A stark reality persists in Kenya’s water sector: despite the many government- and donor-funded projects that begin with great celebration, an estimated 66% of rural water systems fail within just three to five years of being handed over to communities. This challenge is especially critical in the Arid and Semi-Arid Lands (ASALs), where access to reliable water determines not only household well-being but also livestock survival and livelihoods.

Despite significant progress in providing first-time water access, the dominant community-managed model for rural borehole water supply in developing countries faces substantial challenges, including inadequate skills and performance by Village Water Management Committees (VWMCs) and service providers, frequent hardware failures, consistently low service levels, and a lack of sustainability training in donor-funded projects to equip VWMCs with the life-cycle cost analysis (LCCA) knowledge necessary for effective borehole project management.

A sustained commitment to restoring and maintaining every existing water source; whether a hand pump or a solar-powered borehole must therefore remain a top priority. Reviving these systems brings back the joy, dignity, and productivity that clean water provides, while reducing the long and exhausting distances communities travel in search of it. As new boreholes are constructed to expand access, equal attention and investment should go toward keeping operational systems functional, ensuring that both people and livestock in Kenya’s drylands continue to thrive.

The focus remains almost exclusively on the initial cost of building infrastructure, while the critical, long-term cost of maintaining it is completely overlooked. This fundamental economic flaw is the true culprit behind the flow of broken boreholes. The reason for this chronic breakdown is not a lack of water or technical know-how, but a profound planning failure.

“Time and again, my field visits have shown me the same heartbreaking scene: women, children and livestock struggling at the site of a broken borehole. This isn’t just an infrastructure issue it’s a crisis of dignity and safety that cannot be ignored.

A sustained commitment to restoring every existing water source   whether a hand pump or a solar-powered borehole   must remain a top priority.

Reviving these systems not only brings clean water back to communities but also restores the joy, dignity, and valuable time that access to safe water provides. As new boreholes are constructed to reach those who still walk long, exhausting distances, equal attention should be given to keeping the existing ones fully functional and reliable.

The cycle of borehole or water wells failure, sustainable and smarter approaches must be made as it is not enough to just build and repair; we must empower Voluntary Water Users Management Committees (VWUNCs) with the tools for long-term sustainability. This means fundamentally shifting strategy to include comprehensive training cost drivers, revenue flows and potential financial risks through models like Life Cycle Cost Analysis (LCCA) model.

By teaching Voluntary Water Users Management Committees (VWUNCs)  to understand and plan for the full cost of a borehole from initial development to daily operation, maintenance, governance and future repairs we move from simply providing water to fostering true ownership and resilience for sustainability.

The ultimate goal is not just to provide water, but to restore hope and empower communities with the knowledge to manage water resources without depending on continued donor assistance towards their most precious resource for generations to come.

A practical understanding of Life Cycle Cost Analysis (LCCA) for water projects in Arid and Semi-Arid Lands (ASALs) requires a multi-step approach:

1. Grasping the Core Concept: First, one must define LCCA not as a complex theory, but as a practical financial tool. It is the process of calculating the total cost of a water asset over its entire lifespan from initial construction to its eventual decommissioning.
2. Identifying the Cost Components: Next, it’s crucial to outline the specific, often hidden, costs unique to ASAL environments. This goes beyond the initial drilling (CapEx) to include recurrent expenses like fuel for generators, maintenance for high-usage pumps, costly repairs due to harsh climates, transport of spare parts to remote locations, and the management time required by village committees.
3. Articulating the Purpose and Value: The explanation must then focus on the “why.” In the ASAL context, LCCA is conducted to avoid the common pitfall of building boreholes that fail within a few years. Its primary benefit is sustainability; it ensures financial planning covers the long-term operation of a water point, making projects resilient beyond the donor’s exit and empowering communities with a realistic maintenance budget.
4. Applying a Practical Process: Finally, the concept must be made actionable by providing a clear, step-by-step process for conducting an LCCA. This process must be simple enough for project planners and community committees to use, focusing on estimating all future costs in the challenging ASAL environment, calculating their present value, and using that data to make smarter, more sustainable investment decisions from the outset.

Closing the tap on failed water projects begins with opening a new line of financial thinking. When county and national governments and their partner agencies integrate LCCA into their core planning, they do more than just approve a budget they invest in a community’s future. They empower local committees, protect precious resources, and build resilience against climate and economic shocks.

Embracing LCCA is a decisive step away from temporary fixes and toward a lasting legacy of health, opportunity, and self-reliance for all.

Contact us for consultancy and LCCA training services  Email:partner@bditcollege.org