Africa is a cemetery of illustrious projects that never saw the light of day. From algae-ridden structures to weed-infested monuments, the continent is replete with legacies of failed developmental attempts.
Megaprojects are not left out of this gloomy picture. As a matter of fact, they stand the greater chance of failure. By nature, they are vulnerable to the socio-political, economic and environmental nuances of Africa. One of such nature is their time span.
A tutor of mine opined that because such projects take long to complete – more than eight years for the average large dam; they are susceptible to a shade of entropy, in which even unrelated events can trigger major setbacks. For instance, the project managers of Pakistan’s Tarbela Dam, estimated seven-and-a-half-per-cent inflation during construction. However, the project stretched for eight more years. By that time inflation had soared 380 per cent and the overall cost of the dam had quadrupled.
Mega projects are generally known to be large-scale investments that cost over $1 billion. They don’t come cheaply. They also require months of planning, strategy and evaluation to lift them off of the ground. And when they’re in motion, they need painstaking evaluation and control to remain afloat. With Africa being rich in natural and human resources, home to six of the world’s fastest growing economies and having a projection to represent one-fifth of the world’s population by 2030; it undoubtedly makes it an attractive hub of foreign investment and also inevitably provides an increased market of consumers and human capital, which is required to execute projects.
However, the cause(s) of megaproject failures across the continent have been a thing of concern, and they are examined as follows:
- Little or No Space for Evaluation
Once you interface with the prospect of a project, there is a high tendency to over focus on the end result; without thoroughly examining the costs. This is a primary reason for abandoned projects.
For successful projects, stakeholders must ensure they have adequate time, clear objectives, visibility, suitable personnel and funding. The strategy must be created based on the times set. For instance, if the project would run for one year, there must be deliberate plans for every quarter of the year, and space for periodic evaluation. Most megaprojects are not thoroughly planned and catered for. This constitutes a large percentage of the failure that occurs.
What we can do: Megaprojects tend to overshoot their time and budgetary runways not solely because of errors in judgment but also due to the downplay or misrepresentation of cost for projects in a bid to “get through the door”.
- Lack of Megaproject Management Capacity and Capability
Most megaprojects in Africa are not executed by indigenous entities. This is a major drawback for project success as research shows that in the grand scheme of things, Africa hardly meets up with the infrastructural requirements to achieve uncommon feats. Several regions in Africa struggle with basic amenities such as constant electricity, effective telecommunication systems, good road network, quality education, amongst others. For the sheer volume of these kinds of project, struggles are inevitable.
What we can do: It is therefore advisable to work with honest reviews on the kinds of projects that can be executed in different regions. While developers work with this, plans for deeper enlightenment, exposure and education should be in place. Project teams should be selected based on key areas of competence, not solidarity. Also, a transparent accountability system should be in place.
- Lack of Sustainability Plans
Sustainability takes a different approach. It requires trained and system-oriented individuals who will see through projects and ensure maximum quality control. Without the presence of this element, it is almost impossible to execute lasting projects. Individuals who will feature in long term megaprojects must be concerned about posterity and vision, as opposed to short term benefits. Infrastructure investments take a while to yield. Due to the poverty rate in Africa, it is common to be driven by short-term benefits.
What we can do: To resolve this, the basic infrastructure needs of the people must be met. This would engender focus on building more sustainable projects that would stand the test of time and benefit the entire continent.
- Accountability for Results
Funds for megaprojects are often released in trenches. This spurs commitment and accountability. However, it has not worked in Africa. One of the reasons is that most African government’s don’t practice true transparency and accountability. The result? A lack of progress in supervision and monitoring.
What we can do: One way to ensure accountability is to collect and share up-to-date data on the costs and performance of infrastructure projects. This builds trust between government entities and the organised private sector; who are not prone to rely on estimates and old information when assessing the costs and benefits of their infrastructure investments.
Above all these, project failure is not definitive. It is an opportunity to reassess and adjust our strategies. Once we embrace this attitude, we will be less likely to abandon derailed or derailing projects.
