The private sector has, on many occasions as part of their social responsibility drive, entered into partnerships with government institutions to do "good". Very few institutions look at the work that they are doing under the guise of a partnership as anything other than a form of marketing. Government, both provincial and local, is used to this kind of approach and do not expect anything else than a form of handout. When an institution comes with a partnership model where there is equal participation with a clear delineation of responsibilities, a significant number of forces come into play. The local and the provincial government are driven by their own agendas, which focus on service delivery to their constituents. Conversely, the private company is driven by profit making in the final instance. The challenge in this kind of environment would be how to arrive at a common point of departure, given the different agendas of