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Moss served as Deputy Assistant Secretary in the Bureau of African Affairs at the U.S. Department of State 2007-2008 while on leave from CGD. Previously, he has been a Lecturer at the London School of Economics (LSE) and worked at the World Bank, the Economist Intelligence Unit (EIU) and the Overseas Development Council. Moss is the author of numerous articles and books, including African Development: Making Sense of the Issues and Actors (2018) and Oil to Cash: Fighting the Resource Curse with Cash Transfers (2015). He holds a PhD from the University of London’s SOAS and a BA from Tufts University.
“An Aid-Institutions Paradox? Aid dependency and state building in sub-Saharan Africa,” with Nicolas van de Walle and Gunilla Pettersson, in William Easterly (ed.) Reinventing Aid, MIT Press, Cambridge, 2008.
“The Ghost of 0.7%: Origins and Relevance of the International Aid Target,” with Michael Clemens, International Journal of Development Issues, Vol. 6, No. 1, 2007.
“Compassionate Conservatives of Conservative Compassionates? US political parties and bilateral foreign assistance to Africa”, with Markus Goldstein, Journal of Development Studies, Vol. 24, No. 1, October 2005.
“Is Africa’s Skepticism of Foreign Capital Justified? Preliminary Evidence from Firm Survey Data in East Africa”, with Vijaya Ramachandran and Manju Kedia Shah, in Magnus Blomstrom, Edward Graham, and Theodore Moran (eds), Does a Foreign Direct Investment Promote Development?, Institute of International Economics, Washington DC, May 2005.
“Irrational Exuberance or Financial Foresight? The Political Logic of Stock Markets in Africa”, in Sam Mensah & Todd Moss (eds), African Emerging Markets: Contemporary Issues, Volume II, African Capital Markets Forum, Accra, 2004.
“Stock Markets in Africa: Emerging Lions or White Elephants?” with Charles Kenny, World Development, Vol. 26, No. 5, May 1998.
“Africa Policy Adrift,” with David Gordon, Mediterranean Quarterly, Vol. 7, No. 3, Summer 1996.
“US Policy and Democratisation in Africa: The Limits of Liberal Universalism,” The Journal of Modern African Studies, Vol. 33, No. 2, June 1995.
The Nigerian legislature’s decision last week to reject a constitutional amendment that would have permitted President Obsanjo to seek a third term is good news for Nigeria and the rest of the region, notwithstanding valid worries that a new president might attempt to rollback Obsanjo's reform program. CGD’s Scott Standley assesses the trade-offs.
More than 25% of businesses surveyed in some of Africa’s biggest economies cited losing double-digit sales due to power outages
Center for Global Development
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Washington – In Sub-Saharan African countries with unreliable power, outages cost some companies as much as 31 percent in sales, according to a new study released today by the Center for Global Development.
Researchers from the Center for Global Development (CGD) examined data from more than 3,000 firms in 37 African countries in an effort to examine how businesses across Sub-Saharan Africa respond to frequent power outages, and what it means for their businesses’ bottom lines and growth prospects.
“While there’s a lot of effort put into providing solar panels and generators to African households to power their daily lives, to actually change the economic development equation in Africa we must focus our efforts on the energy infrastructure that can power businesses,” said Vijaya Ramachandran, the study’s lead author and a senior fellow at CGD. “We found that unreliable power can have a major impact on businesses, dampening their growth prospects and undermining job creation opportunities.”
The study found:
In some of the continent’s largest economies like Nigeria, Angola, and Ghana, more than 25% of businesses lose double-digit sales due to power outages—with some firms averaging losses of 31%.
The largest grouping of firms are just surviving. Thanks to a heavy reliance on generators their sales are mostly unaffected by power outages, but they average just 3% growth.
Across the continent, some firms have grown rapidly despite frequent power outages—even in very poor countries.
In middle-income countries, especially in Southern Africa, many firms suffer relatively limited power outages and don’t see significant effects on sales.
The hardest-hit firms average more than 200 hours without power each month, while even the least-affected firms average more than 10 hours per month.
Some individual firms report losing over 70% of their sales.
“Of course, there’s no single story of how African businesses cope with unreliable power, but it’s clear that across the continent, a huge number of firms suffer high costs and lost sales,” said Ramachandran. “Better power infrastructure could enable business growth, create jobs, and produce better economic outcomes for the region.”
You can read the full study at https://www.cgdev.org/publication/how-do-african-firms-respond-unreliable-power-exploring-firm-heterogeneity-using-k-means.