Advantages of Contracting
The pendulum swings back and forth between administrations about the use of outsourcing. Currently, the administration (and especially the military) is trying to trim budgets and reduce wasteful spending. The best use of contracted services at all times is a use that saves the government money. Examples include time-limited projects that do not justify the creation of a position or billet, projects in which the right team is critical to success and must be flexible, adaptable and replaceable, efforts that require immediate staffing and/or external resources, covering gaps between outgoing and incoming staff, review and audit functions, and functions requiring targeted subject matter expertise that do not justify a permanent, full-time GS position.
Insourcing will continue to be a focus of government efforts to cut spending in the coming years, and rightly so. The "Insourcing Memo" put out by Robert Gates in 2010 reminded government employees that contracted services are inappropriate for the performance of inherently governmental functions. Functions such as signing commitment documents and otherwise committing government funds or government action must always be performed by government employees. The Gates memo urged government employees contracting for inherently governmental services to end those contracts as soon as appropriate GS employees were identified to take over these inherently governmental functions.
The Insourcing Memo should not affect work being performed by any legitimate contracting firm as it simply reiterated regulations that have governed contracting for decades. The insourcing memo did not prohibit contracting for services and did not deem it inappropriate to contract for nongovernmental services.
Outsourcing provides the following benefits:
Some projects require short-term staffing, or variable staffing at different phases of the project. The traditional direct hiring model for civilian employees, with its long lead time, long-term commitment to hiring terms and position descriptions, and financial legacy obligations, can be inappropriate for executing discrete projects, meeting changing needs and managing indefinite timeframes.
Reduced Management Burden:
Contract staff are hired, trained and managed by their contracting firm, not the government. With contractor staff, government managers are not responsible for staff development and guidance, supervision, performance appraisals, or any other day-to-day management tasks, freeing up valuable time and energy to focus on other core functions. And if government managers are dissatisfied with an individual consultant's performance, it is the contracting firm's responsibility to provide a better fit.
Our fully-loaded costs are often less expensive than equivalent civilian or military staffing (compared to on-budget and legacy costs).
Community Building for Our Military Clients:
Providing career continuity for dependent spouses and veterans wishing to remain overseas benefits everyone in the military community and serves as a powerful retention tool. WWC understands and accommodates the hurdles that military moves ("PCS" moves) and family separation issues present in a traditional professional setting. In many families, military personnel and their spouses are both happier when they are fully engaged with the community on a professional level. In others, veterans of government service can remain abroad while still serving their country.