Critical Success Factors for Private-Public Partnerships in Irrigation Development: Case Study of Galana Kulalu Irrigation Project

Abstract

The success of Public-Private Partnership (PPP) irrigation projects hinges on realistic project scoping, thorough feasibility analysis, and the early involvement of qualified technical expertise. The Galana Kulalu Irrigation Project, initially conceived as a 1,000,000-acre scheme, has faced delays, cost overruns, and reduced output, raising concerns about inflated targets at the formulation stage and the adequacy of preparatory studies. This study, grounded in the Theory of Constraints (TOC) and Principal-Agent Theory, examines whether critical success factors (CSFs) were sufficiently addressed from conception to implementation. Using survey data from 92 purposively sampled stakeholders and triangulated with official audits, the study found that the original scope far exceeded available water resources and operational capacity, with no evidence of a comprehensive, independent feasibility study prior to commitment. Limited participation of experienced irrigation and agricultural engineers in the conceptualization stage contributed to unrealistic timelines, underestimated risks, and an absence of phased execution planning. Political imperatives, rather than technical feasibility, appeared to influence project initiation and scale. The findings emphasize the importance of aligning project ambitions with verified resource availability, engaging sector-specific expertise early, and adopting phased, evidence-based implementation to safeguard cost efficiency, timely delivery, and scope adherence. Policy recommendations include mandatory feasibility studies, independent technical vetting, and governance reforms to insulate PPP projects from politically driven scope inflation.