5.1 Sustainability problems seem to result from external factors (e.g. lack of national political support) and internal factors (e.g. impractical PPP design used).
5.2 Systemic change to the environment and practical PPP projects seem to be needed in tandem - although there is an obvious 'chicken and egg' situation.
5.3 PPP initiatives appeared most sustainable when they were clearly understood practical arrangements that fit in wider operational and financial systems of that service sector.
5.4 Public, private and community partners must all derive sufficient benefits. Private partners (small / large) also need to make reasonable operating profits.
5.5 Sustainability means capacities built up cannot be static: continual learning, more advanced skills and know-how is needed as the PPP field develops.
5.6 Some pro-poor PPPs need sufficient operational scale to operate sustainably.
5.7 Some PPP initiatives made links to other development programmes that leveraged resources and created synergy.
5.8 Getting the financial sector involved can create funding opportunities later on.
5.9 Successfully operating pro-poor PPPs early on ('wins) can stimulate the PPP market, but high profile failures early on will constrain it.
5.10 The demonstration effect seems a powerful replication driver.