In general, community consultation was effective and well managed. Predictably, where communities already had representation structures in place this was easier and more effective. Involvement of the government was also good.
The main lessons were in the area of private sector involvement. Here a company was simply 'chosen' at the start of the project to be the private partner. This partner was in a preferential position and did not face competition from other private sector players. The company took no risk, did not get clear benefits, and was not held accountable. The company made numerous offers regarding its role in the project, but later simply withdrew when it felt that the project did not offer real publicity value for the company. This highlights the need for understanding and using market forces and competitive tendering when undertaking PPPs.