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pass on each project for possible conflict and coordination with proposals of other DDI elements
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XII. Summary
In summary, gains from external contracting have not come easily or cheaply. Experience has shown that an external support program cannot be set up to run itself; considerable money and time of analysts' must be spent in support of existing contracts and in searching for new contractors. The intelligence point of view does not seem to come easily to those outside the intelligence community, especially to the highly specialized technical experts that are needed, so that a large amount of orientation is usually required. It has often been pointed out that the contract-analyst manhour costs considerably more than an in-house one (even including internal overhead) and that contract monitoring costs (including the time of the project officer) increase the discrepancy. Yet
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