Government Consultants vs. In-House Expertise: When Do External Advisors Make Sense?
In a compelling examination of federal spending practices, former public service executive Scott Taymun addresses a critical question from an anonymous public servant: "Why is there so little focus within the public service on learning from within?" The inquiry highlights a widespread frustration among frontline government employees who witness millions spent on external consultants while their own operational insights are frequently overlooked.
The Core Dilemma: Internal Knowledge Versus External Consultants
The public servant's letter, published in the Ottawa Citizen, articulates a common concern within bureaucratic circles. Operational staff often possess deep, practical understanding of how to save money, resolve issues, and recommend improvements, yet executives frequently impose top-down solutions that fail. This dynamic raises fundamental questions about resource allocation and decision-making processes in government agencies.
Taymun, drawing from over three decades of experience across seven federal departments, acknowledges the validity of these concerns. "I can certainly relate to the desire to be engaged in efforts to find solutions," he writes, noting the public service faces numerous challenges from expenditure reviews to technological innovation needs.
A Balanced Perspective: When Consultants Provide Value
However, Taymun presents a nuanced perspective that challenges absolute positions. While frontline workers offer crucial insights, there are legitimate circumstances where consultants serve important functions. External advisors can supplement skilled resources without creating long-term staffing liabilities, and they can help insource capabilities that the public service lacks or is still developing.
"Personally, I was never a big fan of consultants, particularly earlier in my executive career," Taymun admits. His initial skepticism mirrored many public servants' views—questioning why external thinkers should perform work that internal teams are paid to do. He also noted that many consultants understand theory but lack familiarity with public service culture and internal dynamics.
Practical Examples From Government Experience
Taymun provides concrete examples from his career that illustrate when consultants made sense and when they didn't:
- Infrastructure Project Success: Near the end of his career, Taymun inherited a major infrastructure initiative requiring comprehensive real estate portfolio valuation, building condition assessments, and long-term capital planning. While some internal expertise existed, consultants were engaged to complete the work within fixed timelines and budgets. "They delivered, met our timelines and provided good value for money," he reports, noting that permanent staff expansion was unnecessary.
- Internal Transformation Without Consultants: In contrast, during a 2018 functional management implementation at the Canada Border Services Agency, Taymun terminated consultant contracts. He established design teams comprising staff from all levels and regions, arguing that those who would "live with the consequences" should design the new structures. Frontline operational workers demonstrated superior understanding of what would and wouldn't work in practice.
Contextual Decision-Making and Employee Engagement
The key, according to Taymun, is contextual assessment of each situation. Sometimes consultant engagement is sensible; other times, failing to involve operational employees who understand frontline realities is "nuts." He challenges the absolute statement that frontline workers are never consulted, citing change management principles that emphasize including impacted stakeholders.
Nevertheless, Taymun acknowledges room for improvement. "Many departments and executives can likely do more to encourage better engagement from staff," he suggests, advocating for greater inclusion of frontline perspectives in change initiatives and organizational learning.
Practical Advice for Public Servants Seeking Influence
For public servants feeling unheard, Taymun offers practical guidance:
- Seek opportunities proactively rather than waiting for invitations
- Identify executives facing major challenges within your department
- Consider assignments or secondments that bring your perspective to solution development
"Personally, I found engaging colleagues and staff on major change and transformation initiatives the most rewarding parts of my career," Taymun concludes, emphasizing that successful public service reform often involves strategic combinations of internal and external expertise.
The former federal executive, who served as chief of staff to the clerk of the Privy Council and helped design post-sponsorship scandal management reforms, brings authoritative perspective to this ongoing debate about government efficiency and resource utilization.
