As noted above, at the initial negotiation stages of a PPP project, representatives from all stakeholders contribute to producing a contractual relationship where risks and rewards are clearly allocated in a risk profile. Risks such as time delays due to force majeure, cost overruns within and outside the control of the parties are allocated to insurers, contractors and the relevant public authority. When responsibilities and exposure is clearly catalogued, the economic consequences of a fraying relationship are much more manageable. The financial and non-financial costs associated with performance failure under a PPP arrangement should usually be included in the calculations of the Public Sector Comparator (PSC) - which is a commercial mechanism used to measure the desirability of a private investment compared to the public providing that same investment (Grimsey and Lewis, 2006). Even the PSC, however, does not seem to completely account for the nature and extent of the political costs involved in the dissolution of a PPP.