6.1 Capacity building strategies should contribute to a clear PPP output focus and should be adapted to the stage of development of the PPP field - e.g. awareness-raising and promotion early on, operational / technical details later.
6.2 Generally, capacity building should concentrate on practical skills and examples (e.g. tendering, contracting, drafting a business plan, carrying out financial analysis).2
6.3 Creating a 'PPP desk' with key stakeholders involved can create a focal point for PPP capacity building, as is the case in the National Programme in Nepal.
6.4 Getting academic institutions to include PPPs in education curricula helps dissemination of the PPP concept to a wider audience. The Collaborative Learning Network plays a role in this regard.
6.5 The private sector also needs capacity building in PPPs.
6.6 Capacity building should be ongoing, e.g. addressing newly elected decision- makers who may not be familiar with the PPP approach.
6.7 Once the capacity of umbrella organizations at national and local level has been dealt with, capacity building should trickle down to the individual members.
6.8 Capacity building should be approached across multiple suppliers.
6.9 Experience in Nepal with toolkits suggests that such instruments have an important role. They should be tailored to local needs and be as practical as possible. But, due to their more technical nature they are not always accessible to all stakeholders.
_________________________________________________________________________________________________________________________
2 In Namibia tools such as financing plans, business plans and contract templates were prepared. Study visits, 'on-the-job' training and production and use of documentaries showing practical experiences (e.g. Namibia) were effective tools. In Nepal and Namibia publishing policy guidelines for PPPs was important.