World Meteorological Organization
EC-69/INF. 12.2
EXECUTIVE COUNCIL
Submitted by:
Secretary-General
Sixty-Ninth Session
Geneva, 10 to 17 May 2017
21.IV.2017
SAMPLE CASE STUDY COMPENDIUM: Opportunities, Risks,
Good Practices and Lessons Learned in Private Sector
Engagement
Region I (Africa)
Mobile Weather Alert in the Lake Victoria Region
Weather Info for All – Pilot Project and Initiative
Region II (Asia)
Region III (South America)
Region IV (North America, Central America and the Caribbean)
Region V (South-West Pacific)
Region VI (Europe)
Free Data Access – The Experience of the Israel Meteorological Service
Innovative Power Forecast for Weather-sensitive Energies (EWeLiNE)
Northern Europe Aviation Meteorology Consortium (NAMCon)
NinJo Meteorological Workstation
Single European Sky Air Traffic Management Research Project (SESAR)
Third Party Observations at MeteoSwiss
EC-69/INF. 12.2, p. 2
The Sample Case Study Compendium responds to the request in Decision 73 (EC-68) for an
assessment of opportunities, risks, good practices and lessons learned from specific Member
experiences with public-private engagement. To prepare this sample, in the Fall of 2016 the
WMO Secretariat began requesting case studies from Members. A limited selection of case
studies received is presented here, in a common format that allows for quick assimilation and
comparison of the case specifics. Upon approval from WMO governance, the Secretariat will
expand the Compendium, broadening the request for case studies to reach all Members and
adding case studies on a rolling basis to help inform analysis and decision-making.
EC-69/INF. 12.2, p. 3
Mobile Weather Alert in the Lake Victoria Region
Where and When (Project Implementation and Duration)
Uganda/Africa
 Project implementation from May 2011 to December 2012.
 Operational phase from 2013 until mid-2016, when service provision stopped.
Who - Public Entities
Uganda National Meteorological Authority (UNMA)
 Provided forecasting.
 Issued alerts and severe weather warnings.
Who - Private Partners
Ericsson Telecommunications Inc.
 Led negotiations with commercial communication providers.
 Provided ICT equipment to enhance forecasting capabilities.
 Created the web-based data delivery platform.
 Responsible for training end-users.
National Lake Rescue Institute (NLRI)
 Played a key role in ensuring participation of fishermen and local communities.
 Facilitated feedback from the end-users.
 Coordinated training.
Mobile Telecom Network of Uganda (MTN)
 Commercially provided their mobile phone network to disseminate warnings in form of
text messages.
 Commercial partner for operation after project duration.
What (Project Objectives)
Reduce vulnerability of fishermen and local communities to weather hazards in the Lake
Victoria Region.
How (Project Approach)
Utilize mobile phone technology to directly reach the people under threat with a tailor-made
service they can use to adapt behavior.
Keywords



Severe weather warning
Service provision
Infrastructure
EC-69/INF. 12.2, p. 4
Benefits
gained
Society and end-users:


For the first time in decades, tailor-made weather alerts could be
provided 24/7 to fishermen at Lake Victoria.
Alerts and change in behavior saved lives and protected property in a
cost-effective manner.
Uganda National Meteorological Authority:


Increased reach and enhanced trust and integrity with the public in
Uganda.
Direct communication with end-users, resulting in more effective
services in respect to relevance and language.
Ericsson Telecommunications Inc.:


Contribution to social corporate responsibility.
Good publicity in an emerging market.
Concerns
encountered
Society and end-users:
Good
practices
Engagement with the private ICT company:

The service could not be sustained outside initial project window due
to the withdrawal of Ericson and depletion of external funds.
Allowed the NMHS to profit from specific knowledge in the field of mobile
phone networks, which allowed the NMHS to plan a cost-effective
solution and negotiate favorable contracts for operation.
Utilization of an intermediary:
One with established contacts in the user community, allowed
participants to learn about the end-users needs through feedback, which
has improved the provided services and ensured acceptance.
Lessons
learned
Cost-sharing among partners:
Can greatly reduce the costs of providing services to vulnerable
communities.
Exploiting new ICT technologies:
Can be key to break barriers in service delivery.
Envisioning a sustainable business model:
Should be an integral part of any capacity development project to ensure
operation after the project duration.
Sustainability
The collaboration with the private ICT company:
Was effective while the project was ongoing. This does not guarantee
that the solution is sustainable in the long-term.
Long-term business model:
With sustainability criteria planned from the beginning is key.
EC-69/INF. 12.2, p. 5
EC-69/INF. 12.2, p. 6
Weather Info for All – Initiative
Where and When (Project Implementation and Duration)
Pilot Project in Kenya, Tanzania and Uganda (completed June 2009).
Full roll-out for all of Africa launched in July 2009 in collaboration with project partners
(incomplete).
Who - Public Entities
Global Humanitarian Forum (GHF) Swiss-funded non-profit foundation
 Project design and implementation, resource mobilization, monitoring, evaluation.
 Coordination with project partners.
National Meteorological and Hydrological Services of the participating countries
 Technical support, installation, maintenance of automatic weather stations (AWS).
 Provision of weather forecasts and issue warnings with improved capacities.
Earth Institute at Columbia University academia
 Host AWSs at Millennium Villages and gather end-user requirements.
Who - Private Partners
Ericsson Telecommunications Inc.
 Installation of AWSs at wireless network sites, in collaboration with NMHSs.
 Provide access to mobile phone network infrastructure.
 Leverage relations with local network operators.
 Develop mobile phone applications for end-users.
Zain mobile and data services operator
 Maintenance and calibration of AWSs, in collaboration with NMHSs.
 Procurement of SIM cards for data transfer between AWSs and NMHSs.
 Free transmission of forecasts and warnings, in collaboration with NMHSs.
Fairmount Weather Systems, Ltd.
 Supply custom-designed robust low maintenance AWSs meeting WMO standards.
 Support maintenance of AWSs on 5-year cycle, including provision of spare parts.
What (Project Objectives)


Fill the observation gap and improve accuracy of weather forecasts and warnings.
Harness opportunity presented by emerging wireless communication technologies to
disseminate to end-users via SMS, verify technical feasibility.
How (Project Approach)



Install up to 5,000 AWSs at mobile phone network sites throughout Africa.
Combine experience, knowledge and infrastructure of NMHSs, mobile communications
companies and instrument manufacturers to exploit the mobile technology in Africa for
capacity development of NMHSs.
Work with stakeholders to identify user requirements.
Keywords



Capacity development
Observation network
Service delivery
EC-69/INF. 12.2, p. 7
Benefits
gained
Society and end-users:


Opportunity to empower local communities with timely and accurate
weather information to reduce weather and climate-related risks.
Improved decision-making in climate-sensitive sectors such as
agriculture, health, transportation.
National Meteorological and Hydrological Services:



Capacity development to improve capabilities of NMHSs throughout
Africa.
Opportunity to increase number of observations in network.
Improvement of end-user products and services.
Ericsson and Zain:


Concerns
encountered
Considered efforts as contribution to their corporate social
responsibility.
Used the initiative for publicity in an emerging market.
National Meteorological Services:





Specific national legislation and attitudes towards data-sharing policy
greatly hindered implementation of a regional solution.
NMHSs did not agree to store data in a cloud solution but would have
preferred implementation of national databases.
Lack of trust towards the intentions of the private-sector partners.
NGOs stalled discussion on the potential for the development of a fair
revenue-sharing model for operations.
Acceptance for the project was initially low because the technical
solution was not fully compliant with the CIMO Guide.
Good
practices
Designing the pilot project phase:
Lessons
learned
It is crucial to include NMHSs in the project design
phase:
With the aim of learning about technical feasibility and possible business
models for operations and upscaling is crucial.
Before implementation. A top-down approach cannot adequately reflect
technical, political, and cultural circumstances which can, in turn, lead to
serious issues in implementation.
Sustainability
After successful implementation of a technical pilot:
A sustainable business plan for shared revenue streams leveraging each
partner’s expertise is necessary to make the pilot fit for operations and
upscaling.
Long-term sustainability considerations should be built
into:
The project proposal, already taking into account in-kind support from
project partners.
EC-69/INF. 12.2, p. 8
Free Data Access – The Experience of the Israel
Meteorological Service
Where and When (Project Implementation and Duration)
Israel
 Project implemented in the beginning of 2012.
Who - Public Entities
Israel Meteorological Service (IMS)
Who - Public Entities
Multiple
What (Project Objectives)



Meet expanding demand for free and accessible data.
Move from a funding model based on the sale of data and services to a free data
access policy.
Refocus on basic meteorological services.
How (Project Approach)
Rapid and comprehensive policy reform. An agreement was reached with the Transport and
Finance Ministries for a fixed yearly budget in exchange for making all data accessible to the
public, free of charge.
Keywords


Free data access
Service provision
EC-69/INF. 12.2, p. 9
Benefits
gained
Israel Meteorological Service:






Tasks requiring significant time investment but little technical
expertise (such as client recruitment, answering calls for tender)
have been drastically reduced.
Professional staff have time to focus on activities of national priority.
Important projects are no longer delayed (such as the wind energy
atlas, climate atlas, climate change monitoring analysis).
The reputation of IMS as a service provider has improved.
Tension with government agencies previously viewed as clients has
ended.
Inter-agency cooperation has improved.
Private-Sector: Expanded market for:





Concerns
encountered
Good
practices
Answering meteorological queries that require data processing.
Producing tailor-made forecasts for specific applications.
Generating advanced graphic displays of meteorological data.
Meteorological consulting for the private sector.
Provision and maintenance of meteorological equipment.
Israel Meteorological Service:

Prior to budget agreement, the potential loss of revenues would have
threatened IMS ability to maintain observational networks and fund
data processing and quality control.
Data Dissemination platform:
NMHSs should ensure it is clear and simple to use, and provides the
means to download large amounts of data simultaneously.
Lessons
learned
An intragovernmental agreement on a fixed yearly
budget:
Is an essential prerequisite.
Gradual implementation could be possible:
By first providing, for example, only raw data, while retaining forecasting
service revenues.
EC-69/INF. 12.2, p. 10
Innovative Power Forecast for Weather-sensitive Energies
EWeLiNE
Where and When (Project Implementation and Duration)
Germany/Europe
 Project implementation from December 2012 to November 2016.
Who - Public Entities
German National Weather Service (DWD)
 Provided access to its meteorological observing network.
 Provided experience and knowledge of operational numerical weather prediction.
 Improved aspects of its operational numerical weather prediction models that are
especially relevant for the prediction of wind and solar power.
Who - Private Partners
Fraunhofer IWES (Fraunhofer Institute for Wind Energy and Energy System Technology,
research institute, 30% publicly funded)
 Provided experience and knowledge in wind and radiation forecasting for the renewable
energy sector.
 Developed probabilistic forecasts and products tailored for the energy sector.
 Facilitated liaison with customers from the energy sector.
Amprion GmbH, TenneT TSO GmbH, 50 Hertz Transmission GmbH
(Transmission System Operators, TSOs) end-users
 Provided functional user requirements.
What (Project Objectives)


Improve forecast of energy output of wind parks and solar power plants depending on
weather conditions.
Provide improved services to better assist the end-users’ decision-making.
How (Project Approach)
Join complementary experience, expertise, and insight in user requirements to provide
optimized tailor-made services that better assist the end-users’ decision-making process.
Keywords




Renewable energies
Numerical weather prediction
Service provision
Research
EC-69/INF. 12.2, p. 11
Benefits
gained
Society and end-users:

Deepened insight in the dependencies of renewable power generation
on weather conditions led to more robust power grid operation with
lower maintenance costs.
German National Weather Service:



Engaged new customer groups in dialogue on products tailored to
their needs.
Improved model physics and parameterization, with the added
benefit of improving model skill scores in other areas.
Access to previously unavailable data for verifying and improving
weather forecasts.
Amprion GmbH, TenneT TSO GmbH, 50 Hertz
Transmission GmbH:

Concerns
encountered
Access to improved products and support in implementing them in
decision-making systems.
German National Weather Service:

Requirements placed on data for use in numerical weather prediction
are high and not well understood outside the community.
Amprion GmbH, TenneT TSO GmbH, 50 Hertz
Transmission GmbH:

Good
practices
Strong resistance to sharing data of operational systems even with
project partners, especially near-real time data.
Web services, standardized across domains:
Are easier to integrate in the end-user’s systems than traditional file
exchange mechanisms.
A follow-up research project:
Has been launched on the same objectives. Quality and availability of
input data is directly taken into account.
Lessons
learned
Crucial data desired from the end-user:
Was either unavailable or did not fulfill requirements for assimilation into
numerical weather prediction systems.
Highly granular data usage policies:
Initially prevented use of data in DWD’s operational systems, causing
unexpected overhead in implementing the solution.
Sustainability
Incompatible data usage policies:
Hindered smooth integration of data into DWD’s operational systems and
prevented sustainable operationalization as part of the project.
EC-69/INF. 12.2, p. 12
Northern Europe Aviation Meteorology Consortium (NAMCon)
Where and When (Project Implementation and Duration)
Denmark, Estonia, Finland, Iceland, Latvia, Norway, Sweden / Northern Europe
 Collaboration established in September 2013, ongoing.
Who - Public Entities
National Meteorological and Hydrological Services
 Consolidated aviation services in the participating countries.
 Jointly provide aviation services for the regional air space.
Who - Private Partners
Multiple players from the private sector compete and collaborate in a highly regulated market
(no partnership in the strict sense).
What (Project Objectives)
Cross-border coordination amongst the NMHSs, combining human, financial and technical
resources, in order to act as one regional service provider.
Single NMHSs cannot survive in the future without increasing cost-effectiveness and exploiting
potential for savings through consolidation with regional partner NMHSs. The aviation weather
service delivery market is extremely competitive and external pressure forces NMHS to deliver
seamless services that reduce fragmentation of the airspace.
How (Project Approach)
NMHS are specialized to provide services that are highly safety-critical and usually regulated
by the International Civil Aviation Organization (ICAO) and national legislation.
Private companies typically offer complementary, often at times innovative, services such as
“flight following” information, which is valuable to reduce cost, flight-time, fuel consumption
and other indicators, but not immediately safety-critical.
Cross-border coordination amongst the NMHSs, in order to act as one regional service
provider, reduces cost and strengthens the NMHSs’ market position, so as to develop a
favorable co-existence with competitors from the private sector.
Keywords



Regional collaboration
Aviation meteorology
Service provision
EC-69/INF. 12.2, p. 13
Benefits
gained
Society and end-users:


Cheaper services with comparable or better quality.
Air-traffic management providers can access information through a
small number of standardized interfaces, which facilitates integration
into decision-making systems.
National Meteorological and Hydrological Services:

Consolidation of services leads to improved competitiveness, reduced
cost, and improved services and service provision.
Access to additional observations and innovative services.

Private-sector companies:

Concerns
encountered
National Meteorological and Hydrological Services:


Good
practices
Gain access to a highly regulated market in which they provide lessor non-regulated services, share existing infrastructure, and
commercially provide proprietary infrastructure such as data
transmission networks and advanced observations.
Consolidation of services might result in providing only the lowest
common denominator services.
Partners in NAMCon are very different sizes, which impedes the
development of fair cost/benefit sharing models.
The consortium has a better position in the market:
Than the individual NMHS. Consolidation is cost-effective and allows
sharing of best practices among partners and with the private sector.
Currently, regulations support co-existence:
Of public and private entities providing complementary services.
Lessons
learned
The legal status of the NAMCon organization:
Sustainability
Although current legislation in Europe supports the coexistence of public and private entities, competitors are
Does not allow for joint bids on international requests for proposals,
which puts organization at a disadvantage compared to the private
sector.
progressively pushing into the core market of NMHSs. European Commission
regulations for the Single European Sky can be interpreted to favor this
development, jeopardizing the NMHSs’ traditional business model.
EC-69/INF. 12.2, p. 14
NinJo Meteorological Workstation
Where and When (Project Implementation and Duration)
Germany, with partners from Europe and North-America
 Implementation started in 2000, still ongoing.
Who - Public Entities
NMHS of Germany (DWD), Switzerland (MeteoSwiss), Denmark (DMI), Canada
(Environment Canada MSC), German Military (Bundeswehr) main partners
 Principal operational users and main source of user-requirements.
 In-depth knowledge and experience in operational processes.
 Implemented meteorology-specific aspects of the software.
NMHS of Spain (AEMET), South Africa (SAWS), Swedish Armed Forces licencees
 Users providing feedback and profiting from new developments.
Who - Private Partners
EuMetSys c/o Ernst Basler + Partner GmbH
 Provided flexible access to highly qualified software developers to accommodate
fluctuating demands over time.
 Experience in IT consulting and management of large-scale IT development projects.
 Implement a significant part of the software, handle sales, and offer support and
consulting to third-party customers.
What (Project Objectives)




Implementation and maintenance of an all-purpose workstation for operational
forecasters to process and visualize meteorological data, as well as create end-user
products.
Reduce development costs and facilitate fast integration of new user requirements.
Allow for more flexibility in the implementation process through continuous availability
of qualified IT personnel.
Reduce development and maintenance costs.
How (Project Approach)
A Software Design Team and eight geographically distributed Developer Teams jointly plan
and develop the modularized software. EuMetSys creates revenue by offering license sales as
well as support and consulting to third party customers.
The NinJo Project Consortium was founded to govern the international partnership.
Keywords



Forecaster workstation
Software development
Service provision
EC-69/INF. 12.2, p. 15
Benefits
gained
Society and end-users:


Faster implementation of new products and services.
Ability to offer the software, support and consulting to customers.
Improved software quality at reduced cost.



Flexible access to external human and financial resources.
Access to external knowledge in IT and meteorology.
Learning from good practices in project management.

Access to experience and knowledge in operational meteorology.
Access to NMHS as customers of licenses, support and consulting.

NMHSs:
EuMetSys c/o Ernst Basler + Partner GmbH:

Concerns
encountered
NMHSs:


Coordination issues in large distributed development team (such as
different languages, time zones) create overheads.
Personnel needed with currently-uncommon specialist knowledge in
areas such as contract law.
NMHSs and EuMetSys:

Good
practices
Adaptation phase was needed to align different work cultures and
project-management approaches.
The well-defined development process:
Which the project partners agreed on, allows for proper steering and
organization of development work.
Jointly used collaboration tools:
Such as document and knowledge management, bug-tracking, and
source-code versioning tools are key to smooth collaboration.
Lessons
learned
The organizational overhead:
Of working with partners should not be underestimated. Coordination of
distributed teams, closure and monitoring contracts, assessment and
approval of work results, and accounting all require working time and
specialist knowledge.
Formal agreements reduce flexibility:
And regular adjustment of contracts should be anticipated.
Sustainability
The consortium combines strengths of the partners:
To create a solid business model to the benefit of all, while reducing cost
and improving product quality.
Clear rules of engagement govern collaboration:
Working cultures have converged to create a stable partnership.
EC-69/INF. 12.2, p. 16
Single European Sky Air Traffic Management Research Project
Where and When (Project Implementation and Duration)
Europe, several countries
 Programme will run 2004–2020, current phase February 2012–September 2016.
Who - Public Entities
European NMHSs, including Météo France, UK Met Office, DWD (Germany)
represented through EUMETNET
 Coordinated and implemented consolidated meteorological services for the whole air
space over Europe.
 Exploit existing contacts between NMHS and to CAAs to coordinate specification and
development of innovative services for air traffic management.
Civil Aviation Agencies (CAA) incl. DSNA (France), BelgoControl, DFS (Germany)
 Represented the main users of newly developed services.
 Contributed with expertise in air traffic management and raised user requirements.
European Commission and EUROCONTROL founded the programme, consisting of a total
of 110 public and private partners with different partnership models:
 Represent the European legislator.
 Designed and monitored the programme.
 Provided funding.
Who - Private Partners
Airbus, Dassault, Frequentis, Honeywell, Indra, Thales and others commercial aviation
service providers from different sectors
 Contributed to the implementation of work packages.
What (Project Objectives)
Overall goal of the programme: increased capacity in air space and runway/airport
throughput, with increased punctuality at reduced cost, as well as reduced negative impacts
on the environment.
Meteorology, as an integral part of air traffic management, shall deliver innovative services
that are harmonized over the European air space. Users are aviation safety agencies, aviation
industry partners such as airports and airlines.
How (Project Approach)
Create the technical and operative basis for future requirements of aviation by bringing
together all relevant stakeholders, such as aviation experts, flight security agencies, NMHSs,
commercial airlines, academia, national and European agencies.
Keywords



Civil aviation safety
Service provision
Infrastructure
EC-69/INF. 12.2, p. 17
Benefits
gained
Society and end-users:


Improved services (safety, punctuality, price).
Reduced environmental impact (fuel burning, noise pollution).


Ensure relevance of NMHS in the aviation sector.
Gain better understanding of user requirements to provide tailored
end-users services, instead of merely providing data.
European NMHS:
European CAA:

Consolidation of service providers and services.

Increased capacity in air space and runway/airport throughput.
Opportunity to bring specialized services to the market.
 Harmonization of standards and services in Europe.
Private Partners:

Concerns
encountered
Society and end-users:

Private companies could occupy strategic positions to lobby for
commercial interests and industry-friendly standards.
European NMHS:


Good
practices
No explicit operating cost calculations to substantiate financial
burdens, weakening the standing of NMHS in negotiations.
Unaccustomed to discuss technology-free user-requirements instead
of concrete solutions, especially in advanced ICT.
Spreading workload according to different expertise:
Among the EUMETNET members has allowed more effective contribution
to the programme.
Good communication and collaboration:
Is pivotal for NMHS to establish themselves as strong partners.
Direct communication with end-users:
Is necessary to develop relationships and tailor services.
Lessons
learned
Strategic analysis of the programme and coordination:
At an early stage is important. NMHS should agree on a joint strategy
and division of work before responding to RFPs.
The recruiting process in the public service:
Is not immediately fit to acquire project staff on short notice. Delays in
the hiring process cannot be compensated by permanent staff due to
increasing individual workloads and the specialist expertise required.
Sustainability
Operational systems are specified but implementation is deferred to a later
stage and carried out by other parties.
EC-69/INF. 12.2, p. 18
Third Party Observations at MeteoSwiss
Where and When (Project Implementation and Duration)
Switzerland/Europe
 Undertaking started in 2006, ongoing.
Who - Public Entities
Federal Office of Meteorology and Climatology (MeteoSwiss)
 Operates the infrastructure to assess data quality and share observation data.
 Defines data-usage policy categories.
 Defines data-quality assessment criteria in compliance with WMO standards.
METAS Federal Office of Metrology
 Assesses and audits third-party stations against MeteoSwiss’ quality definitions.
Other federal public agencies
 Operate and maintain their own observing networks.
 Improve their networks based on the findings of the METAS audits.
Who - Private Partners
MeteoGroup, Meteotest and others meteorological service providers
 Operate and maintain their own observing networks.
 Improve their networks based on the findings of the METAS audits.
What (Project Objectives)


Integration of observation data from private and public partners into MeteoSwiss’
operations.
Sharing data with partners to reduce cost and increase sustainability.
How (Project Approach)



Restructuring of internal IT systems to account for restricted usage rights and differing
quality levels of third-party data.
Data usage rights are negotiated and implemented into the data warehouse.
Data quality is assessed and audited by an independent third party.
Keywords



Observation network
Infrastructure
Data
EC-69/INF. 12.2, p. 19
Benefits
gained
Society and end-users:



Improved data sharing with other public agencies, avoiding
expensive redundant measurements.
Increased quality and accuracy of publicly available products.
Improved warnings in Switzerland’s 170 warning regions, especially
those without MeteoSwiss-owned stations.
MeteoSwiss:


Cost-effective integrating of data from around 2000 partner stations,
operated by about 40 partners from different sectors, public and
private.
Since 2016, MeteoSwiss stores more third-party than own data.
MeteoGroup, Meteotest and others:


Concerns
encountered
MeteoSwiss:


Good
practices
Quality compliance definitions and feedback from METAS audits
improved quality of observations.
Partners exchange data with each other, quality checks on partner
data planned for 2017.
Complicated to integrate data with restricted usage rights into the
internal processes and IT systems.
Third-party data not necessarily compliant with WMO quality
standards.
Redesign of MeteoSwiss’ IT systems:
Integrated the third-party observations, with differing usage rights and
qualities, and facilitated use of external sources.
Development of data-quality compliance-criteria:
Has improved communication and overall data quality.
Quality audits conducted by an independent third-party:
Closes feedback loop and is highly accepted by all partners.
MeteoSwiss and public partners started building stations
together:
Based on quality audits, frequent meetings and knowledge exchange.
Lessons
learned
Changes in working culture assist mutual understanding:
Sustainability
Increased collaboration and deepened mutual
understanding:
When data quality requirements are specified in a technology-free
language.
Of requirements led to a stable partnership to the advantage of all
partners.
Federal agencies can better sustain their own funding:
If they show that their data is also used by other federal agencies.
____________
EC-69/INF. 12.2, p. 20