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Please answer questions 1 through 9 in short answers and question 10 in essay form only using
the source provided.
SHORT ANSWER QUESTIONS (More than two sentences)
1. The Cooper text takes the student through the governmental contracting process with
the private sector. The latter includes nonprofits and cooperatives. The text starts with the bidding and evaluation processes and ends with the termination or transformation of contracts. What are two (2) central issues that Cooper asserts in the Preface of the text in relation to public contract management?
2. In your view, is there a conflict of interest when a government agency, in competition with private firms, submits a bid on a government solicitation?
3. Identify the highest level of factors cited by Cooper that provide a good deal for the
government to assure the public that they are getting the greatest bang for the buck.
4. Based on the five (5) bid submissions from various private sector entities (one a joint public/private venture) for a public contract to aid needy families, which submission is a “good deal” for the public? State the criteria that you would use in making a decision.
5. Explain the position of the public manager within Cooper’s authority-base model.
Compare this model to the position of the public manager in Salamon’s context.
6. How does Cooper view whether the government should provide a service versus the
private sector?
7. Discuss some internal and external issues that public managers may face in preparing to
award a contract including the decision whether to privatize.
8. Government contracts provide a wide range of methods to deliver public services as Salamon has pointed out. From direct to indirect service, the government is involved. Cooper suggests that public contracts cannot be ignored, but public managers must be wary of the intent of the private sector. What are the four (4) concerns that Cooper identified?
9. How would Cooper regard oversight of government contracts be left to private sector monitoring?
10. ESSAY: Implementing Criminal Justice Automation
The county of Mercy, upon the urging of the Chief Judge of the jurisdiction, decided to install a countywide automated justice system with resources from the state and federal governments. The chief judge and county commission designated the court executive as the contract officer (“CO”). The plan envisioned a two-stage strategy beginning with the system’s design and later, the implementation and assessment of the design. After requests for design proposals were
received, the CO recommended that the county enter into a contract with Tech Systems which is a highly regarded global computer science and software and engineering company with
experience in automated judicial systems. County officials approved, and the contract was
awarded. Tech Systems completed the design under the watchful eye of county and judicial
representatives. The implementation phase of the plan was then advertised and several bids
were received, including one from Tech Systems. Again the CO recommended Tech Systems
for this phase as the most qualified bidder and based on a review of the bids by a technical
evaluation team. Interestingly, an approval by the county commission was not forthcoming.
Unexpectedly, the chief judge advised the CO that unless the CO recommended another bidder for implementation, the contract would not be awarded. Incidentally, the contractor suggested by the county was a civil engineering firm under a long-term county contract. The company
did not have judicial automation experience. As a public manager, what position should be taken on the award of the contract to a company that appeared to be unqualified and without any
relevant experience?
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