Development of Risk Management Framework in Public-Private Partnership in Zambia: A Case of Hydropower Project Development Stage

The study developed a risk management framework and risk register for the Private Public Partnership at the project development stage for Energy Infrastructure – Hydro Power Projects. The study reveals that risk is inherent in the various components of the project development stage, with the planning stage bearing more risks. Also revealed is that risk allocation to project partners is based on knowledge and capacity to manage risks. However, allocating more risks to the private sector is not economically viable as the cost is greater on the public sector whenever projects are not completed on time or are abandoned. The misallocation of risks correlates with the main grounds of conflicts and disputes during construction and operation phases resulting in non-attainment of Value for Money and pitiable sustainability of projects. The study recommends the integration of a risk management culture at the project development stage and continuity of the agreements with the powers that be. Also ensuring a well implemented risk management framework that enhances project stakeholder’s relationship for reduced project risks