In our model, the costs of the outsourced expertise is in, but as you pointed out, we don't factor in the personnel. The costs are there, but when you look at the personnel impact, it's not there, and it's because it's difficult to determine the full-time equivalent or the personnel impact of contracted-out expertise.
Contracting out expertise can be done for a variety of reasons. It could be to get expertise that does not exist within the Canadian Armed Forces or DND as a department. It could also be because it would not be advisable to develop that expertise in-house, for example if it's necessary for a limited period of time. It could also be related to the fact that the expertise is difficult to retain, as we have seen in the difficulties for the Canadian Armed Forces in reaching their target. That's probably as much as I can say, not being deeply involved in the day-to-day operations of the department and the Canadian Armed Forces myself.