Irrespective of the quality of preparation and the contractual arrangements, the ultimate outcome of a partnership is determined by the interaction between the client (the municipality) and the contractor (the private operator). Given the changes that municipalities have had to deal with, it should be no surprise that many find interactions with the private sector difficult and fraught. The disparity in capacity, mutual mistrust and different work practices do not provide ideal starting points, and are fundamental barriers to effective communication. Municipal actors and private operators must build the capacity to understand and accommodate one another.
Partnerships that have seen years of miscommunication inevitably provoke constant confrontation. While this problem arises from both parties, evidence from case studies in South Africa suggests that municipal actors need to learn how to be partners. If partnerships have not been established with widespread support, and there is little recognition of the benefits of private sector participation, then there will be a weak basis for communication. If municipal managers are not versed in the key aspects of private sector operations, they will lack understanding of their partners' motivations and will not be able to appreciate their reasons for certain actions. The greater the knowledge of the goals, methods and concerns of the private operator, the more attuned the municipality will be, and the more skilled it will become in its interactions.
It must be remembered, however, that the interface between the private and public sectors often occurs on a day-to-day basis between project managers and engineering departments or public health departments. The municipal officials at the interface have generally been trained to perform the function themselves rather than managing or monitoring others. Not only do they find themselves in a role for which they are not trained, but many oppose, and have not been adequately consulted over, the whole privatisation process. The capacity of the municipality to engage effectively with private sector partners is thus constrained by the attitudes of the officials at the interface, and careful attention should be paid to ensuring that they feel supported and able to manage their role.