Multisectoral partnerships with local government have emerged as a strategy for solving wicked' problems in communities, although research about these types of public-private partnerships is limited. Available evidence suggests that differentials in power and status, value bases and perspectives on priorities have been problematic in partnership building with community. This paper examines the role of local government as the funded, lead organisation, in a public-private partnership for planning, designing and constructing a business accelerator in one of Australia's growth regions. Partnership scope, role and outcomes were measured against a conceptual framework mapping success indicators. Findings show core principles for successful partnership were achieved and supported by the role, capacity and commitment of local government to forming strong working relationships with consortium partners. Relationship building and commitment to collective project outcomes were pivotal to success. Further research is needed to assess whether emerging trends hold and consolidate over time.