When it comes to determining who should shoulder the task of integrating networks, the government has three choices. For instance, the government can manage the network's day-to-day operations in-house and be its integrator. Besides, the government can delegate the task of integration to a prime contractor or hire a third party to coordinate integration (Cohen, 2008). The government contracts for goods and services with non-profit organizations and private firms, and other governments. In such an arrangement, the government pays the producer who is a private organization since the governor is the arranger. Private builders under contractual arrangements, contract government offices, schools, and roads for the government at the local level. Besides, desks, fire horses, pencils, uniforms, and food for prisoners, patients, and pupils and computers, guns, automobiles, and garbage trucks are bought from private vendors. Additionally, municipal government contracts with private organizations for output services in addition to material goods (Stephens & Eggers, 2004). These services are directly delivered to public services such as ambulance service, street-paving, refuse collection, and street-light maintenance (Berrios & McKinney, 2017). However, for a wide variety of social services, contracting is done with a not-for-profit organization. For example, New York City contracted out the maintenance and management of its world-famous central park in 1998 to a non-profit organization. Moreover, during the cold war, the US government hired a private firm to monitor Sinai's cease-fire line between Israeli and Egyptian forces. Traditionally, this contract would have been overseen by the military forces. This arrangement protects the majority of the population. Besides, in Sweden, two-thirds of people receive fire protection from private contractors (Savas & Savas, 2000). The federal government also contracts privately and pays them to lease and not to use the asset for its own business but to manage it on behalf of the government.
References
Berrios, R., & McKinney, J. B. (2017). Contracting and accountability under leaner government. Public Integrity, 19 (6), 559-575.
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Cohen, S. (2008). The responsible contract manager: Protecting the public interest in an outsourced world. Georgetown University Press.
Savas, E. S., & Savas, E. S. (2000). Privatization and public-private partnerships.
Stephen, G., & Eggers, W. D. (2004). Governing by network: The new shape of the public sector.
