Senegal’s government has launched a comprehensive review of its public assets, focusing on 25 completed but non-operational infrastructures that have drained 279 billion CFA francs without delivering expected economic or social benefits. The executive’s findings highlight a persistent gap in public procurement: the disconnect between delivery and effective utilization.
Targeted audit to unlock dormant assets
The assessment targets assets left idle due to bureaucratic delays, misalignment with operational needs, or lack of follow-up funding. These include abandoned administrative buildings, sector-specific facilities, and economic structures that continue to incur maintenance costs while contributing nothing to public services. Each case reveals a common flaw: infrastructure is delivered without a clear path to activation, leaving taxpayers bearing the burden of idle resources.
Dakar’s strategy prioritizes repurposing these assets through redeployment, inter-agency sharing, or private partnerships. Investigations into each site aim to uncover root causes—whether missing operational budgets, unassigned functions, or logistical oversights during project planning. The goal is to transform these liabilities into productive public goods.
Budgetary pressure drives urgency
This audit arrives amid heightened fiscal scrutiny under the 2024 government, which has made debt management and spending efficiency central to its agenda. By reallocating 279 billion CFA francs already spent, Senegal can avoid new borrowing while addressing pressing financial constraints. The move also aligns with broader reviews of public contracts and state-owned entities, reinforcing a message: existing resources must be optimized before seeking new investments.
The initiative echoes repeated warnings from the National Audit Office, which has long criticized Senegal’s weak post-delivery project oversight. By addressing this blind spot, the state aims to close the loop between construction and utility.
Strengthening governance for sustainable outcomes
The project’s success hinges on clearer governance structures. Too often, infrastructure projects suffer from fragmented oversight, with design, financing, execution, and operation handled by separate entities. This siloed approach creates gaps where accountability erodes, and operational readiness falls through the cracks.
For the 25 sites under review, multiple solutions are possible. Some buildings could house government agencies currently renting private offices, cutting rental expenses. Others may suit privatization or concession models, while a third group might require additional investments—equipment, staffing, or utilities—to fulfill their original purpose. Decisions will be made based on case-specific feasibility studies and budgetary trade-offs.
This effort to revive idle assets serves as a credibility test for Senegal’s administration. Transparency in progress tracking and measurable indicators will be critical to proving the initiative’s value. If successful, the model could offer lessons for neighboring countries grappling with similar challenges of ‘ghost infrastructure’ draining public resources.
