Ghana: Public Project Value for Money Governance Needs Strategic Focus

• Public projects can be completed on time and budget yet fail to strengthen the nation.
• This issue stems from a boardroom governance failure, not typically procurement problems.
• Developing economies often spend heavily on *what* to buy, but little on *what* that spending should build.
• "Value for money" is frequently approved before its definition is established for a project.
• This represents an opportunity quietly spent rather not wisely invested in national development.

A critical oversight involves the premature approval of a project's "value for money" proposition. This endorsement often occurs before the specific criteria or definition of what constitutes "value" for that particular project has been thoroughly established, articulated, and agreed upon by key stakeholders.

A peculiar form of national disappointment often goes unnoticed, never making headlines or sparking public outcry. This occurs when public sector projects, despite meeting all conventional benchmarks for success, ultimately fail to enhance the nation's overall strength or capacity. Such initiatives might be completed precisely within their allocated budgets, delivered punctually according to schedule, and even achieve technical perfection in every measurable aspect.

However, the mere completion of these projects, even under ideal financial and technical conditions, does not guarantee a tangible uplift for the country. Instead of serving as strategic investments that propel development, these undertakings frequently represent opportunities that are simply expended. This quiet dissipation of potential, rather than a wise allocation of resources, often escapes scrutiny precisely because it lacks the dramatic elements of scandal or overt mismanagement, making it a silent drain on national progress.

The root cause of this systemic issue is rarely found within the procurement processes themselves, which might be executed flawlessly. Instead, the problem originates at a higher level, manifesting as a fundamental boardroom governance failure that predates the drafting of any tender documents. Developing economies, in particular, commit substantial financial resources annually to the intricate process of determining precisely what goods, services, or infrastructure projects to acquire.

Despite this significant expenditure on acquisition strategy, there is a striking lack of corresponding reflection and deliberation concerning the ultimate strategic objectives these investments are intended to achieve. A critical oversight involves the premature approval of a project's "value for money" proposition. This endorsement often occurs before the specific criteria or definition of what constitutes "value" for that particular project has been thoroughly established, articulated, and agreed upon by key stakeholders. This disconnect means that the foundational purpose of the spending is often ill-defined from the outset.

This pervasive issue carries significant long-term implications for national development, especially in contexts where resources are finite and the need for impactful progress is acute. The consistent pattern of technically sound projects that nonetheless fail to deliver strategic national strengthening means that valuable opportunities for genuine advancement are routinely missed. Each such project, while seemingly successful on its own terms, contributes to a cumulative effect where national potential is quietly eroded rather than built upon.

The uncomfortable truth is that this represents a continuous expenditure of national wealth without a commensurate return in terms of enhanced national capability or improved citizen welfare. It highlights a critical gap in strategic oversight, where the focus remains predominantly on the mechanics of project delivery rather than on ensuring that every public investment genuinely contributes to a stronger, more resilient nation. This silent inefficiency ultimately hinders the transformative growth that developing economies strive to achieve.

Source: Original reporting via governance insights.