Within the realm of public-private partnerships (PPP), PCCs are a relatively new practice. Governments often create their own systems for determining the costs of projects, however, there is not one standardized method for estimating these costs. This often results in the omission of costs such as employee pension plans, health benefits, office space, and utilities. PCCs have become more prevalent as the need for a feasible method for calculating the cost of public sector projects has grown. PCCs have also been referred to as public sector comparators (PSC), with the terms being used interchangeably, depending on preference. The literature on PCCs is relatively limited due to it being a new step in the process of forming PPPs.
The actual ideas behind PPPs and PCCs are, however, not exactly new. In Governing By Network: The New Shape of the Public Sector by Stephen Goldsmith and William D. Eggers6, the authors conclude their analysis of using networks within the government by examining how to "focus less on programs and more on public value."7 The authors suggest that this can be done best through further investigation of issues such as learning to work with private funding, developing solutions to problems through combing the work of multiple partners, and understanding the best sources of specialist outside of the government entity.8 These ideas are central to both PPPs and PCCs, and, have been employed by governments prior to the increased interest in streamlining and creating larger efficiencies within government.
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6 Goldsmith, S. & Eggers, W.D. Governing by Network: The New Shape of the Public Sector. Washington, D.C: Brookings Institution Press, 2004.
7 Goldsmith, S. & Eggers, W.D. (2004). 180.
8 Ibid