African Risk Capacity (ARC) Risk Management In Agriculture
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1 African Risk Capacity (ARC) Risk Management In Agriculture November 2016
2 Disaster Management Response ARC aims to provide cost-effective contingency funding to protect livelihoods and development gains
3 Value for Member States A Specialised Agency of the African Union, established in 2012, is governed by a board of African ministers and experts The ARC Agency s first financial affiliate, ARC Insurance Company Limited, was established in early 2014 Through its unique structure, ARC bring together three critical elements to create a powerful value proposition for it participants and their partners: Early Warning: Africa RiskView Response: Contingency Planning Insurance: Index-based insurance and risk pooling As a result a dollar spent on drought response through ARC saves $4.40 in traditional humanitarian assistance costs
4 Household and National Level Impacts Cost by household* of delaying response until X months after the harvest *Based on average household of 6 individuals Months Cost Negligible cost US$ 49 US$ 1,294 Assistance needs to reach the affected population before month four to prevent the impact of reduced food intake or at least by month six to prevent asset sales
5 Pan-African Solidarity Makes Financial Sense
6 Cost Benefit Analysis: Value Multiplier Financial benefit of improved risk management: Low operating costs for the ARC, thus lower premiums for countries Better conditions on insurance markets Focusing on more extreme coverage > 1-in-5 year events better value Enables Development benefit of planning and early response: Protect lives and livelihoods Protect development gains Maintain economic growth Scaling up social safety nets and contingent transfers most effective Estimated benefit for every US$ 1 spent on ARC compared to giving budget support and current responses: Approximately US$ plus additional direct cost savings 2 1 Clarke/Hill, Cost-Benefit Analysis of the African Risk Capacity Facility, Assumptions made: 1-in-5 year return period, country risk aversion of 2, ARC premium multiple of 1.2, payout-to-need correlation of 75%, scaling up social safety nets and contingent transfers the selected response mechanisms 2 Direct cost savings include lower food cost, lower administrative cost, transport savings, etc.
7 32 Current ARC Member States Original Signatories (23 November 2012) 1.Burkina Faso 2.Burundi 3.Central African Republic 4.Chad 5.Republic of Congo 6.Djibouti 7.Gambia 8.Guinea 9.Liberia 10.Libya 11.Malawi 12.Mozambique 13.Niger 14.Rwanda 15.Sahrawi Arab Democratic Republic 16.Senegal 17.Togo 18.Zimbabwe Additional Signatories (date signed) 19.Kenya (28 January 2013) 20.Mauritania (28 January 2013) 21.Côte d'ivoire (6 February 2013) 22.Comoros (15 February 2013) 23.Gabon (30 January 2014) 24.Madagascar (31 January 2014) 25. Benin (27 June 2014) 26. Nigeria (4 December 2014) 27. Mali (27 May 2015) 28. Ghana (28 January 2016) 29. Guinea Bissau (29 January 2016) 30. Sao Tome and Principe (29 January 2016) 31. Sierra Leone (29 January 2016) 32. Zambia (29 January 2016)
8 ARC s Institutional Structure Governed by Member States
9 ARC Agency Board Members Hon. Dr. Ngozi Okonjo Iweala (AU Commission) Hon. Diombar Thiam (North Africa) Mr. Tosi Mpanu-Mpanu (AU Commission) Mr. Birama Sidibe (West Africa) Mr. Ouhoumoudou Mahamadou (Central Africa) Hon. Professor Peter Mwanza (Southern Africa) Hon. Dr. Agnes Kalibata (East Africa) Mr. Mohamed Beavogui (ARC Director General Non voting)
10 ARC Ltd Board Members Dr Lars Thunell (Chair) Former CEO of the IFC/ Executive Vice President, World Bank Group Dr. Dolika Banda (CEO) Former IFC Director Mr. Wise Chigudu CEO, Impi Risk Soultions, Former Head of Risk and Interim Director of Ceded Reinsurance at Argo Insurance Group Mr. Dele Babade CEO ACL Capital Partners Mr. Hans-Peter Gerhardt Former CEO of AXA Re and Paris Re Mr. Vincent Rague Former CIO and Global Head of Property Finance at IFC Mr. Amadou Diallo CEO, DHL Freight International Dr. Richard Wilcox Assistant Secretary General, WFP
11 ARC Capacity Building Programme
12 Work Stream 2: Contingency Planning - Valid 2 years - Possible amendments
13 Pool 1 & 2 Experience
14 Pool 1: Payout Implementation Payouts triggered at end 2014 due to West Africa drought Funds in national accounts before UN Sahel appeal launched
15 Lessons Learned ARC is a good and existing and operational example of: South-South cooperation Public-Private partnership Leveraging domestic resources Innovation Efficient use/leveraging of donor resources Play a critical role in leveraging discussions on investment in resilience in broader policy and budgetary planning processes of governments There is a demand from countries for: Contextually appropriate products and tools for managing risk Risk Information for ACTION and DECISION MAKING Risk financing tools Premium financing Capacity building (technical assistance)
16 Support Premium Financing to allow for high risk countries with low resilience to join ARC Financing for countries that have operational capacity to use payouts but lack funding to pay premium Exploring with AfDB, EU and others Capacity Building Research & Development Extreme Climate Facility Replica coverage To allow humanitarian actors to leverage ARC s country built risk management architecture to scale up coverage and boost timely response WFP and Start Network
17 Pool Expansion: Flood, Cyclone, Drought ARC aims to insure nearly 30 countries with USD 1.5b in coverage against droughts, floods and cyclones by 2020*: In addition ARC plans to pilot outbreak and epidemic insurance in select countries in 2017 Extreme Climate Facility (XCF) Replica Coverage
18 Long-term impact Risk management and investment increase resilience and growth
19 Website:
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