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<p>Ministry of Defence (MOD) expenditure on consultancy and non-permanent staff has
been as follows:</p><table><tbody><tr><td><p><strong>Category</strong></p></td><td><p><strong>Expenditure</strong></p><p><strong>2009-10</strong></p><p><strong>(£
million)</strong></p></td><td><p><strong>2010-11</strong></p><p><strong>(£ million)</strong></p></td><td><p><strong>2011-12</strong></p><p><strong>(£
million)</strong></p></td><td><p><strong>2012-13</strong></p><p><strong>(£ million)</strong></p></td><td><p><strong>2013-14</strong></p><p><strong>(£
million)</strong></p></td></tr><tr><td><p>Advisory Consultancy</p></td><td><p>64.8</p></td><td><p>23.5</p></td><td><p>18.3</p></td><td><p>44.5</p></td><td><p>87.9</p></td></tr><tr><td><p>Contingent
Labour</p></td><td><p>74.6</p></td><td><p>46.9</p></td><td><p>26.1</p></td><td><p>50.3</p></td><td><p>68.6</p></td></tr><tr><td><p>Fee
Earners</p></td><td><p>1.0</p></td><td><p>0.6</p></td><td><p>3.4</p></td><td><p>1.0</p></td><td><p>1.2</p></td></tr><tr><td><p>Casual
Staff</p></td><td><p>13.3</p></td><td><p>7.3</p></td><td><p>4.4</p></td><td><p>7.9</p></td><td><p>5.9</p></td></tr></tbody></table><p>
</p><p> </p><p>The numbers of non-permanent staff (headcount) engaged during any given
financial year have been as follows:</p><table><tbody><tr><td><p><strong>Category</strong></p></td><td><p><strong>Numbers
Engaged</strong></p><p><strong>2009-10</strong></p></td><td><p><strong>2010-11</strong></p></td><td><p><strong>2011-12</strong></p></td><td><p><strong>2012-13</strong></p></td><td><p><strong>2013-14</strong></p></td></tr><tr><td><p>Advisory
Consultancy</p></td><td><p>Note <sup>(1)</sup></p></td><td><p>Note <sup>(1)</sup></p></td><td><p>Note
<sup>(1)</sup></p></td><td><p>Note <sup>(1)</sup></p></td><td><p>Note <sup>(1)</sup></p></td></tr><tr><td><p>Contingent
Labour</p><p>Note <sup>(2)</sup></p></td><td><p>1,815</p></td><td><p>1,175</p></td><td><p>3,171</p></td><td><p>4,021</p></td><td><p>5,632</p></td></tr><tr><td><p>Fee
Earners</p><p>Note <sup>(3)</sup></p></td><td><p>Note <sup>(3)</sup></p></td><td><p>Note
<sup>(3)</sup></p></td><td><p>Note <sup>(3)</sup></p></td><td><p>Note <sup>(3)</sup></p></td><td><p>Note
<sup>(3)</sup></p></td></tr><tr><td><p>Casual Staff</p><p>Note <sup>(4)</sup></p></td><td><p>708</p></td><td><p>292</p></td><td><p>148</p></td><td><p>274</p></td><td><p>296</p></td></tr></tbody></table><p>Notes:</p><p>(1)
The information requested is not held centrally and could be provided only at disproportionate
cost. We contract for consultancy work on the basis that the provider delivers a defined
output at an agreed price rather than a specific individual or individuals whose remuneration
is a matter for the service provider.</p><p>(2) Contingent Labour (also known as Manpower
Substitution) is generally engaged on a temporary basis to fill vacant, funded posts
until recruitment action is taken to appoint a salaried permanent member of staff.
Included in this category are temporary admin and clerical workers, interim managers,
and specialist contractors (in finance, HR, IT and other functions). We do not currently
record numbers engaged for Contingent Labour sourced locally, so the statistics given
are not directly comparable with the associated costs.</p><p>(3) The information requested
is not held centrally and could be provided only at disproportionate cost. This information
will, however, be recorded centrally from 2014-15. Fee earners are engaged for a temporary
period to provide a particular service or specialist skill; they are paid an agreed
fee for their work.</p><p>(4) Casual staff are engaged for a short-term period to
undertake tasks that are one off or irregular and cannot be done by the permanent
workforce or where the job requires expertise not readily available from within the
permanent workforce.</p><p>Information on the average length of contracts and salary
band equivalency could be provided only at disproportionate cost.</p><p>We seek to
strike the best balance between what we resource internally and what we resource through
external appointments; so, where we do contract for private-sector support, it must
be fully justifiable and provide value for money to the taxpayer. It does not make
economic sense for us to maintain all the specialist skills we need permanently in-house,
and access to some level of private-sector expertise is consequently of enduring value
to us. This is particularly the case at present, as we are going through a period
of fundamental change in the way we do our business in response to the Levene reforms.
As a result, we have needed in the short term to bring in specialist skills which
cannot be found among the permanent workforce.</p><p>We are also keen to benefit from
external expertise through skills-transfer to our own staff. This helps to make us
more self-reliant and resilient in the longer term.</p><p> </p>
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