The use of public-private partnerships is a growing trend in the United States.  However, these arrangements' job creation abilities have not fully been studied.  The nature of these arrangements allows for a wide variety of organizational structures.  This thesis analyzes differing public-private partnership models for their job creation efficiency.  The characteristics present in these arrangements are discussed.  This thesis is a multiple-case study of three distinct public-private partnerships for higher education infrastructure.  The three cases presented are Clemson University's International Center for Automotive Research, the University of Washington's South Lake Union Medical Research Complex, and Louisiana State University's Digital Media Center.  The findings of this thesis are that public-private partnership models with substantial upfront non-public investment can create jobs more efficiently from the public sector's perspective.  The public-private partnership models that create jobs more efficiently have the characteristics of stability, capacity, and collaboration.