By: Thelma Abbe
Ghost Projects: Infrastructure That Only Exists on Paper
Across Africa and parts of Asia, you’ll find glossy brochures, televised ceremonies, and ribbon-cuttings attended by senior officials. On paper, billions are committed. On camera, everyone is clapping. But on the ground — nothing exists.
These are ghost projects. They exist in press releases, line items, and budget speeches, but not in physical reality. PPPs were signed with big promises, money was disbursed, photos were taken, and then… silence.
In one East African country, over $200 million was committed to a solar energy PPP that was supposed to power rural communities. Five years later, a few rusted panels stood in an empty field. There was no connection to the grid. No contractors on site. Just a billboard faded by the sun.
These ghost projects often happen because governments don’t require performance bonds, site inspections are skipped, and project monitoring is outsourced to the same private partners who were paid to deliver. The fox is guarding the henhouse — and the eggs are disappearing.
Mystery Invoices: When Nobody Knows What They’re Paying For
One of the oldest tricks in the PPP playbook is the mystery invoice — a bill that arrives with a giant amount and very few details. These invoices are for things like ‘technical consulting’, ‘mobilization charges’, or ‘capacity development’. Sounds fancy. Costs millions. Means very little.
In West Africa, a port management PPP charged $12 million for ‘technical onboarding’ which amounted to a PowerPoint deck and a 3-day seminar with a few foreign consultants. The port workers said they learned nothing new. The system they installed didn’t work. The $12 million vanished into ‘training materials and software licenses’ no one could verify.
In Southeast Asia, a water supply PPP billed the government $8 million for ‘mobilization logistics.’ What was delivered? A few trucks, some banners, and a community meeting with 20 people.
Governments often approve these invoices because the procurement boards are overwhelmed, under-trained, or complicit. By the time the Auditor General catches it — the money is long gone. And usually, there’s no clause to recover it.
Billion-Dollar Escapes: The Exit Clause Scandal
Some PPP contracts are written with hidden goldmines called ‘exit clauses.’ These are legal escape hatches that let the private company walk away — with millions — even after doing very little.
In Southern Africa, a toll road PPP experienced constant software failures and collection problems. Vehicles passed through toll booths without being charged. The operator blamed government interference. Then they activated their exit clause — and walked away with a $180 million ‘termination settlement.’
In the Caribbean, a private partner in a healthcare PPP delivered outdated medical equipment and failed to meet installation deadlines. Instead of facing penalties, they claimed breach by the government and sued. The courts sided with the investor, awarding $90 million in damages — paid by taxpayers.
Why do these exits keep happening? Because contracts are often negotiated without strong legal teams. Government lawyers are sometimes underpaid, outmatched, or excluded entirely. Meanwhile, international law firms craft airtight clauses for their clients — the private partners.
By the time trouble arises, the deal is structured so that even failure becomes profitable — for the private company.
What Can Be Done?
There are practical, immediate steps that can stop the PPP hustle:
1. Mandatory Public Disclosure: All PPP contracts, including financials and clauses, should be made public. Citizens must know what’s being signed on their behalf.
2. Independent Physical Verification: No payment should be made without on-site inspection by an independent engineering or audit firm.
3. Forensic Audits: Every stalled or failed PPP over $5 million should undergo a forensic audit to trace where the money went.
4. Conditional Exit Clauses: No exit clause should activate until clear performance milestones are met. No delivery, no escape.
5. Strengthen Legal and Accounting Capacity: Government legal and accounting teams must be trained, resourced, and empowered to challenge exploitative contracts and negotiate from a position of strength.
Public-private doesn’t mean public risk and private reward. If the government isn’t enforcing the public interest, then PPPs are just contracts for corruption.
Final Word: If the Project Can Vanish, So Can the Money
PPP ghost stories are not fiction. They are financial horror stories with real victims: students in unfinished schools, patients in half-built clinics, and drivers navigating uncompleted roads.
When mystery invoices get paid and billion-dollar exits become routine, it signals a deep rot in oversight and accountability.
To fix this, we don’t need more consultants. We need courage. Courage to cancel bad deals. Courage to prosecute fraud. Courage to hire PPP accounting and legal experts. Courage to tell the public the truth.
Because if the project can vanish, the invoice can’t be verified, and the contractor can escape — then what you have is not a partnership.
It’s a perfectly legal heist.
And the bill is paid by the public — every time.
Author: Thelma Abbe
Email: abbe.thelma@jsmorlu.com
Thelma Abbe is a dynamic accounting professional with JS Morlu Ghana, where she delivers high-impact financial services to U.S. and international clients with precision and strategic insight. A graduate of Kwame Nkrumah University of Science and Technology and a current ACCA candidate, she combines academic excellence with real-world expertise.
With deep command of both U.S. GAAP and international accounting standards, Thelma manages complex IRS filings, financial reporting, and compliance for a global client base. Her ability to bridge multiple regulatory environments makes her a vital asset to cross-border businesses navigating today’s financial complexities.
She also plays a critical role as a subject matter expert and product tester for FinovatePro.com — an AI-powered, game-changing accounting platform built to transform financial management for small businesses around the world.
Driven by a passion for accountability, financial innovation, and governance, Thelma is a constant learner and avid reader of corporate finance literature. She stands at the forefront of a new generation of accountants — globally minded, tech-savvy, and purpose-driven. For professional inquiries, reach her at abbe.thelma@jsmorlu.com.