Human Resources committee  I would also argue that they should augment what the government is already doing. I would also like to point out, in the area of social impact bonds, that I think one of the original ideas was that they would work in areas where government was not already working. They're suppo

Human Resources committee  I think there are two different levels of tailoring that we'd be talking about here. One is that each jurisdiction that undertakes its outcomes models can put in place different types of support models that exist. As we've mentioned, we would link work centres, data labs, and tho

Human Resources committee  That is one of the challenges that a lot of these outcomes models run into, especially when you are in complex areas like that. It requires a lot more coordination and planning to streamline these services. At least in the area of social impact bonds, you've actually seen more t

Human Resources committee  There is just not enough history on these new tools yet for there to be any definite evidence on that.

Human Resources committee  Because these are often negotiated up front, one of the big challenges is making sure that the negotiation capacities are there in the first place. One of the recommendations we made in our paper was to provide resources to service delivery partners once the negotiation phase beg

Human Resources committee  As a caveat right upfront, each jurisdiction that has developed a SIB model has adapted it very much to their local circumstance. In that case, it's a little difficult to generalize about the outcomes of all of them at the same time. To date, we've seen that, in general, contrac

Human Resources committee  Thank you, Sunil. Our second recommendation is that governments must invest in the supportive infrastructure needed to build capacity among both public servants and service delivery organizations. For not-for-profit organizations involved in complex arrangements, like social im