What I did was put up two perspectives on contractor cost effectiveness with one article written by Doug Brooks and the other one by David Isenberg. Check it out and tell me what you guys think. Both Doug and David have a lot to say about the subject.
My take away on all of it, is that the true cost effectiveness should be determined by the ones that are actually paying for the product or service. Until then, folks on both sides of the debate of contractor cost effectiveness will continue to argue and debate over who is right or wrong. My take away on all of it, is that governments will do whatever serves them best both politically and militarily, and not necessarily what is most cost effective. –Matt
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Journal of International Peace Operations
Nov/Dec 2009
by Doug Brooks
The Benefits of Employing Local Nationals in Conflict And Post-Conflict Operations
LOCAL nationals make up the majority of the personnel on the ground in the stability operations industry, a fact too often overlooked by media and pundits. Not only do these locals offer enormous advantages to our industry in terms of costs, language capabilities, local knowledge and skills, but at the policy level they contribute to rebuilding the economy and vastly benefit larger stability policies. Nevertheless, some important concerns and caveats remain when hiring locals; and thus certain essential policies should be adopted by all companies setting up business in conflict and post-conflict operations.
Personnel working for the stability operations industry are generally divided into three categories:
* Local Nationals (LNs, also known as Host Country Nationals, or HCNs) who originate from the country of the operation.
* Third Country Nationals (TCNs) who come from a country not involved in the intervention or peace operation. Most TCNs are from developing countries, attracted by salaries far above what they could earn at home. Some, however, are drawn from developed countries as well.
* Finally, Western expatriates, who are usually hired for management, contractual compliance or oversight tasks; although for some contracts they may be engaged in work from security to truck driving.
LNs represent the bulk of this industry’s personnel. For example, as of June 30, 2009, LNs made up 69 percent of U.S. Department of Defense contractor personnel operating in Afghanistan – and 95 percent of security contractors in the operation. TCNs account for most of the remainder, with citizens of Western nations making up a relatively small minority. The LN proportion can be even higher for contractors supporting UN operations, and that number only increases with the duration of the operation as local hires learn new skills, gain the trust of companies and clients and earn management positions.
