security cannot be

overstated. Comparing the impacts of two recent droughts—
one with pre-emptive actions enabled by FEWS NET, and the
other without that mitigating input—makes clear the
B. Jul-Sep 2017
importance of early warnings (see Figure 12.). In 2011, East
Africa experienced one of the worst droughts on record,
1. Minimal
resulting in the death of more than 250,000 people in
Somalia. A subsequent drought, in 2016–2017 affected twice 2. Stressed
as many people (but this time, it was predicted and analyzed
3. Crisis
by FEWS NET). And due to advanced data, new tools, and
effective communication and collaboration, FEWS NET was 4. Emergency
able to alert and mobilize governments and NGOs, thereby 5. Famine
saving countless lives.104
3 Supporting governments in their

efforts to fulfill NDCs, develop
NAPs, and implement growth
Many other countries will likely need considerable
technical and financial support before they can do so.
Comprehensive and informed planning, in the form of

strategies to unlock climate NAPs and NDCs, is invaluable. It underlies and
financing and create new jobs optimizes long-term policies and mitigation and
adaptation strategies, while helping to unlock climate
As mentioned, all 54 countries of Africa have ratified finance and foster green jobs. But countries cannot
the Paris Agreement and are now working to fulfill produce realistic and effective NAPs if they lack access
their NDCs and NAP commitments. Despite their to adequate data and technical know-how. Hence the
resolve to act on climate change, much remains to need for support. Such support may consist of direct
be done. As of January 2022, only 8 of the 54 input from region-based experts or it may come via
countries have submitted their final NAPs.105 regional forums where countries share best practices.
- BOX 11
South Africa’s National Adaptation Strategy

helped the country secure international
Thanks in part to the quality of their planning, the country was
able to secure $8.5 billion in grant funding over the next five
years, provided by the United States, United Kingdom, France,
financing Germany, and the European Union. This historic deal should
South Africa’s example shows how helpful it can be to inspire other countries hoping to follow suit: ambitious and
develop a comprehensive adaptation strategy informed by viable planning really does serve as a gateway to international
data. In preparation for COP26, South Africa submitted a financing—from public- and private-sector donors alike—for
revised target aimed at reducing domestic carbon emissions in adaptation and mitigation efforts. South Africa’s success
line with the Paris Agreement. They have identified some of provides further proof that data-driven strategic planning is an
the activities and investments needed for meeting these targets activity that merits serious government support.
and decarbonizing key industries.
Chris Funk, Shraddhanand Shukla, and Wassila Mamadou Thiaw, “Recognizing the Famine Early Warning Systems Network: Over 30 Years of Drought Early Warning
104
Science Advances and Partnerships Promoting Global Food Security,” Bulletin of the American Meteorological Society 100, no. 6 (2019): 1011–1027.
35
105
UNFCCC, “National Adaptation Plans,” Accessed December 2021.
DATA ANALYTICS AND PLANNING
4 Enhancing the capacity of national
and local governments to use
advanced analytics for decision-
making and planning
To reap the considerable benefits of data-driven
decision-making, countries should optimize their
analytical capacity at the state and local-government
levels. Unfortunately, many countries in Africa, especially
smaller countries, cannot easily build this advanced
capacity from the ground up. Hence the need for hands-
on technical assistance and training initiatives (e.g., in the
areas of forecasting, interpretation, and data upload into
global systems).. Governments receiving such support
would benefit in three main ways, among others:
• They would become more agile and effective in their
emergency response
• They would design more robust and accurate early
warning systems
• They would fine-tune their adaptation planning to
safeguard or advance their socio-economic
development programs while maximizing cost-savings BOX 12
Once leaders at the national and sub-national level gain IGAD Climate Prediction
the appropriate expertise and technical support, they will and Application Centre (ICPAC) provides
be able to deploy their resources more cost effectively a model for enhancing analytical capacity—
during an emergency to minimize economic damage,
deaths, and displacements. For example, data analytics
however, it currently only supports 11 of
can help greatly in identifying vulnerable populations, the 54 African nations
thereby enabling accurate prioritization for relief efforts.
ICPAC is a climate center supporting 11 countries in
eastern Africa. It provides climate services, in addition to
There are a number of ways in which data analysis can
enhancing national and local capacity for informed
be used to improve socio-economic returns. In view of
policymaking.
scarce resources, increased data analytics and planning
capacity would facilitate governments’ ability to make What distinguishes the center is its emphasis on programs
cost-saving investments across mitigation and adaptation. that involve partnership and long-lasting capacity
For example, governments could make balanced and enhancements rather than ready-to-use solutions. One of
informed decisions regarding infrastructure (e.g., strength its programs, Hazards Watch for East Africa, uses
of bridge materials, heights of flood walls). In the context advanced analytics to track extreme events such as
of agriculture, analysis can help monitor agricultural yields drought, cyclones, pests, heavy rainfall, floods, and crop
to inform adaptation investments and predict food failures—all of which are increasing in frequency and
shortages. Analysis can also reveal the likely resilience of intensity as a result of climate change.
development programs to climate change, and reassure
investors accordingly. In addition, analysis could highlight Given the success of ICPAC’s investments in strengthening
potential mitigation channels to protect investments from advance analytics and local capabilities, the opportunity
future climate impacts. Finally, advanced analytics can be exists to rapidly scale up these activities across the
invoked to reduce uncertainty about favored policies. For continent.
instance, when policymakers are undecided about the
best locations for carbon sequestration, they might
commission additional geospatial analytics to decide the
matter.
36
would ensure that all countries on the continent have
5.3 Implementation Pathways access to world-class analytics. Additionally, it would
There are multiple potential pathways to increasing the facilitate collaboration on supranational issues, such as
continent’s capacity for climate-related analytics and planning. cross-border water management. At the country level,
Various climate entities are already operating successfully in technical assistance to national and sub-national
parts of Africa—including the African Climate Policy Center, governments would help incorporate the analytics in
the Africa NDC Hub, the Intergovernmental Authority on decision-making and planning, and to refine their national
Development (IGAD), and the World Meteorological adaptation and transition plans. Continent-wide efforts
Organization. But many regions remain under-served and would involve training courses (e.g., upskilling government
more coordination across the continent is needed. Experts officials to interpret models), tools (e.g., access to the
engaged in the preparation of this report put forward several latest climate-prediction software and algorithms), and
reasons for the failure of previous attempts at upgrading policy support (e.g., on new climate laws and policy-
pan-African institutional capacity. One suggested reason was changes to respond to insights developed). In all such
insufficient emphasis on regional coordination. Another was interventions, regional and national partners have a key
the failure to take a holistic approach (i.e., engaging the full role to play.
climate action value chain, from data to analytics to planning Three pathways are proposed as promising to pursue,
to decision-making) and instead focusing only on one aspect. each of which is discussed below:
Another suggested reason was that many organizations had
become too programmatic, intent on launching new projects • Establishing a new high-level coordinating organization at
rapidly rather than concentrating on enhancing capacity at the pan-African level—a climate-focused counterpart to
the national level to inform decision-making. the Africa Center for Disease Control and Prevention
(Africa CDC), for example
The activities undertaken by existing entities need significant • Scaling-up or upgrading an existing entity, that may be at
enhancement and improved coordination. At the regional the pan-African or regional level
level, it would be particularly impactful to have a continent- • Taking a more decentralized approach, by encouraging
wide data effort (e.g., common data platforms) to enable existing programs, especially USG-sponsored programs,
consistency and accuracy in analytics on supranational and to strengthen their data and analytics capacity for Africa
national issues. Pooling talent and expertise in one location or to improve their coordination with other programs
Figure 13: Africa has some existing entities focused on climate analytics.
Acr·c
African CllmJfC' Poli{)' (Potre
Institution AFRICAN CLIMATE AFRICA NDC HUB IGAD CLIMATE

POLICY CENTER PREDICTION AND
APPLICATION
CENTRE (ICPAC)
Mission The Center’s mission is to The Hub’s goal is to pro- The Centre’s mission is to
strengthen and enable the vide African countries create resilience in East
transition to climate-resil- with the tools required for African regions that are
ient development in Africa the effective delivery deeply affected by climate
through responsive policies, of their Paris Agreement change and extreme
plans and programs. commitments. weathers
Select Successes Launched Climate Re- Actively support African An official World
search for Development countries in updating Meteorological
(CR4D) to strengthen links NDCs Organization (WMO)
between climate Regional Climate Centre
science research Provides analytical view (RCC) of excellence
on climate financial flows providing climate services
Coordinated the Weather across Africa both regional and nationally
and Climate
Information Services for Launched Down2Earth to
Africa (WISER) program translate climate
information into decision
support 37
Establishing a new high-level coordinating organization, akin to Existing entities, however, might prove resistant to such a
the Africa CDC—this new organization could take many forms. metamorphosis or might struggle to gain acceptance from
It could, for example, be set up as a specialized agency of one other existing entities.
of the regional bodies (such as the African Union); or it could
be an independent organization mandated with the convening Taking a more decentralized approach and supporting
power of the regional bodies. And it might be a full-scale entity existing programs to enhance their data and analytics
from the outset; or it might begin life on a smaller scale, by capacity for Africa and coordination with each other—such
collaborating with one of the Regional Economic Communities, an approach would foster data collection and management
before subsequently scaling up across the continent. and advanced analytics capacity focused on Africa among
existing and soon-to-launch development programs.
Whichever form it takes, it should ultimately take a pan-African Existing programs such as SERVIR and FEWS NET serve as
approach. That approach would confer clear advantages, examples, but newly launched programs would likely be
facilitating expansion, coordination, and geographic inclusion needed to attain the desired overall capacity for the
across the continent. It would also facilitate access to a broad continent. This option could also take considerable
network of partners, involving all the different elements of the investment, while risking duplication and sup-optimal scale,
decision-making value chain. The new entity would attract if coordination and funding are limited or reduced.
investment fairly easily and ensure the continuation of projects
even after donor budgets expire. It would facilitate the transfer
of new knowledge from country to country. And as a
5.4 Areas for Further Exploration
continent-wide center of excellence on climate analytics and Regardless of the specific pathway, several areas remain
planning, it could attract and equip national and foreign experts open for further exploration.
to drive innovation.
1. Identifying the institutional home for this capacity. It is
This pathway is ambitious, and not without risk. To create a critical to have African ownership and leadership at the
compelling institution from scratch requires time and resources. center of this effort. In addition to regional presence, the
If the initiative fails to muster enough credibility throughout the organization will need to have relevant technical expertise
continent, or involves excessive bureaucracy, or threatens and convening power. Deep due diligence on each potential
existing initiatives, it will falter. Other pan-African initiatives, option will be required.
notably the Africa CDC, have deftly overcome the risks, and
any new climate organization could learn a great deal by 2. Defining an approach to balance competing interests. For
studying its experience. this initiative to be demand-driven and serve the needs of
national governments, it will require coordinated activities
Scaling-up or upgrading an existing entity—building on the between different stakeholders—ranging from Ministries of
foundations of an existing organization offers potential for Environment to Ministries of Finance, from public sector to
similar structure and capabilities to those of a new entity. Its private sector, from civil society to citizens. The approach
impact could come faster and at lower cost. To succeed, the must assess, account for, and balance the differing objectives
entity should possess certain qualities: the power to impress the and priorities among these actors to drive climate action.
right partners and nations; the credibility to present itself as a
partner for all climate programs; the capacity to scale up; and 3. Developing the engagement plan with key stakeholders,
the ability to develop people’s capabilities across the continent. including sub-national players. The capacity developed under
It would increase the benefits of existing work and avoiding this initiative should be co-created with and beneficial to all
institutional competition. levels of government, including sub-national players and
-
national climate institutions.
BOX 13
The Africa Center for Disease Control and involved, and became a center of excellence for innovation
and health expertise. It operates a network of labs and
Prevention (Africa CDC) has valuable promotes open data sharing across the continent through
lessons to offer common platforms. It also provides training courses and
technical input to help build capacity at the national and
The Africa CDC exemplifies a successful pan-African local levels. In all of these respects, it serves as a model for a
entity. Established in 2017 by the Africa Union, it is counterpart central organization dealing with climate issues.
dedicated to supporting public health initiatives for
member states. The model it uses is that of a focused, Any such future climate organization would do well to
central team supported by both a network of five replicate some of the Africa CDC’s other key
regional centers and partnerships across Africa and the characteristics: its strong and reliable leadership, through
world (e.g., multilaterals, leading medical laboratories, which it gains impressive diplomatic power; its focus on
and public health groups). coordination, which enables it to make a high impact relative
to its modest size; and its strong network of partners, which
With its pan-African mandate, it quickly established reinforces its credibility and flair for convening experts for
efficient procedures for getting national experts collaborative projects.
38
5.5 Kenya: A hypothetical example of potential programmatic responses
This section lays out a hypothetical example applying elements of a Climate Analytics and Planning concept to the
Kenyan context.
Context: East Africa has endured six successive years of poor rain, resulting in severe drought and a threat to the
food security of millions. In collaboration with a dedicated team of data scientists and climate experts, equipped
with state-of-the-art analytical tools, the Kenyan government could improve its drought-management efforts and
broader national adaptation planning.
Activities:
C3
C3
C3 ~
DATA ANALYTICS
A data team, possibly working closely with the Kenyan Backed by a predictive modelling team and robust
Ministry of Agriculture, can quickly download and analyze algorithms, the central data science team may then can
accurate weather data to pinpoint areas that are particularly analyze community-level weather and crop data to establish
at risk from drought and flash floods. This weather data can the best responses to different scenarios. With the help of
then be matched with data on vulnerable populations, geospatial technologies and machine learning, analysts can
drawing on insights from the local government, to ensure that anticipate crop patterns and extreme weather events, and
relief efforts are targeted to the locations most at risk. The suggest pre-emptive mitigation measures. AI/ML algorithms
data can also be used to predict the impact of droughts on can run through the billions of possible scenarios, determine
agriculture yields and provide the government with reliable the most likely of them, and propose the most promising
estimates of economic and trade losses. By detailing the risks solutions—whether switching crops, changing harvest times
at a community level, the analyses can be used by the or planting times, relocating people, or investing in new
government to tailor planning and decision-making to the technologies. And in the future, predictive models will rank
specific needs of each farming community. various adaptation and mitigation strategies, and select the
ones that maximize long-term resilience. Once again, with
The data currently collected is sometimes “ready to go,” but the expertise and on-the-ground knowledge of the local
for the most part, Kenya’s weather data is fragmented and government, these analyses can be targeted to the most
heterogeneous. For a more coordinated approach, vulnerable communities and sectors to maximize impact.
policymakers may choose to take the opportunity to
aggregate and standardize existing data across East Africa. And
to improve the granularity of the data, they might arrange for
the deployment of community-level sensors, an endeavor that
has the added benefit of increasing employment within the
local communities.
Figure 14: Illustrative examples of a dashboard that the Kenyan government can consult, showing in a simple
interactive way the analyzed data and potential pathways.
39
PLANNING DECISION-MAKING
Using predictive modelling and impact analyses, the government With a comprehensive drought-management plan in
can develop a robust drought-management plan. The analytics place and live sources of data and modelling,
help deepen policymakers’ understanding of changing weather government officials can continue to optimize short-
patterns and their implications for farming and community term responses while working toward long-term
planning. And they also help identify opportunities for private resilience.
investment, such as adaptive farming technologies and housing
developments. The drought-management plan feeds into the
country’s broader national adaptation planning by incorporating
the granular detail needed for high-quality decision-making.
We must support African investments for a sustainable and

green recovery. We should use this opportunity to facilitate
structural transformations, helping to make African economies
more inclusive and resilient to future shocks, including those
related to climate change.
– Treasury Secretary Janet Yellen, Remarks at the Summit

on Financing African Economies (May 18, 2021)
40
CONCLUSION
CONCLUSION
A crucial premise underlies this report: deepening
relationships between the United States and African nations
and peoples and advancing peace, prosperity, and progress
together requires US development support to address
evolving challenges and harness opportunity from a changing The international community
world. Such support should be designed with critical trends increasingly sees that a stable and
that are shaping Africa’s future in mind: a growing youth
population, rapid urbanization and more megacities, and the prosperous Africa is in everyone’s
disproportionate impacts of climate change. interest. Our leaders and people will
Also underlying this report is an awareness of the need their support. But it is for Africa to
transformational impact that past and existing programs take the lead in resolving the continent’s
have had, including PEPFAR, Power Africa, Feed the Future,
and YALI, just to name a few. This report intends to build
problems
on the legacy of these successful programs and to chart a – Kofi Annan, Former Secretary General of the United Nations, Remarks
path for future engagements that continue to transform at the Obafemi Awolowo Centenary Celebrations, ‘Africa in the 21st
development across the continent. The two concepts Century: Challenges and Opportunities (July 14, 2009)
detailed in this document are first, an ambition to accelerate
digital skills across all segments of the population in Africa to
accelerate growth and prosperity on the basis of a future-
oriented development agenda, and second, an ambition to
establish climate analytics and planning capacity for the
benefit of all African countries as they tackle a future put at-
risk by climate change. These concepts align the mutual
interests of the United States and African nations, as well as
with the strategic priorities set out by the African Union and
other pan-African and regional institutions. To bring these
concepts to life, the next step is to start sketching out their
programmatic structures and funding mechanisms, informed
by examples of interventions and potential pathways
detailed in this report.
In addition and complementary to existing continental,

regional, and national development programs sponsored and
funded by the American people, the hope is that these
concepts can serve to help transform development,
prosperity, and democracy in Africa in the years to come.
41
ANNEX 1
INDIVIDUALS CONSULTED &
INTERVIEWED
1. Abdirahman Aynte (Former Somali Minister of Planning and 32. Dennis Weller (Former Mission Director, Ethiopia, USAID)
International Cooperation) 33. Diana Putman (Senior Deputy Assistant Administrator, Africa
2. Akunna Cook (Deputy Assistant Secretary, Bureau of Bureau, USAID)
African Affairs, U.S. Department of State) 34. Emily Weeks (Senior Policy Specialist, Bureau for Resilience
3. Alan Gelb (Senior Fellow, Center for Global Development) and Food Security, USAID)
4. Alex Apotsos (Climate Change Advisor, USAID) 35. Faith Ndindiri (Officer, Aggregation Unit,
5. Alicia Robinson-Morgan (Managing Director for Africa, State House Kenya)
MCC) 36. Fatema Sumar (Vice President, Department of Compact
6. Andrew Herscowitz (Chief Development Officer, U.S. Operations, MCC)
International Development Finance Corporation) 37. Florizelle Liser (President and Chief Executive Officer,
7. Andrew Sisson (Former Mission Director, East Africa Re- Corporate Council on Africa)
gional, USAID) 38. Genevesi Ogiogio (Executive Director, African Centre for
8. Andy Karas (Mission Director, Southern Africa Regional, Institutional Development)
USAID) 39. Gideon Maltz (Chief of Staff, USAID)
9. Antony Chapoto (Research Director, IAPRI) 40. Gillian Caldwell (Agency’s Climate Change Coordinator,
10. Asfaw Alemayehu (Advisor, Corporate Council on Africa) USAID)
11. Azim Lakhani (Diplomatic Representative to Kenya, Aga
41. Greg Fischer (Partner and Director, BCG)
Khan Development Network)
42. Hamid Maher (Managing Director and Partner,
12. Blen Abebe (Africa Investment Advisor, U.S. International
BCG GAMMA for Africa Casablanca, BCG)
Development Finance Corporation)
43. Heather Lanigan (Regional Director for Sub-Saharan Africa,
13. Bobby Pittman (Managing Partner, Kupanda Capital; Former
U.S. Trade and Development Agency)
USG Official)
14. Bongani Nqwababa (Former Joint-Chief Executive Officer, 44. Ian Goldin (Professor of Globalisation and Development,
Sasol Limited) University of Oxford)
15. Brinton Bohling (Managing Director for African Operations, 45. James Oehmke (Senior Food Security and Nutrition Advisor,
Prosper Africa) USAID)
16. Brooke Isham (Mission Director, Morocco, USAID) 46. Jason Small (Managing Director for Africa, MCC)
17. Caitlin Corner-Dollof (Climate Resilience and Adaptation 47. Jan Gildemeister (Managing Director and Partner,
Policy Advisor, USAID) Johannesburg, BCG)
18. Carol Jenkins (Office Director, Center for Agriculture-Led 48. Jendayi Frazer (Former U.S. Assistant Secretary of State for
Growth, Bureau for Resilience and Food Security, USAID) African Affairs, Bureau of African Affairs)
19. Casimir Yost (Senior Fellow, Institute for the Study of 49. Jessica Lapenn (U.S. Ambassador to the African Union and
Diplomacy, Georgetown University) the U.S. Permanent Representative to the United Nations
20. Charles Boamah (Former Senior Vice President, African Economic Commission for Africa)
Development Bank Group) 50. Jim Adams (Former East Asia and Pacific Vice President,
21. Chris Mitchell (Managing Director and Partner, BCG) World Bank)
22. Christian Holmes (Senior Advisor, BCG; Former Global 51. Jo Opot (Former Head of Business Development, Acumen)
Water Coordinator, USAID) 52. Joanne Yawitch (Chief Executive Officer, National Business
23. Christopher Burns (Chief Digital Development Officer and Initiative)
Director, Technology Division, USAID) 53. Jonathan Kamin (Mission Director, Rwanda and Burundi,
24. Colin Quinn (Team Lead, Climate Change Team, Africa USAID)
Bureau, USAID) 54. Jonathan Pershing (Deputy Special Envoy for Climate, U.S.
25. Colin Thomas-Jensen (National Security Director, USAID) Department of State)
26. Dana Banks (Senior Director for Africa, National Security 55. Judd Devermont (Special Advisor for Africa Strategy,
Council) National Security Council)
27. Danny Werfel (Managing Director and Partner, BCG; For- 56. Julia Bradley-Cook (Climate Change Advisor, Africa Bureau,
mer Controller, Office of Management and Budget) USAID)
28. David Marchick (Chief Operating Officer, U.S. International 57. Kanini Mutooni (Managing Director, Draper Richards Kaplan
Development Finance Corporation) Foundation)
29. David Newton (Policy Advisor, African Affairs, National 58. Karim Ghellab (President, Assembly of Representatives of
Security Council) Morocco)
30. David Shinn (Adjunct Professor, Elliott School of Interna- 59. Kate Knopf (Director, Africa Center for Strategic Studies)
tional Affairs; Former Ambassador to Ethiopia) 60. Katie Auth (Policy Director, Energy for Growth Hub)
31. Davis Albohm (Director of Global Partnerships, Stanford
61. Katie Hill (Global Director of Business Operations, Liquid
Seed)
Telecom)
42
ANNEX 1
62. Kehinde Togun (Senior Director, Policy and Government 88. Olu Olutola (Regional Connectivity and Digital Advisor,
Relations, Humanity United) Africa, USAID)
63. Ken Menkhaus (Professor of Political Science, Davidson 89. Patrick Brady (USAID Representative to the African Union,
College) U.S. Mission to the African Union)
64. Khalid Bomba (Chief Innovation Officer, Food and 90. Patrick Diskin (Mission Director, Somalia, USAID)
Agriculture Organization) 91. Patrick Dupoux (Managing Director and Senior Partner,
65. Kyeh Kim (Principal Deputy Vice President, Department of Head of Africa Casablanca, BCG)
Compact Operations, MCC) 92. Paul Collier (Professor of Economics and Public Policy,
66. Kyle Peters (Independent Director, Global Infrastructure Oxford Martin School)
Hub; Former Leader of Worldwide Operations, 93. Peiman Milani (Consultant, Rockefeller Foundation)
World Bank) 94. Philip Rihm (Program Officer, Africa Bureau, USAID)
67. Laura Rudert (Resident Country Director, Millennium 95. Qahir Dhanani (Partner and Associate Director, BCG)
Challenge Corporation) 96. Robert Bertram (Chief Scientist, Bureau for Resilience and
68. Laura Sigelmann (Digital Technology Program Specialist, Food Security, USAID)
USAID) 97. Robert Opp (Chief Digital Officer, UNDP)
69. Laura Tuck (Former Vice President for Sustainable 98. Rose Thiga (Chief Operating Officer, PayGo Energy)
Develop-ment, World Bank) 99. Samir Abhyankar (Managing Director, Head of Direct
70. Leonard Wantchekon (Founder and President, African Private Equity, CDC Group)
School of Economics) 100. Sanda Ojiambo (Chief Executive Officer and Executive
71. Leslie Reed (Mission Director, Egypt, USAID) Director, UN Global Compact)
72. Macani Toungara (Senior Advisor, Africa Bureau, USAID) 101. Sean Jones (Mission Director, Ethiopia, USAID)
73. Maria Kisumbi (Senior Advisor, Policy and Government 102. Sergio Aguirre (Co-Founder and Managing Partner, West-
Relations, Humanity United) Exec Advisors; Former White House National Security
74. Mark Carrato (Coordinator, Power Africa, USAID) Council Director)
75. Mark Meassick (Mission Director, Kenya and East Africa, 103. Shalini Unnikrishnan (Managing Director and Partner, BCG)
USAID) 104. Sharon Cromer (Mission Director, Ghana, USAID)
76. Marti Flacks (Director and Senior Fellow, Human Rights 105. Sherry Sykes (Senior Advisor, U.S. Office of the Special
Initiative, Center for Strategic and International Studies) Envoy for Climate, John Kerry)
77. Meghan Moore (Deputy, AF, State Department) 106. Sonali Korde (Deputy Chief of Staff, Policy in the Office of
78. Mehrdad Ehsani (Managing Director, Food Initiative Africa, the Administrator, USAID)
Rockefeller Foundation) 107. Sonya Hoo (Managing Director and Partner, BCG)
79. Mervyn Farroe (Mission Director, Sudan, USAID) 108. Stephen Nicholls (Head of Environment, National Business
80. Michèle Flournoy (Former Under Secretary of Defense for Initiative)
Policy) 109. Terence McCulley (Former U.S. Ambassador to
81. Michele Sumilas (Assistant to the Administrator, Cote d'Ivoire)
Bureau for Policy, Planning, and Learning) 110. Timothy Smith (Director, U.S. Department of State)
82. Mills Schenck (Managing Director and Partner, BCG) 111. Tolu Oyekan (Managing Director and Partner, BCG)
83. Nalishebo Meebelo (Executive Director, ReNAPRI 112. Trish Stroman (Managing Director and Senior Partner,
Secretariat) BCG)
84. Nicholas Nesbitt (Chairman, Kenya Private Sector Alliance) 113. Troy Thomas (Managing Director and Partner, BCG)
85. Nitin Gajria (Managing Director, Google Sub-Saharan 114. Tyler Beckelman (Director of International Partnerships,
Africa) U.S. Institute of Peace)
86. Nora Lapitan (Research Community of Practice Lead and 115. Vibhuti Jain (Regional Managing Director for Africa,
Input Systems Division Chief, Bureau for Resilience and U.S. International Development Finance Corporation)
Food Security, USAID) 116. Wanjiru Kamau-Rutenberg (Executive Director, Rise)
87. Olajobi Makinwa (Chief of Intergovernmental Relations and 117. William Akiwumi (Senior Agriculture Advisor, USAID)
Africa, UN Global Compact) 118. Wendy Woods (Managing Director and Senior Partner,
BCG)
119. Younes Zrikem (Partner and Director, Casablanca, BCG)
120. Yvonne Maingey-Muriuki (Principal Consultant, CaelKlima)
121. Yvonne Tsikata (Former Vice President and Corporate
Secretary, World Bank)
122. Zoe Karl-Waithaka (Partner, BCG)
44
ANNEX
LIST OF PRIORITIZED CONCEPTS
FROM CONSULTATIONS
CLIMATE ADAPTATION DIGITAL
• Climate Information: Establish and • Cost of Data: Roll out transaction
support a national regional climate support for private investments in scalable
information and analytics entity to enable digital infrastructure (e.g., data centers,
public and private sector stakeholders to undersea cables, low-cost devices)
anticipate and adapt • Data Inclusivity: De-risk investments in
last-mile digital infrastructure and support
feasibility studies to find high-potential areas
0 CLIMATE MITIGATION
• Carbon Sequestration: Develop
and pilot carbon sink strategies and
revenue generation models across
African nation 0 HIGHER EDUCATION
• Partnerships: Establish partnerships
between African universities and U.S.
e
companies universities to upskill graduates
RENEWABLE ENERGY before entering the labor market
• E-Mobility and Mini-Grids: De-risk • Accreditations: Establish an African
private investments in renewable energy, university vocational school accreditation entity
centered on e-mobility and mini-grid based on standards and best practices from
projects U.S. higher-education accreditation agencies
• Renewable Energy Strategies:
Support national governments to develop
and implement comprehensive renewable URBANIZATION
energy strategies and plan • Smart Urbanization: Develop a
programmatic framework to support smart
8 FOOD SYSTEMS and sustainable urbanization across Africa

• Regenerative Agriculture: Scale
regenerative agriculture practices through
private sector partnerships DEBT
• Foster Value Chains: Engage the • Debt Restructuring: Form an
private sector to create markets for international coalition to restructure relieve
future foods, from production to value debt (with conditions for relevant policy
addition reform)
e TRADE AND INVESTMENT

• Trade Enhancement: Facilitate the
harmonization of technicaloperational standards ̀
across African countries in key sectors
44

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PO-72066321P00028

June 30, 2022

Pathways for unlocking the power of

Accelerated, robust, and sustained development in Africa is critical for

This report, commissioned by the USAID Mission to the African Union

The concepts emerged from an extensive analytical process of

2. Approach and Guiding Principles ...........................................................8

3. Megatrends to Shape the African Century ..................................... 11

4. Concept 1: Digital Skills Acceleration ............................................... 18

5. Concept 2: Climate Analytics and Planning .................................... 30

7. Annex 1: Individuals Consulted and Interviewed ......................... 42

8. Annex 2: List of Prioritized Concepts from

Contributions by the American people, through USAID and other institutions

Fundamental to all of these pillars is the human capital

'' diverse, and full of potential...There are

30+ DOCUMENTS REVIEWED

PRINCIPLES initiatives. Seven guiding principles emerged as fundamental to a successful US

ENSURE THAT INCLUSIVE MAINTAIN FOCUS ON LOCALIZE

PRIORITIZE MOBILIZE A PARTNER WITH BUILD ON AFRICA’S

THE AFRICAN CENTURY EQUITY, AND

Three trends in 1 GROWING YOUTH POPULATION

serious challenges, but they

Urbanization calls for governments to re-evaluate urban

Africa is experiencing the fastest urban growth in the world.

Urbanization can benefit countries hugely. It can enable

Figure 5: Top greenfield investors in African nations in 2020.

4.9 3.9 3.2 2.8 2.3 1.5 1.5 1.4

TEMPERATURE These, along with improved analytical and planning capacity

Similarly, other development organizations have had

Such financial flows should be aimed largely at upgrading

Finally, carbon sequestration—a promising method of

As Africa’s youth population burgeons, its

The Opportunity: Investing in 4.1 Case for Change

The adoption of digital skills will almost certainly continue

DIGITAL SKILLS ACCELERATION

Despite recent growth in adoption, 87 percent of

Currently, only 11 percent of Africa’s tertiary education

INTERMEDIATE ADVANCED AND HIGHLY

'' Investing in digital

In the multilateral space, the World Bank Group established

DIGITAL SKILLS ACCELERATION

USAID digital strategy covers three pillars of the digital ecosystem

Figure 7: The USAID digital ecosystem is based on three pillars

Digital Rights Digital Government

Connectivity Digital Talent Pool

Digital Divides Digital Financial Services

63 Statista, Share of internet users in Africa, December 2020.

DIGITAL SKILLS ACCELERATION

4.2 Potential Intervention Areas At present, just 12 percent

TARGETED K-12 Invest in targeted K-12 digital

Figure 8: Framework for building digital skills capacity in Africa

African Development Bank (AfDB) and

One interesting model in this regard—well worth studying by

Carnegie Mellon University has a satellite

Mohammed VI Polytechnic University in

4.3 Implementation Pathways 1. Deepen understanding of the digital ecosystem in

The Opportunity: Unlocking 5.1 Case for Change

AGRICULTURE AND WATER SUPPLY COASTAL NATURE AND

·•" ~:-4-•·.,. ..~

African Initiated Assessing Finalized Published Approved