<div> <div> <div> <span>The Missing Pillar</span> </div> <div> <span>Integrating Political-Governance Risk into Project Implementation Frameworks: Evidence from Donor-Funded Development Projects in Kwale County, Kenya</span> </div> </div> </div>

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socioeconomic

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Mar

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Kwale County has been among the most consistent recipients of donor and public development financing on Kenya's coast over the past decade, spanning health infrastructure, water systems, market facilities, roads, and revenue-sharing arrangements tied to extractive industry. Yet a steady record of stalled, delayed, and abandoned projectsdocumented by Senate oversight visits, the Office of the Auditor-General, and independent monitorsshows that conventional project management diagnostics are not catching the dominant cause of failure. This paper argues that mainstream implementation frameworks, including the author's own Integrated Project Implementation Nexus (IPIN), have historically underspecified political-governance risk as a distinct, manageable variable rather than background noise. Drawing on documented cases of stalled works, procurement irregularities, oversight opacity, and delayed benefit-sharing in Kwale, the paper proposes Political-Governance Risk (PGR) as a fifth IPIN pillar, offers a diagnostic sub-framework practitioner can apply at appraisal and mid-term review, and sets out what donors, county governments, and project managers should each do differently. The contribution is deliberately practitioner-facing: a tool a project manager, MEL specialist, or donor programme officer can use before the next groundbreaking ceremony, not after the next stalled-project audit.

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