diff --git a/.github/workflows/link-checker-prs.yml b/.github/workflows/link-checker-prs.yml
index 8133ebbd1..236a8228f 100644
--- a/.github/workflows/link-checker-prs.yml
+++ b/.github/workflows/link-checker-prs.yml
@@ -41,6 +41,7 @@ jobs:
         with:
           args: --verbose --no-progress --cache --max-cache-age 1d $MARKDOWN_FILES
           fail: true
+          failIfEmpty: false
           jobSummary: true
         env:
           GITHUB_TOKEN: ${{secrets.GITHUB_TOKEN}}
diff --git a/patterns/1-initial/public-administration-and-suppliers.md b/patterns/1-initial/public-administration-and-suppliers.md
new file mode 100644
index 000000000..b41e427ec
--- /dev/null
+++ b/patterns/1-initial/public-administration-and-suppliers.md
@@ -0,0 +1,78 @@
+## Title
+
+InnerSource and Collaboration in Public Administrations
+
+## Problem
+
+A public administration organization is struggling with siloed development practices and
+inefficient resource utilization. Many projects are developed independently, leading to
+redundant efforts, inconsistent quality, and difficulties in maintaining and upgrading systems.
+
+The problem to solve is how to foster a more collaborative and efficient development ecosystem
+within the public administration and between this and its suppliers.
+The aim is to promote code sharing, reuse, and knowledge transfer to reduce costs, improve quality,
+and accelerate development.
+
+## Context
+
+Public administrations are typically slow making decisions, but when a decision is made, this stays
+for longer time. Decisions are conservative as they have to serve citizens, and they usually base most
+of the development effort in outsourced partners.
+
+The proposed context is the relationship between a public administration, all its suppliers, and the
+process to build a trusted collaboration environment. There are not official channels to accelerate
+certain developments while the backlog keeps growing over time, even when suppliers are willing to
+advance in some of those tasks.
+
+## Forces
+
+* Siloed Development: Teams often work in isolation, unaware of each other's work or potential
+synergies. This leads to redundant efforts, inconsistent code quality, and difficulties in maintaining
+and upgrading systems.
+* Lack of Standardization: There's a lack of standardized development practices, tools, and
+methodologies across teams. This results in inconsistent code quality, increased maintenance costs,
+and difficulties in onboarding new team members.
+* Limited Code Sharing: Code sharing is often restricted due to concerns about intellectual property,
+security, and organizational silos. This limits the potential for collaboration and knowledge sharing.
+* Bureaucratic Hurdles: Complex approval processes, bureaucratic red tape, and rigid organizational
+structures hinder innovation and slow down development cycles.
+* Insufficient Incentives: There's a lack of incentives to encourage developers to contribute to shared
+projects and collaborate with others.
+* Cultural Resistance to Change: Some individuals may resist changes to traditional development practices
+and may be hesitant to adopt new approaches like InnerSource.
+
+## Solutions
+
+To address these challenges, the organization may explore the adoption of InnerSource practices.
+
+Key elements of the proposed InnerSource approach include:
+
+* Shared Repositories: Establishing a central repository for code, documentation, and other artifacts.
+* Collaborative Development: Encouraging collaboration between teams and suppliers.
+* Transparent Processes: Implementing transparent processes for code review, testing, and deployment.
+* Incentives: Providing incentives to motivate developers to contribute to shared projects.
+* Clear Roles and Responsibilities: Defining roles and responsibilities for different stakeholders,
+such as project owners, developers, and reviewers.
+* Overcoming Legal and Organizational Hurdles: Addressing legal and organizational challenges, such
+as intellectual property rights and procurement regulations.
+
+## Resulting Context
+
+* Suppliers would start working in a more collaborative way as the legal framework has evolved and allow
+them to work accordingly.
+* At the same time, the centralized assets would help to have visibility on the
+next steps and given the existence of a public backlog, this would allow to accelerate certain areas
+of interest for the public administration and the several suppliers.
+
+## Status
+
+Initial
+
+## Authors
+
+* Eva María Iglesias, Balidea
+* Pablo Paz-Trelles, Xunta de Galicia
+* Jesús Rey, Altia
+* Javier, Altia
+* Pablo Sanxiao, OSPO Xunta de Galicia
+* Daniel Izquierdo, Bitergia