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must be established that Government does not possess the manpower or the expertise in- house to carry out such work.
Once these
two factors are established, I see nothing wrong in the engagement of consultants from the private sector to carry out such work. My reasons are twofold. Firstly, I agree with the Financial Secretary that we must aim to contain the growth of our civil service. Sudden increases of work load should not lead to automatic increase of staff instead, such work should be contracted out to consultants
in the private sector. [Secondly, although it is essential that there should be a good core of professionals in the civil service, to execute and manage regular and routine projects, the civil service should never attempt to re- place or compete with the private sector. In fact, it has been proven in several recent large scale infrastructural development projects that the private sector can contribute much to the implementation and success. Naturally, when I refer to consultants, I mean the maximum utilisation of local consultants. Foreign consultants should only be engaged when local expertise is not available, even during such cases, they should be encouraged to asso- ciate themselves with local consultants so that we can build up our own resources of exp- erienced professionals.
We must ensure that there is a viable environ- ment for the continued growth and flourish of our own power resources in the private sector. Much concern has been expressed recently on the potential problem of brain drain' of the professional and managerial class of people
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