Across Kenya, stalled projects stand as monuments to inefficiency, corruption, and poor planning. From incomplete roads, stadiums, dams to abandoned hospitals, these unfinished initiatives represent wasted taxpayer money, missed opportunities for development, and a betrayal of public trust.  

The government must take decisive action to ensure that projects are completed on time and within budget. Failure to do so not only hampers economic growth but also diminishes public confidence in state institutions. 

The financial burden of stalled projects is staggering. According to reports by the Office of the Auditor-General, Kenya has lost billions of shillings due to abandoned or delayed government initiatives.  

These include infrastructural projects such as roads, bridges, and dams, as well as social programs like housing and healthcare facilities. When projects stall, costs inevitably skyrocket due to inflation, material wastage, and the need for re-tendering. 

A prime example is the Arror and Kimwarer dams scandal, where billions were allocated but no substantial work was done. Similar concerns have been raised about incomplete roads, particularly in rural areas, where residents continue to struggle with impassable routes despite government promises.  

The economic consequences of such stagnation include disrupted trade, reduced investor confidence, and diminished productivity. 

Stalled projects often result from poor planning, inadequate budgeting, and bureaucratic inefficiencies. Many times, government contracts are awarded based on political connections rather than merit.  

This leads to contractors who lack the technical and financial capacity to execute projects effectively. Additionally, corruption plays a significant role, as funds meant for projects are misappropriated or embezzled, leaving crucial initiatives in limbo. 

Weak oversight mechanisms further exacerbate the problem. Regulatory agencies and parliamentary committees frequently lack the power or will to hold those responsible to account.  

When investigations are launched, they often drag on for years without tangible results, allowing culprits to escape justice. This culture of impunity must be dismantled if Kenya is to achieve meaningful development. 

Beyond financial losses, the human cost is immense. Incomplete hospitals, for example, mean that patients, especially in marginalised areas, are denied essential healthcare services.  

Moreover, stalled projects erode public trust in government institutions. Citizens grow disillusioned when they see leaders make grand promises only for them to remain unfulfilled.  

This breeds apathy, disengagement, and even unrest, as people feel abandoned by those in power. A government that fails to deliver on its commitments risks losing credibility and legitimacy in the eyes of its people. 

To break the cycle of stalled projects, the government must implement stronger accountability measures and ensure efficient project management. Several key reforms can help address this persistent issue. 

Before approving any project, the government must conduct thorough feasibility studies to assess viability, cost implications, and potential risks. Projects should only be green lit if there is clear evidence of financial and technical capacity for completion. 

The government must enforce strict adherence to procurement laws to prevent the awarding of contracts based on favoritism or bribery. Open and competitive bidding processes, coupled with stringent contractor evaluation criteria, will help curb corruption and improve project execution. 

Many projects stall due to erratic government disbursements. The Treasury should ensure that allocated funds are released in a timely manner and that ministries prioritise the completion of ongoing projects before launching new ones. 

Parliament and county assemblies must strengthen their oversight roles by demanding regular progress reports and ensuring that contractors are held accountable for delays. Citizens should also have a say in monitoring projects within their communities through participatory governance mechanisms. 

— The writer is a Communication Consultant