In 2015, then US President Obama's visit to Kenya ignited hope with the launch of the Nairobi-Mombasa expressway project. Bechtel Corporation, a US giant, was entrusted with this transformative initiative, a 485 km lifeline promising to slash travel times, boost trade and unlock economic potential.
The corporation was to dual the highway to increase its capacity to handle more vehicular traffic as well as speed up the movement of goods and services along the Northern Corridor.
Bechtel had worked with the Kenyan government for more than two years to develop the project, according to Craig Albert, president of Bechtel Infrastructure.
The expressway was designed as a toll road, with the entire project including a master planning for three Special Economic Zones along the alignment, complementing the Standard Gauge Railway in connecting Nairobi and Mombasa and the Northern Corridor, a key trading route between the Port of Mombasa and the landlocked countries in the East African region.
Construction was to start in 2018 with the Kenya National Highways Authority as the contracting entity, through a public-private partnership. US and UK credit agencies such as the US Export-Import Bank, the Overseas Private Investment Corporation and UK Export Finance, were expected to provide financing support.
Seven years later, the expressway remains a mirage, replaced by a bitter trail of stalled progress and mounting frustration. It’s a story of missed opportunities and a stark lesson in misalignment between corporate and national aspirations.
Kenya wanted a 'Build, Operate Transfer' arrangement that would have seen Bechtel build the highway with its own money and charge toll fees to recover the investment. Bechtel was of the opinion that Kenya goes for an engineering, procurement and construction contract, which would see the government fund part of the project.
Cost inflation further widened the chasm. The initial estimates ballooned to 66.7 per cent within months. While initial construction costs by the Americans were estimated at Sh185.9 billion, the Kenyan government placed the cost at $3 billion (Sh309.9 billion at the then exchange rate) which was Sh124 billion more.
This raised eyebrows leading to the US government temporarily halting the project. The US government, scrutinising the deal for value for money, became wary of potential debt traps for Kenya. This hesitation, while prudent, left the project mired in uncertainty.
The promised Special Economic Zones along the route, integral to Kenya's long-term vision, seem to have vanished from the equation, further eroding trust and undermining the project's holistic value.
As time marched on, the urgency of the expressway became painfully evident. Recent heavy rains exposed the existing highway's vulnerability, with large sections rendered impassable, isolating Mombasa from the hinterland. A third of the highway was submerged in water due to poor design and state of disrepair. This rendered the road dangerous and unnavigable, highlighting the urgent need for rehabilitation, repairs and maintenance.
As the main artery of Kenya, feeding the entire hinterland from the Port of Mombasa, the expressway's failure puts the nation's economic lifeline at risk. The Kenyan people, left with a crumbling road and unfulfilled promises, rightfully question the American corporation's commitment to their well-being.
The Nairobi-Mombasa expressway, initially conceived as a symbol of collaboration between the United States and Kenya, has encountered challenges along its development path. Kenya, facing infrastructure maintenance issues and growing debt considerations, is exploring opportunities to engage with new partners.
The nation seeks collaborators who appreciate the delicate balance between economic gain and societal progress, and who prioritise aligning with Kenya's aspirations.
Differences of opinion on the financing model and the subsequent discontinuation of the project have left a crucial transportation link in a state of disrepair. As the Kenyan government seeks alternative solutions to revive this vital infrastructure, the urgency to address the highway’s deteriorating condition remains paramount.
The journey to Mombasa may encounter challenges, yet it need not be deemed irreversible. Rather than succumbing to despondency, this situation calls for reflection. Kenya can draw valuable lessons from this experience by establishing thorough vetting processes for future partnerships.
Similarly, the United States should reconsider its approach, encouraging its corporations to operate with transparency and consideration for the needs of partner nations.
Through such measures, we can pave the way for authentic collaborations that contribute to meaningful development, steering clear of unfulfilled promises and shattered aspirations. The episode of the Nairobi-Mombasa expressway serves as a gentle reminder to choose partners committed to actions that align with their words.
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