Kenya’s ambition to industrialise and create jobs through county-based industrial parks was, without doubt, well intentioned. The national government, working with county governments, sought to decentralise manufacturing, promote value addition, and stimulate local economies. On paper, the idea was sound.
However, as the Daily Nation article “Tumbleweed and dust: Scandal of Sh5bn industrial parks three years later” highlights, good intentions without proper execution often produce unintended failure. From my two years of hands-on experience working with warehouses—commonly known as godowns—I have learnt that industrial infrastructure succeeds not because it is built quickly, but because it is built correctly.
What Was Right About the Idea
It is important to acknowledge what the government got right:
- The vision to move industry closer to counties and production zones was timely.
- Public investment signalled commitment to job creation and manufacturing growth.
- Industrial parks, if properly designed, can anchor regional economic development.
The failure, therefore, was not in the idea—but in how it was implemented.
Where Execution Failed—and How It Could Have Succeeded
1. Uniform Designs Ignored Regional Economic Needs
The failure:
Industrial parks were rolled out with largely standardised warehouse designs across counties. This approach ignored the fact that regions specialise in different economic activities. A warehouse designed for grain storage cannot serve meat processing, avocado exports, or cold-chain logistics.
The solution:
Execution should have started with regional needs assessments. Government could have partnered with:
- Private investors
- Exporters and cooperatives
- Local manufacturers
This would have ensured parks were purpose-built for the industries they were meant to serve.
2. Government as the Sole Financier and Developer
The failure:
By fully financing and owning the parks, the government took on risks better handled by the private sector—design efficiency, tenant attraction, and operational sustainability.
The solution:
A public–private partnership (PPP) model would have worked better. Government could provide land, infrastructure, and incentives, while private developers design, build, and operate facilities based on real market demand.
3. Political Interference in Development
The failure:
Heavy involvement of the political class blurred accountability. Such projects easily become tools for political interests rather than economic logic, breeding corruption and mismanagement.
The solution:
Politicians should set policy and provide oversight, not manage implementation. Independent professional bodies should handle procurement, construction, and management under clear regulatory frameworks.
4. Delayed Payments That Crippled Contractors
The failure:
Many contractors depend on bank loans to deliver projects. Delayed government payments led to rising interest costs, defaults, and eventual abandonment of sites.
The solution:
Proper execution requires financial discipline:
- Secure funds before project launch
- Enforce strict payment schedules
- Use escrow accounts to protect contractors
This ensures continuity and quality delivery.
5. Infrastructure Was Treated as an Afterthought
The failure:
Warehouses were built before essential infrastructure such as power, water, roads, and sewer systems. Without these, industrial parks cannot function, regardless of how modern the buildings appear.
The solution:
Infrastructure should be the first phase, not the last. Industrial development must begin with utilities, access roads, and connectivity to attract investors.
6. Over-Centralised Industrial Parks
The failure:
Placing a single industrial park to serve an entire county ignored logistics and perishability realities. For agricultural goods, long distances translate into losses, higher costs, and inefficiency.
The solution:
A decentralised hub model—at constituency or cluster level—would bring facilities closer to production zones, reduce transport costs, and increase utilisation.
Conclusion: Vision Must Be Matched With Execution
Kenya’s industrial parks project is a clear reminder that good intentions alone do not guarantee success. Industrialisation is not achieved by constructing buildings, but by creating ecosystems that work—economically, logistically, and financially.
Speed without strategy leads to empty warehouses.
Funding without partnerships leads to inefficiency.
Politics without professionalism leads to failure.
If future industrial projects prioritise proper execution—grounded in data, private-sector participation, and regional realities—Kenya can still turn industrial parks into engines of growth rather than symbols of wasted potential.
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