There is a growing interest in the empirical examination of administrative justice systems and values. This article proposes that this scholarship can benefit from public value theory that demonstrates the engagement of public sector leaders in deliberation and collaboration-oriented efforts to create value for society. Public value proceeds from such efforts, first, through the conception of a public with shared concerns, and second, by promoting solutions through the available networks and resources. Adopting a case study approach, this article examines how administrative tribunal leaders in Canada’s Ontario province responded to a fragmented and poorly coordinated tribunal landscape. It documents how they worked in concert for over twenty years to establish a training program for new tribunal members deployed outside of the state. Based on data collected from targeted interviews and archival material, this article argues that by mobilizing actors and resources across organizations and sectors, the tribunal leaders transformed administrative adjudication training from an insular, legalistic, and tribunal-based practice to a peer-led, professionally designed, and coordinated program. They exercised public sector leadership within existing forms of governance by cultivating a community of administrative justice practitioners. This study makes the case for the relevance of conventionally private sector models in assessing such projects by examining the co-creation process between the not-for-profit and public sectors. This article contributes to the scholarship on administrative justice in two ways: it illustrates the importance of paying attention to actors and time in empirical analyses and documents how public value can be informally negotiated and created.