Hello, would you please assit me by explaning the various aspects of this docuument to help prepare for an assigment? In particular, would like to get some help providing a response to the following questions.

1. What is the history of OBCM within the Ministry? 2. What is the rationale and Benfits of using the OBCM moudle 3. What is the contact management Lifesycle 4. Explain the steps invovled in the contract mangement life cycle 5. What is the Employability Dimention 6. How are the Employability Dimentions used in the OBCM

\fOutcomes Based Contract Management - Supplier Handbook 2021 Contents Introduction Overview History of OBCM within the Ministry Rationale and Benefits Definitions Understanding OBCM Outcomes Based Philosophy Contract Management Model Comparison Contract Management Lifecycle Stage One: Planning Stage Two: Solicitation & Award 10 00 00 Stage Three: Implementation & Monitoring Stage Four: Evaluation Employability Dimensions 10 Supplier Roles in OBCM 11 Entering into Agreements 11 Negotiate 12 y Deliverables 13 Outcome "Acceptable Level" 13 Implement 14 Report 14 Incentives and Disincentives 15 Appendix A - Performance Management 16 Overview 16 Performance Monitoring Information 17 Work/Job Readiness Employability Dimension 18 Career Decision Making Employability Dimension 21 Skills Enhancement Employability Dimension 22 Work/Job Search Employability Dimension 24 Work/Job Maintenance Employability Dimension 26 Career Growth Employability Dimension 27 Page 2 of 31Outcomes Based Contract Management Supplier Handbook 2021 Introduction Overview The Ministry of the Economy (Ministry) uses a contracting process based on the achievement of client outcomes. Under the Outcomes-Based Contract Management (OBCM) process, the Ministry creates agreements which: 1. Identify specific client outcomes that are being purchased, 2. Incorporate rating criteria and an acceptability standard to ensure that quantifiable improvements are made for clients, and 3. Provide flexibility for suppliers to adopt innovative practices to achieve client outcomes. Although agreements will include a list of specific client outcomes that must be achieved, the Ministry does not prescribe how the outcomes must be achieved. Suppliers use their expertise to determine which services should be provided in order to achieve the best outcomes for clients in the most effective and costefficient manner. OBCM helps suppliers and government report value for money, manage risk, and achieve specific outcomes for the end client. This means optimizing the efficiency, effectiveness, and economy of the service or relationship described by the agreement; balancing costs against risks; and actively managing the customersupplier relationship. By allowing suppliers greater flexibility on service delivery, OBCM acknowledges that adjustments or course corrections can be necessary during the life of an agreement to support continuous improvement and achievement of client outcomes. History of OBCM within the Ministry An outcomesbased funding framework is not a new concept for Saskatchewan. Agreement templates, training manuals, logic models and related tools have been used by suppliers and government since 1999 to focus labour market activities on results. In 2013, the Ministry partnered with MNP LLP to improve upon existing practices. A detailed review of the contract process included consultations with suppliers and stakeholders and a comparison of contract processes in Canada and the United States. The review showed that the Ministry was responsible for the majority of the risk involved in each agreement, because the Ministry was contracting for specific services (i.e., \"deliverables\") rather than results. To mitigate risk, the Ministry was placing a high level of scrutiny on each supplier and agreement regardless of the nature of the work, the amount of funding involved, or the supplier's track record of performance. The approach meant agreements not only defined what outcomes would be achieved, but they also prescribed how they would be achieved. This constrained innovation among suppliers and affected their responsiveness to a changing labour market. Feedback from suppliers indicated several key areas where contract management could be improved: 0 how the Ministry defines and measures outcomes, 0 how the Ministry identifies and manages risk, and 0 the consistency in how the Ministry manages agreements across the province. The input and review led to an update of the OBCM process. A key aspect of the approach adopted in 2015 is that it provides suppliers with increased flexibility and responsibility to guide their own service delivery practices in order to obtain results. Page 3 of 31 Outcomes Based Contract Management Supplier Handbook 2021 In 2020, the Ministry conducted a review of the program and the outcomes, gathering feedback from suppliers and Ministry contract managers. This has resulted in a modification of the outcomes to use in contracting and in some slight changes in how outcomes are measured. Rationale and Benefits The primary purpose of OBCM is to improve client outcomes in the most efficient and effective manner. By negotiating specific outcomes directly into each agreement, the suppliers understand what they are responsible for achieving and how their performance will be measured. This ensures that the agreement initiation and conclusion revolve around achieving outcomes for clients. Suppliers also benefit from several core features ofthe OBCM process, such as: 1. increased flexibility for suppliers to choose the services they provide and to adapt those activities in response to client needs; 2. greater clarity around agreement expectations and supplier responsibilities (e.g. achieving specific outcomes and key deliverables); 3. clear reporting requirements; 4. the introduction of consistent language to describe client progress based on factors that contribute to career growth; and 5. new options to streamline agreement renewal for suppliers with low risk ratings and consistent delivery of outcomes. The OBCM process presents an opportunity to deliver real benefits to all stakeholders. Ministry clients benefit from agreements that are designed to measure and track outcomes rather than deliverables. - Suppliers benefit from increased flexibility to deliver services in a manner that best supports client outcomes. - Taxpayers benefit from a more responsive service system and more streamlined administration of public services. Definitions There are several terms used within this document and within the OBCM process that are important to understand. A list of commonly used terms is provided below along with their definitions to avoid any confusion. Acceptable Level The minimum standard a supplier must achieve under a contracted outcome in order to be considered successful. Activities The actions that are performed by the supplier and the Ministry under an agreement. Agreement The contractual document created as a result of the partnership with the Ministry and a Supplier to carry out services. It is the result or product of working through the contract management process. Client Service Consultant Contract Management The process the Ministry uses in creating agreements with Suppliers. Process Page 4 of 31 Outcomes Based Contract Management Supplier Handbook 2021 Deliverable The service that the supplier provides to clients. The deliverable may consist of training, education, information, etc. and is chosen by the supplier in order to produce the identified outcome for clients in the most efficient and effective manner. Deliverables are suggested by a supplier through its proposal or application. The Ministry prescribes the outcomes of the agreement and reviews, negotiates, and approves the deliverables suggested by the supplier. Employability A tool used to define an individual's career status and help to identify their Dimension service needs and progress. The Employability Dimensions range from Work/Job Readiness for individuals with basic needs (such as housing) that need to be addressed, to Career Growth for individuals who are employed but want to advance further to reach their desired career goal. Items the Ministry uses to determine whether or not the supplier has achieved the intended outcome. Evidence provides quantifiable information about the supplier's performance during the agreement term. Evidence can be both quantitatively and qualitatively oriented. For example, quantitative evidence might be the number of clients employed six months after receiving services (e.g. training). Qualitative evidence of the outcome might be the career potential of the participants and their ability to adapt to various opportunities in the labour market. Measuring Tool A report or data source used to obtain quantitative and qualitative performance data (evidence) from the supplier. For example, a measuring tool may include a monthly or quarterly status report from the supplier. The Ministry of Immigration and Career Training Monitoring Activities Activities that will be undertaken to monitor the supplier throughout the agreement per expected outcome. These activities are based on lessons learned from previous work with the supplier or similar suppliers and the risk associated with the successful supplier. The risks associated with the content and type of agreement as well as Ministry policy should dictate how frequently the agreement is monitored. Page 5 of 31 Outcomes Based Contract Management Supp|ier Handbook 2021 The measurable change in a client's actions, attitude, behaviours, knowledge and/or perceptions, which was brought about by the supplier during the agreement. Outcomes are measured in order to demonstrate changes in a client's employment status and progress within the Employability Dimensions. Outcomes are the desired intent or impact of the agreement. They can come in the form of client and project outcomes, as well as program outcomes. Suppliers will be held accountable for achieving the desired outcomes of the agreement by means of supplier evaluation by the Ministry. The services suppliers provide are expected to have impact on the desired outcomes. The legal entity that enters into an agreement with the Ministry to provide a service to clients. Page 6 of 31 Outcomes Based Contract Management Supp|ier Handbook 2021 Understanding OBCM OBCM is a contract management process designed specifically around achieving better outcomes for clients. By approaching contract management with a focus on outcomes, the Ministry focuses more on what suppliers are achieving for clients and less on how they are achieving it. Suppliers have flexibility to determine what services they will provide in order to produce the identified outcomes. The Ministry focuses on ensuring that the supplier's services have produced the outcomes identified in the agreement. The move to OBCM in 2015 involved introducing new tools to measure and monitor changes in a client's attitude, knowledge, and behaviour that result from a supplier's services. The Ministry adopted an approach that uses the Employability Dimensions to track the career status and progress of clients. Although the emphasis is on ensuring achievement of outcomes, the Ministry continues to review and oversee the supplier's service activities for efficiency and effectiveness, and to identify best practices across the province. Outcomes Based Philosophy Prior to the implementation of OBCM, the Ministry identified outcomes for clients and then informed suppliers what key deliverables were necessary. Under OBCM, the Ministry places its main emphasis on ensuring client outcomes. The Ministry also provides more flexibility to suppliers to determine what services are required to achieve good client outcomes. At the time OBCM was implemented, this represented a philosophical change to more emphasis being placed on what the supplier is achieving for clients (i.e., the outcome) and less on how the supplier was achieving it (i.e., the deliverable). The Ministry remains interested in services that are being provided by the supplier as there is a commitment to find and share promising practices. The Ministry is also obligated to monitor activities on an agreement to ensure that the supplier is providing the services it has agreed to. Under the OBCM process, the Ministry informs a supplier of what specific outcomes are needed and the supplier has the flexibility to suggest what key deliverables are necessary to achieve those outcomes. The final determination of what the key deliverables will be included in the agreement occurs during the negotiation between the supplier and the Ministry. Prior to using the OBCM approach, the Ministry focused primarily on the number of clients that gained employment. At that time, the contracting system was not built to acknowledge progress toward employment or career advancement once they had gained employment. OBCM provides the Ministry with an opportunity to speak with more precision about the career status of its clients and the work being done to address their barriers to lasting employment. By incorporating a series of outcomes for each Employability Dimension, the Ministry and its suppliers are better equipped to document the needs and progress of clients. Page 7 of 31 Outcomes Based Contract Management Supplier Handbook 2021 Contract Management Model Comparison OBCM Process (as of 2015) Client outcomes Supplier Primarily outcomes Who assumes the risk for Ministry Ministry and supplier ineffective agreements and services? Contract Management Lifecycle Effective contract management involves a sequence of activities illustrated in the Contract Management Lifecycle diagram below. The level of detail and rigour, and the amount of time required for each of these activities will vary based on the type and complexity ofthe agreement and associated risks. Page 8 of 31 Outcomes Based Contract Management Supplier Handbook 2021 Stage One: Planning During the planning stage the Ministry will consider whether or not there is a need to provide a service. At the completion of this step of the contract management process, the Ministry will have a clear understanding of what outcomes are required (i.e., expected client outcomes and client value), why there is a need, and the value and risk of a third party solution. This stage involves the following action: 1. Needs Assessment An assessment is completed to determine if there is a need to contract with a third party for services. At this stage the Ministry is expected to have a clear understanding of what it needs and wants, why it is needed, and the value and risk to the Ministry of having the services delivered by a third party. Stage Two: Solicitation & Award During this stage proposals are solicited from qualified suppliers, and the Ministry identifies a preferred supplier. The Ministry and the supplier carry out negotiations to come to agreement on the terms of the agreement using an agreement template with specific details in a standard form. The agreement is signed by the Ministry and supplier. This stage involves the following actions: 2. Solicitation The objective of this stage is to solicit proposals from qualified suppliers and identify a preferred supplier. In addition to choosing the appropriate solicitation method (see page 7 for a listing of common solicitation methods), the selection criteria are also determined. The selection criteria are used to evaluate proposals in a transparent and accountable manner. 3. Develop a Draft Contract This step focuses on the creation of a draft agreement using a standardized template that outlines expectations that are fixed and others that are negotiable. Details that are subject to negotiation are included in Schedules A and B which outline the project details and payment terms respectively. 4. Negotiate the Contract The Ministry and the supplier negotiate the specific contents of the final agreement. The result is an agreement that both parties have agreed to. The Ministry must be mindful of the need to manage risk and ensure an appropriate level of contractual protection against liability. 5. Contract Approval In this step of the lifecycle, the agreement is approved and signed by authorized representatives of the Ministry and supplier organization. Once signed, the agreement is ready to be carried out. Stage Three: Implementation & Monitoring During the implementation and monitoring phase, the supplier undertakes its service activities. Throughout the agreement term, the Ministry monitors the project against the outcomes and targeted volumes as defined in the agreement. Monitoring involves varying degrees of effort depending on the nature, complexity, and risk of each agreement. For the Ministry, this stage may include providing assistance or invoking consequences as defined by the agreement (e.g. requiring additional monitoring reports or a performance improvement plan), in cases where performance is not Page 9 of 31 Outcomes Based Contract Maragemer't Supp!ier Handbook 2021 progressing as required. Monitoring of performance includes two-way communication between the Ministry and the supplier to: clearly articulate the actual performance relative to the defined outcomes; share best practices from other agreement relationships; identify opportunities to improve performance; and maintain the project's alignment with Ministry and agreement objectives. This stage involves the following actions: 6. Manage and Monitor Performance For contracted services that are carried out over an extended period of time, it is important for the Ministry to work closely with the supplier to ensure that the Ministry obtains full value from the agreement. 7. Amendments Occasionally, both parties may agree to amend the agreement at some point after the original agreement is approved and signed, but prior to the agreement end date. This step involves amending the agreement and receiving appropriate approvals as required. Stage Four: Evaluation During the evaluation phase, an agreement is assessed based on the outcomes achieved and the success of the project, program or activities. Agreements are evaluated in order to establish lessons learned, including promising practices. The evaluation also influences the decision to renew an agreement and helps to inform the Ministry contract management process and the Ministry's relationships with suppliers. This stage involves the following actions: 8. Evaluate Performance This step involves the evaluation of the agreement in order to establish lessons learned that will shape and continuously improve the Ministry's contract management process and the Ministry's relationships with suppliers. With some agreements, outcomes can be easily evaluated; with other agreements, outcomes are more challenging to measure. 9. Renewal This step involves consideration of whether it is appropriate to renew an agreement or pursue a different agreement. Page 10 of 31 Outcomes Based Contract Management - Supplier Handbook 2021 Employability Dimensions When incorporating outcomes into the contract management lifecycle, it is crucial to choose outcomes that are measurable. Since the Ministry has a commitment to client- centered programs and services, OBCM features outcomes that are based upon client progress. In 2015, the Ministry adopted an outcome framework based on six Employability Dimensions that describe the phases of career development (see below). These Dimensions created a common language for the Ministry and its suppliers to use when defining client status, needs and success. The Dimensions can be used to assess a person's career status at the start and end of a program or service. WORK/JOB READINESS Resolving essential issues in order to be ready and able to work CAREER GROWTH Le. child care CAREER DECISION MAKING ransportation Having the skills and personal Understanding personal attitudes to plan for skills, interests, values and career movement and issues) personality in order to also to manage career change develop a vision for oZO-OZm3-O a preferred future