As an Power Automate RPA program evolves from the pilot phase to an emerging Power Automate RPA program, a strategic decision will be required on how to resource each function. There are generally three models that an agency can leverage, the contractor, internal FTE, or hybrid approaches. The table below provides a brief description of the pros and cons associated with each of the models. To date, most agencies have adopted some form of the hybrid model with the balance between contractor and internal FTE tipped by individual program business objectives and staff availability/suitability. The federal Power Automate RPA COP recommends that agencies consider this balance, and resourcing strategy very carefully. Power Automate RPA automations represent a new digital workforce and agencies should weigh the long-term impacts of outsourcing all development, management, and control of “digital employees.” Note, too, FTEs reskilled for Power Automate RPA can come from the business units, and not necessarily IT. Deciding on Power Automate RPA resources can be difficult. Contractor’s have immediate development expertise, experienced in process selection, speed to implement, familiarity with multiple Power Automate RPA vendor solutions, and no institutional knowledge gained. Internal FTE have upskilling of current federal employees to high-value work, immediate understanding of the internal business processes, Cost-effective approach, easier systems access, limited Power Automate RPA experience, potential time delay for training. Most importantly, business process knowledge and experience using Power Automate RPA, can mitigate system access issues, and can balance speed of implementation with lower costs.