Abstract
<jats:title>Abstract</jats:title> <jats:p>This chapter examines in depth the purposeful use of performance information and contrasting performance provisions in the public-private partnership (PPP) contracts, including how they differed in relation to the formal and relational features of the PPPs. It describes in detail the performance expectations and accountability provisions that were core elements of the outcomes-based contracts and the metrics by which the success of the PPPs in generating public value were judged. The case analysis underlines the differing governance structures and partner approaches to performance management in the PPPs, highlighting the tension between highly formalized contract designs with rigid performance provisions and relational governance structures intended to cultivate trust-based performance information use. It also illustrates how the use of performance data in the PPPs played a key role in their outcomes, that is, the collapse of the US PPP and the sustainability of the UK PPP. Lessons are derived for learning and adaptation through performance management and for the future design of outcomes-based PPP contracts.</jats:p>