The PCU has recognized the importance of local partners as co-operating organizations in the implementation of the PPPUE Programme. For this reason, mechanisms have been put in place to seek strategic guidance from the partners that constitute the Steering Board. Ongoing consultation with relevant partners has taken place. This has resulted in the establishment of effective Programme processes and has deepened stakeholders' understanding of the concept and principles of PPPs. Mistrust among public and private partners has been addressed through the setting up of common forums.
In Namibia there seems to be a tension between the need to decentralize to grant local authorities even more powers and responsibilities and the need to have a strong center directing the Programme. This could however be related to the different phases of the Programme. Initially, the focus on capacity building and awareness-raising has required a strong direction from the center. The phase of implementation of pilot projects at the local level has opened up opportunities for local authorities to take the lead.
Since pilot projects are basically emanating from small or medium local authorities, traditional revenue sources cannot support the provision of the basic infrastructure proposed for the pilot projects. Support form the MRLGH is crucial to enable the process to be kick started. However, mechanisms should be put in place to make such interventions generate efficient rate of returns for the effective operation and maintenance requirements for the infrastructure.
The MRLGH has provided advisory support (e.g. development of management plans, support for preparation of tender documents and contract design), and has carried out monitoring missions to pilot towns to ascertain physical progress and challenges. This can be considered as an essential component of the Programme and has been regarded as very successful to build up relationships and capacities.
Concerning process issues, the processes leading to the development of a training course on PPPs and to the implementation of tendering procedures in one of the pilot local authorities constitute examples of good practices in Namibia.
An innovative participatory process was adopted for the development of the curriculum for the extra mural training course for sub national governments. The PCU organized a two-day curriculum development working sessions that brought together team players from all the six short listed training consultancy organizations, representatives from some umbrella organizations on the technical committees and officials from the MRLGH. The working session resulted in the production of a course outline for a five-day awareness/basic training workshop, reference materials and some monitoring indicators to measure training effectiveness. To a great extent the participatory approach adopted helped to create a common understanding of the key PPP issues to be tackled in the training and established a platform for agreements to be reached on the course content, learning and teaching methods, and monitoring and coordination arrangements.
Luderitz Town Council was supported to complete its project implementation cycle. Technical back stopping was also provided by the PCU for the project focal persons to advertise tenders in the national dailies and the local newspapers and also to register potential service providers under the town councils' statutory regulations. Services advertised included environmental cleaning services, tree planting and gardening services, construction of a perimeter fence and an entrance gate, etc. Other services such as extension of electricity and provision of water facilities were also tendered. The evaluation of tenders was done exclusively by the town council under the supervision of the focal persons for the pilot projects. 17 local companies responded favorably to the tenders and after the evaluation exercise 5 companies were selected and allocated with specific PPP service contracts. So far Luderitz Town Council is the only town that has gone through the entire project cycle using technical advisory support services from the project and resources from the council budgetary allocations and sponsorship packages from collaborative institutions. The success may be attributed to teamwork and committed leadership from the mayor, the management, councilors and the focal persons for the project.
Almost all the pilot towns made provisions for funding some aspects of the projects in their budget for 2003-2004. Some have finalized their business and financial plans. Some pilot towns have developed business plans to identify services to be delivered under PPP arrangements and the PCU has supported them.
However, it should be noted that the political dimension of decision-making has often been overlooked. At local level management need to seek endorsement and approval from the council before implementing PPP approaches. In a number of cases, this has contributed to derail the time frame set for the completion of the projects.
Programmes like the PPPUE that have multiple dimensions (private/public, national/local, sectoral/cross-sectoral) must be based on holistic approaches directed at addressing all the relevant dimensions. This calls for a skilful management of the existing limited resources and for the establishment of clear priorities agreed upon by all stakeholders. All the different objectives related to the various dimensions should be pursued in parallel.