Paper short abstract:

This article investigates how digital agricultural extension advisory services that target climate resilience (SDG-13) can be upscaled. To this end, we examined public and private extension service providers to interrogate what business models drive successes or otherwise in Anglophone Africa.

Paper long abstract:

The African agri-food system is confronted by the climate chaos on one end and food insecurity on the other. This phenomenon, thwarts efforts to attain the sustainable development goal (SDG) – 2 of ending hunger in the global south. This article investigates how digital agricultural extension advisory services that target building climate resilience (SDG-13) can be upscaled. To this end, we examined public and private extension service providers to interrogate what business models drive successes or otherwise. Embedded in a qualitative inquiry within a sustainability lens, covering four Anglophone African countries, we find that public extension service providers rely heavily on donor funded support for implementing flagship projects. This renders projects unsustainable and collapse when funding comes to an end. As opposed to private service providers who engage in business models that enable beneficiaries to bear part of project costs in what is known as "phase-out" funding models. Additional business models that encourage upscaling, include partnership with the private sector in profit share-outs, and the collection of service charges. We find these business models useful in driving sustainable agricultural extension provision. We recommend public extension service providers adopt thriving and effective business models from private sector providers to drive growth in the agricultural food system.