It is time for the electorate to hold elected leaders accountable for the misdeed in our society

The pattern of incomplete development projects across Kenya, funded with taxpayer money, raises serious concerns about accountability and the effective use of public resources. This recurring issue of mismanagement not only drains the economy but also hinders the lives of communities that depend on these projects. Examples include projects like the Ksh 430 million tomato factory in Rombo Ward, Kajiado County, and the Ksh 600 million Naibor-Ilibakei road in Laikipia County, among others. These abandoned or poorly executed projects not only represent wasted resources but also reflect a broader issue in Kenya’s political and social landscape.

The critical question that arises is why elected leaders, entrusted with public funds, continue to neglect their responsibilities while public expectations are dulled by tribal loyalty. This analysis will explore the systemic failures, accountability gaps, and socio-political dynamics that sustain this cycle, with a particular emphasis on the research that unveils such failures and the role of the electorate in addressing them.

1. The Role of Research in Unveiling Incomplete Projects

Independent researchers and investigative journalists play a crucial role in exposing incomplete or abandoned public projects. Reports from organizations, academics, and media investigations often provide detailed accounts of allocated funds, project timelines, and reasons cited for project stalls. The Ksh 430 million tomato factory in Rombo Ward and Ksh 44.9 million Mavoko Stadium, for instance, have been highlighted in such research as cases where significant investment has yielded no benefits to the community. These reports make it clear that despite heavy investments, these projects have not been completed, raising questions about how the funds were managed.

However, the impact of such revelations often falls short, with findings rarely resulting in accountability or systematic change. Part of the problem lies in the weak regulatory response following these exposés. While these investigations reach the public and prompt outrage, they often fail to translate into government action. This raises questions about the effectiveness of anti-corruption bodies and oversight authorities tasked with monitoring public spending.

2. Why Leaders Fail to Complete Projects

The failure to complete public projects can be attributed to several factors, including corruption, poor planning, political interference, and lack of technical capacity. Many leaders may engage in corruption or patronage networks that siphon funds from projects. In other cases, political calculations affect the progress of projects; politicians often prioritize projects based on the electoral cycle, concentrating resources in areas they believe will maximize votes rather than where the need is greatest.

Furthermore, poor planning and unrealistic timelines contribute to stalling projects. The Ksh 600 million Naibor-Ilibakei road project in Laikipia County, for instance, has suffered from delayed execution, attributed to both logistical missteps and alleged misappropriation of funds. In such cases, funds are sometimes allocated without a thorough feasibility study, leading to unforeseen complications that halt progress.

Political influence is also a significant issue. Leaders may use public resources as a tool to gain favor or control over certain communities. When funds are allocated without accountability, leaders can divert money for personal or political gains, leaving projects incomplete and communities without essential services. This misuse of resources underscores a breakdown in the values and priorities that should guide public service.

3. The Problem of Tribalism and Political Patronage

One of the biggest challenges in holding leaders accountable is tribalism. Leaders are often celebrated not based on their performance, but on their ethnic or tribal affiliations. This tribal loyalty discourages objective scrutiny and, in some cases, creates a shield for leaders against calls for accountability. When politicians are endorsed purely based on tribal lines, there’s little incentive for them to follow through with promises or to act in the public’s best interest.

For instance, politicians responsible for incomplete projects like the Ksh 78 million governor’s residence in Bomet County are rarely questioned by their constituents if they belong to the same ethnic background. This trend is further perpetuated by a culture where some communities feel a need to defend "their own," regardless of poor performance or ethical shortcomings. This situation promotes a sense of immunity among leaders, as they bank on ethnic loyalty to avoid accountability.

The celebration of leaders based on tribal affiliations has significant implications for democracy. When elected leaders are chosen based on ethnic backgrounds rather than competence, public resources are often misallocated. This bias breeds inefficiency, corruption, and neglect, with communities suffering from delayed or abandoned projects as a result. If Kenyans continue to prioritize ethnic affiliation over merit, the pattern of incomplete projects will persist, undermining national development goals.

4. The Accountability Gap

Kenya has several institutions tasked with ensuring the proper use of public funds, including the Auditor General’s office, the Ethics and Anti-Corruption Commission (EACC), and the Directorate of Criminal Investigations (DCI). Despite these structures, accountability remains weak. Cases of incomplete projects, such as the Ksh 78 million Masii Stadium in Mwala Constituency, demonstrate that even when funds are allocated, projects are often mismanaged, and the money disappears without repercussions for those responsible.

In some cases, legal processes are too slow or are undermined by political influence, allowing individuals implicated in financial mismanagement to remain in power or continue their corrupt practices. For instance, investigations into the misuse of public funds allocated to projects in Kajiado and Laikipia counties may start, but few cases end in convictions or return of stolen money to the public.

The auditing process itself is often riddled with inefficiencies, and in some cases, auditors face intimidation or lack of access to records. This further hinders the ability of oversight bodies to hold leaders accountable, creating a system where corruption can thrive. To close this accountability gap, Kenya must strengthen the independence of these bodies and ensure that their findings lead to tangible actions.

5. The Role of the Electorate in Demanding Accountability

The electorate plays a pivotal role in breaking this cycle of abandoned projects and unchecked corruption. Unfortunately, many voters lack adequate information or are influenced by ethnic and regional biases. This hinders their ability to objectively assess leaders’ performance and demand accountability for incomplete projects.

In recent years, public awareness has improved, with more Kenyans expressing dissatisfaction with uncompleted projects. However, while citizens are increasingly vocal about corruption, political affiliations and tribalism continue to hold sway. If the electorate remains passive or prioritizes identity politics over accountability, leaders will face little pressure to complete projects or manage funds prudently.

The electorate needs to become more proactive in demanding transparency and accountability from leaders. By questioning project timelines, calling for regular audits, and resisting ethnic-based support, citizens can pressure leaders into honoring their commitments. Civil society organizations also have a role to play by educating voters on the implications of incomplete projects and encouraging a more issue-based approach to elections.

6. The Urgency for Systemic Reform

The prevalence of incomplete projects across Kenya highlights the need for comprehensive systemic reform. Effective public service delivery requires more than just funds—it requires proper planning, transparent allocation, and robust monitoring systems. A failure to address these issues will leave Kenya vulnerable to further misuse of resources and undermine the country’s development goals.

Structural changes are essential to ensure that public resources benefit communities as intended. This could include stronger legal measures to prosecute misappropriation, greater transparency in project management, and regular audits that are publicly accessible. Moreover, to counteract tribalism, civic education campaigns could encourage Kenyans to prioritize good governance and accountability over ethnic loyalty.

7.  A Call for Action

The persistence of incomplete projects, from the Ksh 430 million tomato factory in Kajiado County to the Ksh 44.9 million Mavoko Stadium in Machakos, points to a deeper crisis of accountability and prioritization in Kenya’s public sector. Leaders responsible for such failures continue to enjoy public support, often shielded by tribal loyalties that discourage critical examination of their performance.

To break this cycle, it’s essential for citizens to wake up to the reality of these issues and to demand more from their elected representatives. Only by moving beyond tribalism, enforcing accountability, and advocating for transparent project management can Kenya ensure that public resources serve their intended purpose. This shift will require both grassroots engagement and systemic reform, but it is a necessary step if the country is to escape the trap of incomplete projects and ensure a better future for all.