Gartner Research

The Do's and Don'ts of Public-Private Partnerships

Published: 10 February 2012

ID: G00229098

Analyst(s): Massimiliano Claps


In well-structured public-private partnerships, government shares rewards and risks to gain critical assets via a partner whose incentive is to make the joint program succeed. Poorly structured PPPs can lock the government into a bad deal or allow the private partner to escape its responsibilities.

Table Of Contents
  • Overview
  • Impacts


  • Impact: If Done for the Wrong Reasons, PPPs Can Lock Government IT Departments in Ineffective Contracts
  • Impact: Few Government IT Departments Have Engaged in PPPs Because Only Those Programs With a Long Time Frame and Objectively Measurable Outcomes Are Suitable for PPPs
  • Impact: By Choosing the Lowest-Price Bidder for a PPP, Government CIOs Risk Failing to Achieve the Intended Outcomes
  • Impact: How Government CIOs Manage the Long-Term Relationship With the Private Partner Will Determine Success or Failure
  • Impact: Government IT Departments May Need New Skills to Ensure Successful PPP Outcomes

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