Unanticipated events (Joyner 2007; Hodge and Greve 2005: p.110) during PPP operations can have unexpected consequences for the public sector. Even though its private partner is responsible for service delivery, there may be potential for negative media attention (Karlsen 2002; Chung, Hensher and Rose 2010) to be misdirected to the public partner when things go wrong. Furthermore, a government's reputation can be damaged if governance, probity and compliance frameworks are not properly adhered to by its employees.