Local public agencies turn to public-private partnerships (PPPs) to allow greater participation by private firms in delivering public services. In the last 25 years, private organizations had been reluctant to form PPPs with local government agencies because of the complex procurement processes and the bureaucratic business environment. Guided by the decision theory and complex adaptive systems theory, the purpose of this multiple case study was to identify what information leaders within third-party administrators (TPAs) need regarding the contracting process in the formation of PPPs. The data collection process consisted of face-to-face interviews with 4 executive leaders of 3 Wisconsin state licensed TPAs and examination of contracts and plan service agreements (PSAs) between TPAs and local government agencies. Dada was analyzed using the Yin 5-step data analysis method and cross-case analysis. The results indicated that TPA leaders must understand collaborative leadership, key players, roles and responsibilities, and specialized services in the formation of a PPP; change and transfer of controlling interest, and understanding the strengths and weakness of contract provisions are complex business systems that influence the decision to form a PPP; ERISA and compliance with applicable federal and state laws are critical contract stipulations to consider in the formation of PPPs; that market assessment, health care reform, and transparency between private and public partners are critical in the formation of PPPs. The implications for social change include new insights for PPP leaders that may enhance the effectiveness of social services and save taxpayers' money.