UNDERSTANDING

SOCIAL IMPACT BONDS

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This document was prepared by Stellina Galitopoulou, Policy Analyst, and Antonella Noya, Senior Policy Analyst, at the OECD
LEED Programme

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 TABLE OF CONTENTS

1. Introduction ..............................................................................................................................................3
2. What exactly is a Social Impact Bond (SIB) and how do public, private and civil society stakeholders
engage with it? .............................................................................................................................................4
Why do stakeholders participate in SIBs? ...................................................................................................9
3. Are there any requirements for a specific regulatory framework? If yes, for what purposes? Does a
conducive regulatory environment play a role? .........................................................................................11
4. What is the process for setting-up a SIB? ..............................................................................................14
5. In what policy areas can SIBs bring added value?.................................................................................15
6. Are SIBs more appropriate for preventative or cure interventions? What factors influence such a
decision? ....................................................................................................................................................15
7. What are potential costs and risks stemming from SIBs? ......................................................................16
8. Which are the most appropriate methods and what are the hurdles that one faces when measuring and
evaluating SIBs impact? ............................................................................................................................17
9. What are the returns of a SIB financially, socially or other, if any? ......................................................19
10. What happens if a SIB fails? ................................................................................................................21
11. Conclusion ...........................................................................................................................................22
GLOSSARY ..................................................................................................................................................23
REFERENCES ..............................................................................................................................................27
ANNEX 1: LIST OF SIBS & DIBS AT IMPLEMENTATION AND DESIGN STAGE ............................29

Figures

Figure 1. The Social Impact Bond (SIB) Mechanism .............................................................................5

Figure 2. Regulatory considerations for SIBs stakeholders [under revision] .......................................13

Boxes

Key messages ...............................................................................................................................................3

Sweet Dreams Supported Living Project, Saskatoon, Saskatchewan (Canada) ..........................................7
The Junior Code Academy SIB, Lisbon (Portugal) .....................................................................................7
Juvenile Justice Pay for Success Initiative, Commonwealth of Massachusetts, USA .................................7
 Box 1. Key messages

Social Impact bonds (SIBs) have attracted much attention in the aftermath of the financial crisis. They have been
implemented in a number of countries as they seem to be an attractive proposition for financing the delivery of social
services.

However, SIBs remain a fairly new financial instrument aiming at social impact with limited evidence regarding
their results. Therefore, further analysis is needed in order to develop a robust evidence base.

SIBs are complex instruments. They involve multiple stakeholders coming from different sectors. Time, technical
expertise and commitment to collaborate are indispensable in order to establish a SIB.

SIBs have been costly instruments so far. They have entailed significant transaction costs that stakeholders
should consider before embarking on them. Policy makers should evaluate carefully what is the value added for
implementing a SIB for a policy intervention compared to a more traditional approach. However, transaction costs are
expected to drop as more SIBs develop and there is a streamlined process for establishing them.

Rigorous methodological design for identifying measurable social outcomes and appropriate target groups is of
utmost importance in order to avoid perverse effects, such as “creaming”, “parking” or “cherry picking”.

SIBs may be an opportunity to nurture a culture of monitoring and evaluation in social service delivery.
Independent and robust evaluation could benefit all stakeholders as it may identify what works well in SIBs and what
does not as well as unintended consequences- positive or negative.

SIBs intend to roll over the risk from the government and the service providers to investors. Yet, capital protection
and guarantee mechanisms as well as early termination clauses of the SIB contract may be in place mitigating the risk
assumed by investors.

Ensuring continuity of social service delivery by the public sector is indispensable for vulnerable groups and
citizens. Therefore, SIBs could be more appropriate as a complementary and not core mechanism for social services
delivery.

Introduction

Social Impact Bonds (SIBs) are spreading around the world and have been gathering increasingly the
attention of governments and public authorities, investors, social services providers, researchers, and
evaluators among others over the last years. At the same time, they have triggered debates -often
controversial- around issues such as the delivery of social services and the quest for efficiency in doing so,
the risk transfer from the public to private sector and what this entails for social services providers, the
capacity to monitor and evaluate better outcomes, and the increasingly prevalent need to invest in
preventative interventions with high returns in the long run. A number of these debates have been recently
echoed during the OECD’s experts seminar held in Paris in April 2015 on SIBs promises and pitfalls. 1
During the seminar it was also confirmed that SIBs tend to have strong proponents or strong opponents.
Common ground among all, however, was the need for more evidence in order to assess their potential in
an informed way.

With this in mind and given its longstanding work in the field of social innovation and social
entrepreneurship, the OECD LEED Programme has been tasked by the Ministry of Labour, Employment,
and Social and Solidarity Economy of the Grand Duchy of Luxembourg, within the framework of the
Presidency of the European Council, to prepare a concise, reader friendly report, whose main objective is
to raise awareness and provide information about some of SIBs main features and challenges and inform
policy making. In terms of methodology, this document is based on a literature review and discussions
with a number of experts, including those who participated to the above mentioned OECD seminar. The
design of this document is based on questions and answers. The questions raised here cover first line issues

3
that need to be addressed when looking at SIBs. It deliberately avoids delving into an exhaustive analysis
of technical aspects that may vary across SIBs depending on various factors, such as the policy area
implemented, the country-specific context as well as the dynamics among the stakeholders.

This document was prepared by Stellina Galitopoulou, Policy Analyst, and Antonella Noya, Senior
Policy Analyst, at the OECD LEED Programme. We are grateful to Jean-Christophe Burkel, Director,
Union Luxembourgeoise de l’Economie Sociale et Solidaire (ULESS); Emma Disley, Associate Group
Director, RAND Corporation Europe; Ulrich Grabenwarter, Head of Strategic Development-Equity,
European Investment Fund; Jean-Michel Lecuyer, Directeur Général, Le Comptoir de l’Innovation,
France; Nadine Muller, Responsible for the Social and Solidarity Economy, Ministry of Labour,
Employment, and Social and Solidarity Economy of the Grand Duchy of Luxembourg who also supported
this project ; Raphäelle Sebag, Consultant, Credit Cooperatif, France for providing valuable comments,
remarks, and feedback. This document benefited, also, from the discussions held during the OECD experts
seminar in April 2015 and we are grateful to all participants for their contribution.

What exactly is a Social Impact Bond (SIB) and how do public, private and civil society stakeholders
engage with it?

Definition

A SIB is an innovative financing mechanism in which governments or commissioners enter into

agreements with social service providers, such as social enterprises or non-profit organisations, and
investors to pay for the delivery of pre-defined social outcomes (Social Finance, 2011; OECD, 2015).
More precisely, a bond-issuing organisation raises funds from private-sector investors, charities or
foundations. These funds are distributed to service providers to cover their operating costs. If the
measurable outcomes agreed upfront are achieved, the government or the commissioner proceeds with
payments to the bond-issuing organisation or the investors. In reality, the term “bond” is more of a
misnomer. In financial terms, SIBs are not real bonds but rather future contracts on social outcomes. They
are also known as Payment-for-Success bonds (USA) or Pay-for-Benefits bonds (Australia) (OECD, 2015;
Brookings, 2015).

The principal stakeholders

An investor provides funding for an intervention, which is used as working capital for a service
provider that is responsible for the social services delivery, the attainment of agreed outcomes and
potentially for the provision of data related to them. Outcomes measurement is a crucial step for the SIB
process. Based on this, the payment to the investor coupled with agreed interest shall be released by the
government or the commissioner. Therefore, the government or commissioner is the ultimate outcomes
payer and may as well determine the outcomes metrics and payments terms. An intermediary is involved
in some SIBs and it has a twofold role. First, it can act as convener of all stakeholders involved in the
mechanism in order to strike an agreement regarding the transaction process. Second, it can be responsible
for raising capital and structuring the deal. An evaluator may be used in some SIBs assessing the agreed
outcomes and their impact. On a different note, the beneficiaries from a SIBs intervention shall be
mentioned too, as they are the population in need and recipients of the intervention. SIBs may address
smaller or larger groups of beneficiaries. For example, the Sweet Dreams SIB in Canada focuses on 22
beneficiaries-mothers and children, whereas the ONE Service Peterborough SIB in the UK on 3 000 male
prisoners and the NYC ABLE Project for Incarcerated Youth on approximately 10 000 sentenced
adolescents.

4
Additional actors

Apart from the principal stakeholders mentioned above, depending on the structure of the SIB (see
below), additional actors may participate in the mechanism, such as subordinate investors, guarantors,
grant makers, technical assistance providers, legal advisors, and researchers. It has to be noted that the
roles of the stakeholders and of additional actors may vary according to the SIB structure as well as the
specific terms appropriate to each deal. For instance, researchers can act as independent evaluators
assessing whether the agreed outcomes are achieved. Another example is that a government could act both
as outcomes payer and as evaluator by validating administrative data. Similarly, as noted by Gustaffson et
al. (2015), services providers can also be investors. In the same spirit, intermediaries can also be investors,
senior investors can also be subordinate investors, intermediaries can also be evaluators, and intermediaries
can also be technical assistance providers.

Figure 1. The Social Impact Bond (SIB) Mechanism

Source: OECD adapted from Burand (2013)

Different models and structures of the mechanism

Social Impact Bonds (SIBs) can have different models and structures depending on the composition
and the dynamics among the actors involved, their functions, the process for structuring the deal and the
accountability regarding the delivery of the expected outcomes.

Two models have emerged so far through which governments and others have sought to provide
funding; the SIBs funds and the individual SIBs. The main difference between them is that SIBs funds
have the capacity to issue multiple contracts dealing with the same or similar social issues, whereas
individual SIBs proceed to one payment contract at a time and they select among the structures presented
below.

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 In the cases of SIBs funds, the government that commissions the SIB or another commissioner
establishes a rate card for payments per outcome. The prices indicated in the rate card are based on
thorough research that examines the cost savings or reduced remedial assistance, which each outcome can
yield. Furthermore, in this model partnerships are often established between services providers, investors
and intermediaries. These partnerships are bidding for contracts, which the SIBs funds provide, at a
discount to the rate indicated in the rate card. Contracts are awarded to the selected bidders considering
multiple factors among which is the discount indicated to their bid. Until now- to our knowledge- three
SIBs funds have been established; the Innovation Fund 2 by the Department of Work and Pensions, the Fair
Chance Fund 3 by the Department for Communities and Local Government, and the Bridges SIBs Fund by
Bridges Ventures. 4 They are all located at the UK. The activities of the Innovation Fund are centred on
education and youth employment. It has launched ten SIBs in total in two rounds. The first round took
place in April 2012 and included six SIBs, and the second in November 2012 and included four SIBs. The
Fair Chance Fund focuses on education, employment, housing and homelessness. Its activities started in
December 2014 and since then it has launched seven SIBs. The Bridges SIBs Fund was launched in April
2013. It aims at improving life outcomes for children, young adults and elderly patients across the UK and
has supported fourteen SIBs to day.

Three main structures stand out from the individual SIBs implemented thus far; direct, intermediated,
and managed.

Direct SIBs

In a direct SIB, a delivery contract is signed between the outcomes-payer and service provider or a
services provider-controlled special purpose vehicle. In this case, the service provider is responsible for the
implementation of the deal and the performance management. The intermediary is responsible to raising
capital, structuring the deal and determining the feasibility of the deal (Goodall, 2014). Overall, under this
structure the service provider holds the greatest amount of responsibility.

6
 5
Box 2. Sweet Dreams Supported Living Project, Saskatoon, Saskatchewan (Canada)

Sweet Dreams SIB implemented in Saskatchewan, Canada, is an example of the direct SIB structure. This is
also an individual SIB model. The outcomes funders, the Government of Saskatchewan and the Ministry of Social
Services, hold direct contracts with the investors, Conexus Credit Union and Wally and Collen Mah, and the service
provider Saskatoon Downtown Youth Centre (EGADZ). The investors provided in May 2014 $1 million CAD
6
(approximately 670 000 EUR ) for a period of 60 months to the EGADZ to offer to single mothers with children under
the age of eight, who are at risk of requiring services from Child and Family Services, with affordable housing and
support. At the same time, the mothers can complete their education, secure employment, or participate in pre-
employment activities, such as life skills training and parenting classes. EGADZ manages its performance. The target
group is 22 single mothers of children ages 0 to 12. The home for the Sweet Dreams SIB has also received funding
7
from the Government of Canada’s Homelessness Partnering Strategy ($320 000 CAD, approximately 214 000 EUR ),
8
the City of Saskatoon ($140 000 CAD, approximately 94 000 EUR ), and other private donors ($75 000 CAD,
9
approximately 50 140 EUR ). The Saskatchewan Executive Council acted as an “intermediary” in the sense that it
designed the SIB outcomes measures, the contract, and raised investor capital.

Intermediated SIBs

An intermediated SIB foresees that the delivery contract is signed between the outcomes payer and
the investor, or an investor-controlled special purpose vehicle (SPV) or an intermediary, which identifies
and contracts the service provider, supports the performance management process and refines the financial
model (Goodall, 2014). In some instances, the intermediary can also invest in the SIB.

10
Box 3. The Junior Code Academy SIB, Lisbon (Portugal)

The Junior Code Academy SIB, Portugal, illustrates the intermediated structure and is an individual model. The
Municipality of Lisbon, which is responsible for managing the primary education system, is the outcomes funder and
the Code Academy assumes the role of service provider. Calouste Gulbenkian Foundation invested 120 000 EUR in
January 2015 and the Social Investment Lab is the intermediary. The latter has been responsible for analysing the
social challenge, assisting in identifying outcomes metrics and evaluation methods, structuring the SIB and developing
the financial model, raising capital, and assisting Code Academy in performance management and operations. The
target group sums up to 65 students in total in 3 schools in Lisbon as of now and will run for an initial period of 20
months. The aim of the Junior Code Academy SIB it to tackle primary school grade repetition and drop-out and to
generate evidence about the impact of computer programming in cognitive skills, including school performance and
problem solving ability, in order to inform public policy.

Managed SIBs

A managed SIB is signed between the outcomes-payer and the prime contractor (usually an
intermediary) or an intermediary-controlled special purpose vehicle, who usually manages the entire
process. The process is similar to the intermediated SIB, in terms of the activities of the intermediary
(Goodall, 2014). The main difference with the intermediated structure seems to be that the intermediaries
have not invested in SIBs directly yet. Given the adaptability and the flexibility of the SIB structures, it is
hard to make clear and neat distinctions between them.

11
Box 4. Juvenile Justice Pay for Success Initiative, Commonwealth of Massachusetts, USA

The Juvenile Justice Pay for Success Initiative is a managed SIB. It has been implemented since January 2014
aiming at reducing recidivism and increasing employment through intensive street outreach and targeted life skills,
education, and employment programming. Its target group is 929 at-risk young men aged 17 to 23 who are in the

7
probation system or exiting the juvenile justice system. The duration of this SIB is 84 months. The outcomes funders
are the Commonwealth of Massachusetts (Chelsea, Boston, and Springfield areas) and the US Department of Labour
and they receive technical assistance by the Harvard Kennedy School (SIB Lab). Roca Inc., a non-profit organisation,
is the service provider. This SIB involves multiple investors and the total amount raised is $8 million USD
12
(approximately 6 million EUR ). The senior investor is Goldman Sachs, through its Social Impact Fund, the
subordinate investors the Kresge Foundation and Living Cities, and the philanthropic grantors Laura and John Arnold
Foundation, New Profit Inc., and the Boston Foundation. Third Sector Capital Partners acts as the intermediary and
prime contractor. It is responsible for arranging project funding, overseeing project implementation, distributing funding
to Roca and managing repayment to funders. It is worth noting that Third Sector Capital Partners is deferring $50 000
13
USD (approximately 36 710 EUR ) (15%) of its management fees; it will only be paid that portion of its fees if results
are achieved. New Profit Inc., a national venture philanthropy fund will also provide additional management support.
The Juvenile Justice Pay for Success Initiative is an individual SIB, but it is also part of the Massachusetts Social
Innovation Financing Trust Fund.

It has to be noted that there are no specific rules indicating the responsibilities of each stakeholder
and, therefore, variations emerge across SIBs. According to a recent study by Brookings Institution
(Gustaffson-Wright et al., 2015), all SIBs examined in it and implemented at the US are managed whereas
all the SIBs at the UK, where the SIB market is more advanced, are intermediated or direct except for two.
This observation could be potentially explained by the degree of maturity of the social impact investing
market, which is clearly a factor to be considered here (OECD, 2014). Still, further research could be
conducted in this area in order to shed more light.

Who initiates the deal?

In the majority of existing SIBs, regardless of their structure, the government initiated the process to
set-up the mechanism (Gustaffson- Wright, 2015). Yet, the first ever SIB was initiated by an intermediary,
Social Finance (Disley et al., 2011). As the market is still nascent and the deal development allows for
some flexibility, there have been few deviations from this process. In direct deals, there were a couple of
cases that the intermediary or the service providers brought to the attention of the government cases for
SIBs doing this way the first step. Similarly, in intermediated deals the intermediary also contributed to
initiate a SIB deal through the identification of service providers according to the feasibility criteria.
Lastly, in managed deals, only once a technical assistance provider with a service provider commenced
the deal.

Is it different from payment-by-results contracts? If yes, in which ways?

SIBs are considered a subset of payments-by-results, pay-for-performance or results-based financing

mechanisms. The basic idea behind these schemes is that they link funding to results, while providing
supporting process innovation in the public sector and, finally, better performance from services providers.
Although SIBs can fall under this broad category, they differ is four points. First, SIBs involve private
sector investors establishing a wider stakeholder platform and focusing on their effective cooperation and
coordination. Second, they focus on outcomes rather that results or outputs. Third, they allow for up-front
funding for the interventions, which enables service providers to focus their efforts on the service delivery
rather than on fundraising. This is particularly valuable for small or medium size social service providers,
who may otherwise face hurdles in accessing private capital. It has to be highlighted, however, that in
reality a SIB contract may foresee annual instalments of funds or other payment schedules tied to outputs
or specific milestones. Last but not least, SIBs transfer the implementation risk from the public sector or
the service providers, which they would have been otherwise unable to bear, to the private sector, although
there might be mechanism to mitigate the investors’ risk.

8
An evolving landscape: where are SIBs currently developing?

The first SIB implemented in the United Kingdom (UK) in 2010 aimed at decreasing recidivism.
Since 2012, a sharp increase of interest in this mechanism has been observed. The majority of SIBs have
been developed in the UK, followed by the US. Australia has developed two, Canada and South Korea one
each. In continental Europe SIBs have been launched in Belgium, Germany, the Netherlands, Portugal, and
Switzerland. Although outside the scope of this study, it has to be noted that developing countries,
philanthropists and international donors have expressed their interest in this mechanism as well developed
in the form of Development Impact Bonds (DIBs). Compared to SIBs, even less DIBs have been
developed. In fact, only one DIB has been implemented to date in India for girls education. Still, a couple
more are on the pipeline in Africa.

• SIBs involve a number of stakeholders who -from different perspectives and capacities- aim at
delivering social outcomes, while transferring the implementation risk from the public sector or
service providers to private investors.

• SIBs are complex instruments, which require technical expertise, time and funds, in order to be
established. Therefore, policy makers should carefully evaluate whether an intervention is better
served by a SIB or by a different approach.

Why do stakeholders participate in SIBs?

Governments and public authorities can be attracted by the outcome focus in areas difficult to reach
combined with cost-savings, accountability of taxpayer funds, and value-for-money. Another strong
incentive is that SIBs may provide the governments with the capacity to invest more in preventive
programmes and social interventions, especially when remedial (or “symptoms driven”) interventions may
seem more urgent and with immediate results. Investing in preventive interventions can have a sound
effect on citizens’ well-being while yielding savings in the medium and long-term, as it will be discussed
below. Moreover, although public authorities are keen on participating in SIBs in times of budgetary
constraints, they may also experience as a ripple effect an efficiency increase in their service delivery and
savings in their budgets even in times of growth. Last but not least, SIBs can enhance cross-sector and
cross-authority cooperation breaking the silos and providing integrated solutions to long-term challenges.
This collaborative process may also generate savings across multiple authorities.

It has to be noted, at the same time, that governments and public authorities should conduct cost-
benefit analysis or preliminary assessments regarding whether engaging in a SIB is a value-for-money
option for them (Liebman et al., 2013). They would also need to consider the fact of paying back the
investors with an interest rate. To this end, they need to foresee and include this kind of expenditure in
future budgets.

A growing interest among investors, institutions and individuals, for blended value or double bottom
line investments -meaning doing good while having moderate returns on investment- has led them to
engage in SIBs. Investor institutions, particularly, have an additional incentive as they were tasked to
specifically represent the interest of their investor clients in social returns. Investors, such as foundations or
other organisations that provide grants as part of their CSR programmes or community involvement, view
SIBs as an opportunity to recycle grants after the end of the project and scale social benefits (OECD,
2014b). This means that they can recycle the return of their investment to another programme in case of
successful implementation of the SIB (Gustaffson-Wright et al., 2015). Also, publicity and visibility
should not be underestimated as motivations for participating SIBs. Interestingly enough, a survey
conducted by Brookings Institution (Gustaffson-Wright et al., 2015) demonstrated that investors are more

9
triggered to invest in a SIB if it is the first implemented in the country or in a sector as it has higher
chances to offer them greater visibility.

Another incentive for investors is government’s guarantee to pay them if the agreed outcomes are
achieved. However, this can be a double edged sword. Despite government’s guarantee, which reassures
the return on investment in case of success, the risk is centred on whether the outcomes will be attained on
the first place. Therefore, investors’ main disincentive is the complete capital loss in case of a SIB failure.
Still, depending on the structure of the SIB even this risk can be mitigated by securitising, for instance, a
percentage of the amount invested regardless of the outcomes attained. On this point, it has to be noted that
there is a large spectrum of investors participating in SIBs that have varying degrees of risk.

Simultaneously, there is always the possibility that the government might not be able to pay back the
investors even if the agreed outcomes are attained. This may occur, for instance, in case of a financial
crisis. This is a reputational risk and potential negative credit rating in case of such failure. In this scenario,
guarantees could be provided to investors in the form of full or partial protection of principal or guarantee
of outcome payments in the event that payments are not honoured by an outcomes funder. The guarantees
should be considered in light of the risk transfer to the investor, however, which is one of the incentives for
the government to develop a SIB in the first place. Last but not least, all stakeholders and public authorities
particularly should ensure that beneficiaries are not harmed in case of a SIB failure as underscored in other
parts of this note.

Access to growth capital to scale up operations is a key incentive for social services providers. Access
to long-term stable and predictable revenue stream without labour-intensive fundraising allows them to
focus on the implementation of their programmes, invest on preventive operations, and deliver in the most
effective and efficient way their services (Social Finance, 2012; Gustaffson-Wright et al., 2015). As a
result, they have the opportunity to develop a culture of monitoring and evaluation while focusing on
tacking a social challenge. Furthermore, participating in a SIB may facilitate the coordination with
organisations working on overlapping problems.

Yet, as above mentioned, depending on the SIBs structure, social services providers may be funded on
annual- basis or based on specific milestones. Therefore, long-term financial stability, which is crucial for
social services providers and especially for social enterprises, is not always ensured. Furthermore, there is
always the risk of non- delivering the agreed outcomes. SIBs can put significant burden on social service
providers regarding performance management and measuring outcomes as not all of them have sufficient
capacity to assume these responsibilities (OECD/European Commission, 2015). Even more so to scale
them up. Finally, social service providers may also suffer reputational harm, which affects them in
securing funding in the future from potential donors.

Intermediaries motivation varies according to the mandate that they have. Similarly to investors, they
view SIBs as an opportunity to test innovative financial models addressing social problems and achieving
outcomes. According to the Brookings Institution, their motivation depends on the stage of maturity of the
SIB market (Gustaffson-Wright et al., 2015).

As intermediaries may steward the other stakeholders during all the stages of SIBs development and
implementation, they could put the full process at risk under few circumstances. For example, SIBs require
a long-term commitment in order to structure the deal, raise capital, implement the programme and
evaluate the results. That being said, intermediaries should be capable of committing in the long-term as
well and not being disturbed by internal governance or financial issues (Social Finance, 2012). In fact,
intermediaries may also run to a financial risk if part of their remuneration is tied to a SIB’s performance.
However, this is more of a success bonus as they are often financed through grants outside the SIB
structure.

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 Overall, as SIBs market is rapidly evolving, the motivations of the stakeholders may change
throughout the time. For example, if SIBs become more mainstream and, hence, less innovative, a decline
of the motivation to participate in them could occur. At the same, new incentives may emerge. For
instance, the will to refine and improve the existing model (Gustaffson-Wright et al., 2015). The same
applies to the visibility argument. In this case, although SIBs may become less visible, attention could be
focused on the outcomes achieved or not, and if yes, in what ways.

• The various stakeholders participating in a SIB have different interests and incentives. It is
important that all these align in a coherent and not conflicting way in order SIBs to deliver a
social service more effectively and efficiently than other interventions.

Are there any requirements for a specific regulatory framework? If yes, for what purposes? Does a
conducive regulatory environment play a role?

SIBs introduce sometimes new rules of engagement for their stakeholders and may reform older
practices, especially when it comes to understanding how to structure the legal obligations among them.
Moreover, SIBs implementation can be hindered by regulatory barriers and, consequently, trigger financial
and social costs. This part will offer a first, non-exhaustive approach on some handy elements on these
topics that may be of use for policy-makers.

Policy Ecosystem

An enabling legal and policy environment matters for SIBs development. Based on a recent survey
(Gustaffson-Wright et al., 2015), 87% of the respondents indicated that government support is very
important. A government can create a conducive ecosystem for SIBs by introducing support for a
particular service in a policy framework or a strategy document. For instance, the UK, which has issued the
majority of SIBs, has one of the most developed ecosystems. The Centre for Social Impact Bonds has been
established in the Prime Minister’s Cabinet Office as part of the Social Investment Finance Team and
launched the Social Outcomes Fund in November 2012 with 20 million GBP available for SIBs. In 2014,
they also introduced legislation providing tax relief which applies to SIBs among others instruments and
mechanisms (Social Investment Tax Relief) to funding social enterprises. Another example comes from
Australia and the state of New South Wales that has implemented the Social Impact Investment Policy in
2015. The policy provided incentives for increasing social impact investment transactions, removing
barriers, growing the market and building the capacity of the market actors.

Regulatory Framework

A conducive ecosystem requires also an enabling regulatory framework, which contributes to SIBs
development. Conversely regulatory barriers may hinder this process. Countries can check whether they
have an appropriate regulatory environment by noting few considerations presented below. Regulation
impacts the activities of all stakeholders engaged in a SIB mechanism: government authorities, investors,
intermediaries, and services providers.

Government authorities have to examine two main areas: budget and contracting. As SIBs are
multiyear investments, government as the outcome funder needs to be able to spread appropriated funds
throughout the fiscal years and to issue success-based payments (Liebman et al., 2013; Centre for Global
Development & Social Finance, 2013). This can be a challenge as the usual path is to tie fiscal
expenditures on a yearly basis. It is worth considering whether is possible and if there are mechanisms in
place to ensure future payments committing also future administrations and ensuring that the SIB is not
contingent upon political fluctuation. Secondly, it is worth examining to what extent are the government
authorities capable of directing funds to intermediaries in a transaction and autonomous for contracting

11
social service providers. Public procurement rules worth special clarification and, particularly, the capacity
of the government to engage with an intermediary or other stakeholders during the implementation of a
SIB (Instiglio, 2014). For example, in Australia- New South Wales, when the Treasury Department issued
the first SIB, Request for Proposals included, apart from the standard bidding information, a new part
requesting information regarding target population, location of the intervention, programme referrals,
evaluation, payment triggers, cash flows in different performance scenarios as well as details regarding the
intervention and the investment structure (Social Finance, 2012). Last but not least, it should be considered
the possibility of the government to challenge the evaluators’ results as the payment of the SIB is
contingent upon them.

Investors, on their end, should consider three areas: funding opportunities, procurement and taxation.
Firstly, it has to be examined whether there is a regulatory framework and, if yes, if it allows donors or
investors to fund social services and SIB schemes directly or through intermediaries. If yes, a next step is
to test whether there are any limits regarding the amounts to be provided as well as the financial vehicles
providing them. Second, as SIBs can be hybrid investments with debt and equity components as well as
stakeholders that may be located outside the country, it is worth exploring whether there is a specific
regulation targeting these types of mechanisms and whether there are quantitative or qualitative legal limits
on the repatriation of profits (Instiglio, 2014). Third, regulation can also facilitate a SIB transaction by
offering incentives to investors that provide capital, such as contract protection transparency in the
proceedings and tax benefits. For the latter, an example could be tax breaks for investments with social
impact (Liebman et al., 2013; Social Finance, 2012).

For intermediaries, the two main issues are residence requirements and vehicle legal identity. On the
one side, it has to be examined whether the regulation requires that the intermediary has to have
commercial presence in the jurisdiction that provides only its advice. In case it is more heavily involved in
the process by managing investor’s funds, for instance, it has be clarified whether it needs to do so through
a specific type of legal entity, for example a limited liability company or branch. Also, under this scenario
does specific regulation apply above a specific threshold of managed funds? On the other side, movement
of people and residence requirements are important elements for the operations of the intermediary. An
example could be whether it is possible for the intermediary to use foreign personnel in its operations in
the jurisdiction, and if yes, what are the types of visa provided and any other specific requirements. On the
same note, it is useful to know whether there is nationality or residence requirement for the director/s of the
intermediary.

For social service providers the key questions to consider are the following. Firstly, whether do they
have to have a specific legal form in order to provide social services and if there are regulations limiting
their field of activity. Second, whether they have the capacity to be contracted by intermediaries. Third,
whether there is a risk that the employees of the social service provider considered that they are under the
authority of the intermediary when it subcontracts them. This risk may be more pertinent in some
jurisdictions than in others as it depends on the relevant labour law and/or contracts regulation. It may be
mitigated by introducing a clause in the contract between the intermediary and the services provider. This
clause would stipulate that the staff of the services provider at no time will be considered employees of the
intermediary.

12
 Figure 1. Regulatory considerations for SIBs stakeholders

Source: OECD adapted from Instiglio (2015)

• Providing a conducive ecosystem and a sound regulatory framework iare essential steps in the
establishment of SIBs as they need to work into specific national contexts.

• The level and depth of experience in payment-by-results contracts and performance management
methods by all stakeholders need to be considered. This expertise seems to be more specific to
some countries than others.

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What is the process for setting-up a SIB?

SIBs deal development

Since SIBs deal development has not mainstreamed yet, each process is unique. The duration to
develop the SIB deal has varied so far from six months to three years. Based on common practice, five
stages have been identified: feasibility study, structuring the deal, implementation, evaluation of outcomes
and repayment.

The feasibility study aims at identifying the social challenge, which the SIB will address, and based
on specific criteria at assessing whether this would be possible or not. Although the criteria used to assess
the feasibility of the SIB can vary across the deals, there are few common considerations. The first one is
the capacity of the stakeholders involved in the SIB to identify measurable outcomes for the selected social
challenge and evidence of success of achieving them. Then, it has to be determined what would be a
reasonable time horizon based on previous experience for achieving similar outcomes as well as on the
willingness of the outcomes funders to commit funds and receive the payments in such a timeframe.
Political and legal conditions should be taken into consideration in this endeavour. Political commitment
and support for the services provided are crucial for fulfilling SIBs mission. This can be demonstrated
through government strategy documents or policy frameworks for instance (Gustaffson-Wright et al.,
2015). Legal conditions are also very important as they may equally enable or hinder the development and
implementation of a SIB as abovementioned.

Structuring the deal is the second step for a SIB. During this stage, raising capital from investors
(individual or funds), grant makers, and senior or subordinated lenders is key. At the same time,
determining the intervention, the outcomes metrics and evaluation methodology based on the feasibility
study should be decided. Procuring a service provider should also be defined at this stage. There are
several ways that this can happen. What has to be highlighted here is the assessment or evidence of the
capacity of the service provider to deliver the outcomes (Tomkinson, 2015). Last step is the negotiation
and the finalising of the contracts including decisions about the responsibility of the performance
management.

The implementation phase of the SIBs entails the provision of social services by the selected
providers and the management of their performance in most cases. Measurement and evaluation of the
outcomes using the agreed metrics is a challenging element. Below, we discuss in more detail the methods
of outcomes measurement and evaluation. Finally, once the evaluation is completed and the SIBs outcomes
assessed, the repayment process can be initiated accordingly or not depending on the results.

Other elements for consideration

Political leadership, commitment, and support play a crucial role in establishing, in the first place, and
developing thereafter a SIB market. As this process requires particular efforts and time in terms of
learning, coordinating with multiple stakeholders, and implementing in the span of multiple years, a
dedicated leadership can galvanise and sustain these efforts. The cases of the UK and the US illustrate this
point. As SIBs are long-term investments, it is important that they serve and are in line with the strategic
and policy priorities as well as performance goals of public authorities.

• Costs and benefits of engaging with SIBs should be analysed before starting a deal.

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In what policy areas can SIBs bring added value?

SIBs might provide an opportunity to address problems where existing public policy interventions are
not achieving the desired , social outcomes.,. The potential scope for SIBs depends on the structure of a
country’s welfare state, civil society, and private sector. SIBs seem more appropriate when there are
investors available, who are ready to assume the relevant risks and are familiar with non-profits, social
enterprises and social policies . There must also be authorities ready to collaborate with multiple
stakeholders and assume, on their end, the costs that SIBs entail, for example for developing feasibility
studies. SIBs might also be appropriate for organisations that have developed delivering capacities and
expertise, but at the same time cannot go to scale. Still, this requires multi- annual funding. Finally and
most importantly, SIBs seem to be an appropriate tool for financing interventions with measurable
outcomes and identifiable target groups.

So far, SIBs implementation has spanned across various policy areas, such as social welfare,
education, criminal justice and recidivism, and employment. More precisely, social welfare SIBs have
addressed issues such as homelessness, adoption and long-term foster care, family strengthening to avoid
foster-care, support for disadvantaged youth.

• SIBs seem more appropriate for policy areas in which there are target groups that can be easily
identified, when there are measurable outcomes, and when investors are familiar with non –
profits, social enterprises and social policies .

Are SIBs more appropriate for preventive or cure interventions? What factors influence such a
decision?

Much discussion has been revolved around whether SIBs are more appropriate or stimulating for
preventive or remedial interventions. Considering the fact that budgetary constraints hampers oftentimes
preventive investments from governments, emphasis has been placed on the potential of SIBs for
programmes with such nature. This is of particular importance for governments for two reasons. The first,
evidently, is that it aims at improving the well-being of their citizens in the long-term. The second one, and
closely linked to the first one, is that it may prosper “cashable savings” or “cost avoidance” for the
government in the short and long-run as it will be explained below. Overall, the positive effect of
prevention can be harnessed not only by the governments but also by the beneficiaries and the services
providers. For instance, based on robust evidence, early childhood interventions can have high financial
and social returns on investment (Heckman et al., 2010; Reynolds & Temple, 2009).

To date, the majority of SIBs -apart from one- has been focusing on prevention, for example, from
returning to prison or being unemployed or remaining homeless. Still, it needs to be stressed that
prevention can be a highly relative term and these interventions could also be considered remedial in the
sense that ex-offenders, unemployed or homeless are treated for an existing problem. In fact, pure
preventive interventions may address beforehand certain factors that can have an impact on the beneficiary
and avert him from falling into conditions, such as the ones presented before. In such cases, however, the
outcomes are manifested in long run most of the time.

• Although there is a strong emphasis on the role that SIBs can play in preventive interventions, it
remains important for the public authorities to address them directly as well.

15
What are potential costs and risks stemming from SIBs?

Costs

A SIB arrangement includes short and long run standard costs. The upfront investment amount carried
by the investors is considered a short run cost, and its conditional payback by the outcome funders, with a
modest rate of return upon the success of the programme, a long-run one. The key element for this process
is determining the outcome metrics and the payments schedule. The outcome metrics are discussed in
detail below. The pricing of the agreed outcomes and the payment systems will be presented briefly here.
The reason that this is crucial is simply because the core of the SIB deal is based on the following
information; the necessary investment amount, the intervention mechanism, the procurement process and
the selection of the social service provider.

Apart from the abovementioned standard costs, there are also associated or transaction costs. These
costs may concern intermediaries’ fees, legal and evaluation expenses. They can be either part of, or
additional to the SIB deal. As there is very limited precedent on the deal development, these costs may
vary significantly across SIBs. On this point, it has to be noted that there is very limited information about
transaction costs as well. Intermediaries can charge a closing fee or a success fee included in the budget of
the SIB contract. They can also be paid for their technical assistance for structuring the deal or for
performance management during the implementation phase. Setting up the mechanism can be funded by
the intermediaries themselves or through external grants. Legal services have been provided in most
instances pro bono or on a very low cost so far. Service providers may, also, receive bonuses if they
achieve more than expected outcomes. Some argue that as SIBs become more mainstream and their
development processes streamline, it is likely that a market around standard and associated costs will be
developed. Some transaction costs will be reduced due to process standardisation while others, which were
offered pro bono, may start charging fees. Until this point, however, SIBs may actually entail more costs,
which are not widely known and anticipated, than traditional commissioning.

For structuring their finance model, sophisticated and centrally commissioned SIBs by the respective
funds usually publish a rate card outlining all possible results and how much the investor would pay for
these. The service provider, on its end, explains which outcomes would be feasible to achieve, based on the
proposed amounts. Oftentimes, for individual SIBs there is a floor (estimated cost of the intervention) and
a ceiling (estimated cost and saving) for the amounts discussed. A balanced price per outcome is usually
struck between these two ends. Efficiency and capacity to price fairly the expected results comes with
experience. However, during the first implementations of SIBs in certain cases governments paid too much
or too little for attained outcomes.

Risks & challenges

The lack of precedent in SIBs development and implementation has been the main challenge for the
stakeholders. Deciding on technical aspects without previous experience and adopting a learning-by- doing
approach is a time consuming endeavour, which may also entail financial costs. For example, structuring
the SIB deal legally and examining whether the regulatory framework will not block any part of this
complex mechanism throughout its implementation has been quite challenging in some cases.

Although one of the main discourses around SIBs is that they transfer the government risk to the
investors, governments may also encounter unintended risks or perverse effects in this process, especially
when they impact the most vulnerable beneficiaries. As SIBs are contingent upon performance, social
service providers, investors or intermediaries (always depending on the structure of the SIB) may select
unilaterally beneficiaries that are more likely to achieve the expected outcomes and leave outside the
cohort the most challenging cases (“cherry picking”). Similar phenomena are also known as “cream

16
skimming” and “parking”. “Cream skimming” refers to including only the highest achievers in the group,
while “parking” refers to excluding the hardest to reach. Further, when investors withdraw from the SIB
earlier than expected, they leave the beneficiaries without services. In such cases, the government -apart
from its responsibility to protect these vulnerable groups- has to face high costs by acting as the “safety net
funder”.

Examining this issue from a different angle, unintended risks may also emerge from events that are
out of the control of the stakeholders and impact the outcomes payment to the investor. Therefore, the
contract should include dedicated clauses regulating how payments will be settled under such
circumstances. For instance, a case could be that both the government as outcomes payer and the investor
decide to stall investment flows under force majeure circumstances or agree on a political risk mitigation
clause (Centre for Global Development & Social Finance, 2013). Introducing this kind of clauses to the
SIB deal allows the investor to assess, price, monitor and manage the investment.

• Stakeholders should be aware of the transaction and associated costs that SIBs entail. Still, these
costs are expected to drop as the process of establishing them becomes streamlined.

• They should ensure avoiding unintended consequences that may occur and may exclude or even
harm some beneficiaries.

Which are the most appropriate methods and what are the hurdles that one faces when measuring
and evaluating SIBs impact?

Outcomes measurement and evaluation are key issues for SIBs. On the one side, measurement looks
at the agreed outcome metric, using agreed data sets and records to assess whether or not or to what extent
outcomes were achieved. It is also closely linked to the payment of the “bond” and the fulfilment of the
terms of the agreement. Therefore, it is an indispensable element to the process. Similarly to other elements
in SIBs, outcomes measurement methods and respective payments structures vary across the agreements.
Evaluation, on the other side, is of great importance as it takes a broader stance. It examines how the SIB
was implemented and operated, it assesses the reasons why the outcomes were or were not met (including
asking questions about causality). Importantly, an evaluation can examine unintended consequences – both
positive and negative- and may be able to explore the different levels of impact, such as whether changes
in outcomes resulted from the SIB-funded intervention, the focus on outcomes, or the SIB mechanism
itself (Disley et al., 2011).

Before we discuss the main caveats regarding the outcomes measurement and evaluation, it is worth
presenting briefly the payments structures tied to them. In some SIBs, outcomes are priced -oftentimes in
rate cards as abovementioned- and are paid per participant on a monthly, quarterly or yearly basis.14 In
such cases, validated administrative data offered either by the service provider or the government is a
common source for determining outcome payments. Another form is when the outcomes are measured for
the group participating in a SIB against a control group. The payments in this case are made based on the
percentage change of the outcome measure in a number of intervals fixed in the contract (Disley et al.,
2011; Gustaffson-Wright et al., 2015). This is a more challenging measurement process. In some cases, it
may combine outcomes at individual and group level against the control group, compare to a historical
baseline or use randomised control trials.

Measurement caveats

The definition and selection of the target group has to be made with great caution. This depends on
whether the mission of the SIB is to be preventative or curative. It is important to have a robust design and
clarifying who is eligible to participate in the target group and receive the treatment in order to avoid any

17
perverse effect as mentioned above, such as “cherry picking”, “cream skimming”, or “parking”. In this
endeavour, there are four main considerations to be made. Firstly, the size of the target group may be
connected to the level of outcome that has to be attained (for example, 10% of reduction in homelessness),
if the SIB is to be successful (Disley et al., 2011). This is important for illustrating whether the intervention
has a statistically significant effect or not. Secondly, in order to have a robust sample or target group may
require a significant amount of time and this may affect the period of time that an investor can wait until he
receives an outcome payment. For instance, in the One Service Peterborough SIB it took around 19 months
for the first 1,000 men to be released from the prison (Disley et al., 2011). Thirdly, the size of the sample is
closely linked as well to the funding required for the intervention (OECD, 2015). Finally, in case of using a
randomised control trial, the identification of an appropriate control group that is effectively identical or
very similar to the treatment group, which receives the SIB-funded intervention, is essential for achieving a
robust comparison and quite difficult.

Measuring the progress of a SIB intervention can be a daunting task. Depending on the outcome that
needs to be captured and measured, several tools have been identified. The more straightforward is to
employ hard outcome measures capturing reduced service use. In this case, it is clear for all stakeholders
which data is relevant. For example, in the Peterborough Prison SIB the outcome is “reduced reconviction
events”, and it is easy to identify what data already collected nationally are relevant (in the UK Police
National Database). At the same time, hard outcomes may be visible in the medium to long-term. As a
complement to this approach, soft outcomes could provide an earlier indication of whether an intervention
is effective or not. That being said, wider and long-term impact should not be neglected. The most
appropriate way to measure this is an evaluation, even if outside the scope of the SIB or the willingness of
the government or commissioner to fund them.

Whether we are talking about hard outcomes, soft outcomes or longer-term outcomes there may be a
choice between binary or frequency measures. A frequency outcomes measure can provide an incentive
for providers to keep working with a service user – for example, even if they have reoffended once, in
order to prevent further reoffending. A binary outcomes measure might incentivise “parking” – where the
provider decides not to work with an offender if they have reoffended once, because they are counted as a
“failure” according to the outcome metric (OECD, 2015).

Attribution is a significant challenge for SIBs similarly to other social interventions. The main hurdles
for attribution are the deadweight (outcomes that would have been achieved if there was no intervention)
and competing services (support provided by other providers outside the SIB either to the target or to
control groups or both) (Disley et al., 2011). Preventative interventions, for example on early years, require
particular attention in the methodological design in order to attribute properly the SIBs effects. Attribution
is also important for identifying an appropriate exit strategy at the end of the SIB (OECD, 2015). To this
end, understanding the wider impact of SIB on three different levels is of utmost importance. At the level
of the intervention, it has to be examined whether it was solely the intervention that created the impact. At
the level of an outcome based contract, it should be discussed whether it was the focus on outcomes the
driver behind success or failure or if this had an impact at all. Last but not least, at the level of SIB it worth
inquiring on was whether the SIB structure and investor involvement had an effect on the delivery of social
services or not.

Although control groups and propensity score matching (PSM) are often used to measure changing
context due to their robustness and the increasing confidence that an outcome is actually caused by the
SIB-funded intervention, they also have some drawbacks that were presented above (difficulty for
appropriate control groups, technical complexity, attribution among other). To this end, two alternative
approaches could be easier and less costly to implement despite the fact that they can be less robust.

18
 The first one could be to use before and after measures within the target group. In this case, one
compares the outcomes before the SIB funded intervention is implemented with those after the intervention
within the same group. This type of approach is not specific to SIBs, as it is often used also in evaluate and
measure the effects of any policy intervention. The limitation of this approach is the difficulty to establish
causality and isolate the effects of the SIB.

The second alternative could be to compare predicted outcome measures before and after within the
target group. For example, in relation to reoffending, existing and validated risk assessment tools allow
professionals to assess the risk of future reoffending, taking into account factors such as previous offences,
age, or drug use. An outcome measure for a SIB can compare the predicted reoffending with actual
reoffending rate, and assume than any change was due to the SIB. The downside is that predictions can be
inaccurate, and such a measure would not allow firm conclusions to be drawn about whether the SIB
caused the change (OECD, 2015).

• SIBs may be an opportunity to nurture a culture of monitoring and evaluation in social services
delivery.

• Outcomes measurement is a key element for SIBs. Yet, it requires sound technical skills for the
design and the implementation of a robust methodology.

• All stakeholders may benefit from an evaluation process as it can examine unintended
consequences – both positive and negative- and may be able to explore the different levels of
impact, such as whether changes in outcomes resulted from the SIB-funded intervention, the
focus on outcomes, or the SIB mechanism itself.

What are the returns of a SIB financially, socially or other, if any?

If a SIB is successfully implemented and achieves the agreed outcomes, it can yield financial, social
and other returns.

A successful SIB intervention may prosper financial returns for the government authorities. As the
outcomes achieved should be monetisable, this allows the government to identify the savings gained in the
budget. There are two dimensions that need to be clarified here; timescale and government level. In terms
of timescale, we distinguish between short and long-term. Evidently, the short-term savings are made
because the government uses investors’ capital to fund an already existing or completely new intervention
filling a service gap in this case. In the long-run, the government may enjoy savings by reducing its budget
to treat a specific social issue simply because the population in need has been decreased as a result of a
preventive SIB intervention.

Regarding the government level, financial returns can be observed at national, regional and/or local
level. This depends on how the government decides to capture and treat the accruing savings. On this
point, the “wrong pockets” challenge has been raised in some SIBs. This phenomenon occurs when one
government authority participates in a SIB and acts as the outcomes funder, whereas another one harnesses
all the benefits and savings (Kohli et al., 2015). This can occur horizontally and vertically. Vertically is
when this inconsistency occurs among different government levels. An illustration of this phenomenon is
the Junior Code Academy SIB in Portugal, where the outcome funder is the municipality of Lisbon
whereas the national government accrues savings from fewer students repeating grades (OECD, 2015).
Horizontally occurs when there is inconsistency among government agencies at the same level. The
Rotterdam Buzinezzclub SIB implemented in the Netherlands reflects both “wrong pockets” issues
(OECD, 2015). Vertically because, again, there has the savings inconsistency between the municipality of

19
Rotterdam and the national government, and horizontally because of it between the Ministry of Education
and the Ministry of Social Services (Gustaffson-Wright, 2015; Liebman et al., 2013).

SIBs can also trigger capital recycling. In this process, the payments from the government to the SIB
programme or SPV during the intervention are used to continue funding service provision. At the end of
the programme, investors or service providers as investors receive what remains in the programme.
However, if capital is being recycled in this way, less capital is required upfront and investors can make
smaller though riskier investments. These investments have higher risk because the programme does not
begin with the capital it needs to run the service throughout the SIB; it must achieve each year sufficient
outcomes to fund the following ones (Liebman et al., 2013).

SIBs may also yield returns to investors if the outcomes are attained. As previously mentioned,
investors assume a significant amount of risk when participating in a SIB mechanism, which could be
mitigated, for example, by the use of guarantees by philanthropic organisations. Therefore, financial
returns to the investors with the commonly agreed interest rate in a foreseen timeline is another important
element of this mechanism.

Some claim that SIBs could potentially take social returns to scale due to their capacity to gather
significant financial resources and cross-fertilise the know-how of some of its stakeholders to manage
them. The access to growth capital that a SIB can offer can be of particular interest to social services
providers, such as social enterprises or non-profits, which operate at small scale due to limited funds and
capacity and not by choice. Furthermore, SIBs by building an evidence base may encourage government
authorities to finance or increase their support to social interventions that they might have overlooked in
the past. By embarking on such an endeavour, larger segments of population in need can be reached
(potentially even in other areas), improving infrastructure or inspiring a monitoring and evaluation culture.
Still, evidence so far suggests that SIBs have been reaching a relatively limited number of beneficiaries.
According to a recent study by Brookings Institution (Gustaffson-Wright, 2015) among the 38 SIBs that it
examined, 25 of them serve populations of less than 1.000 beneficiaries. Of course, scaling- particularly in
terms of number of beneficiaries- is not the ultimate aim of SIBs in principle. Therefore, when scaling
occurs, it can be viewed as a ripple effect. Moreover, scaling is a relative term and can have multiple
interpretations and should not be measured only in quantitative (number of beneficiaries, for example) but
also in qualitative terms (depth of impact). 15 That being said, it should be underscored that SIBs are one
among other tools of impact investing market (OECD, 2014a). Given the scale and severity of social needs
globally and locally, we should not overestimate SIBs capacity to address them.

Another common proposition is that SIBs can spur social innovation. SIBs can be viewed as an
innovative way of delivering social services or to a new segment of population or in specific new service
setting or in a new geography and in combination with other interventions. Hence, there may be various
ways in which SIBs can potentially spur social innovation. However, the predominant innovative element
still remains the structure of the SIB mechanism per se. On a final note, SIBs may foster a monitoring and
evaluation culture between services providers and government authorities through the demand for better
data. Yet, it has to be underscored that this can be a double-edged sword particularly for the services
providers as some may be more motivated and try to develop further this competencies whereas others may
be intimidated or even be excluded due to their limited capacity (OECD/European Commission, 2015).

• SIBs may yield financial returns in the form of savings to the government authorities as well as
social returns by scaling-up social programmes and services. Both financial and social returns
may also arise by using SIBs in preventative interventions.

• SIBs may foster social innovation and, in particular, on the ways services are provided.

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10. What happens if a SIB fails?

This is a question that is not often addressed in the policy debate. Although scarce evidence hinders us
from drawing any robust conclusions at this stage, it is still worth discussing it.

A first element that needs to be discussed is when actually a SIB fails. An initial and intuitive
response is when it does not achieve the outcomes agreed upfront. However, “failure” can also be a relative
term. For example, positive outcomes may be attained, but below the agreed threshold. Moreover, positive
externalities may occur despite the failure of the SIB. For instance, service providers may benefit from
being immersed into a monitoring and evaluation culture when delivering their social services. A
programme that is not working, is not effective, and is not good use of resources as it should be, can be
discontinued and this is something that rarely occurs in public policy. Ending such a programme could
allow for resources to be invested differently or in another programme, which may yield better outcomes.
Additionally, some SIBs may allow for developing the evidence-based on which interventions work and
how (Disley and Rubin, 2014). This can trigger a mindset transformation (OECD, 2015).

Failure in social terms & the role of the government

In case of failure to attain the agreed outcomes, service providers can cease their operations phasing
out the intervention and leaving the beneficiaries without services. Two points have to be raised here. The
first one is that in such a scenario, first and foremost, harming the beneficiaries must be avoided at any
cost. Therefore, ending a programme, which is doing more harm than good to the beneficiaries, may be a
preferable option. The second one is the continuation and sustainability of the SIB programme by the
government despite its failure in terms of the contract due to other positive or potential outcomes and
externalities. Clearly, solely relying on SIBs for social service provision is a high risk enterprise
particularly in case of failure. Imagine, for instance, the complete cease of prisons or day-care centres at
the end or the failure of a SIB. Therefore, SIBs could be more appropriate for supplementary rather than
core social service provision (Liebman et al., 2013).

Failure in financial terms

In financial terms, failure translates to complete loss of the invested capital. For instance, non-
recoverable grants are not repaid. However, this is not always that straightforward. As SIBs are high risk
investments, investors and intermediaries may have in place capital protection mechanisms and investment
guarantees. Therefore, they may harness the returns on their investment regardless of the SIBs outcomes.
The extent to which the investment in covered varies across SIBs. Early termination clauses is another
strategy for mitigating investors’ risk in case of expected failure of the SIB. In fact, most SIBs may have
some clauses releasing the contracting parties in case of incapacity to fulfil their obligations (Gustaffson-
Wright et al., 2015). For example, in the New York City SIB on criminal justice, the SIB terminated
prematurely only three years after it started due as it did not meet the targets agreed by this time. The ONE
Service Peterborough SIB was also discontinued earlier, after two years of implementation. This occurred
due to a change in government policy that introduced a programme (a new payment by results service)
overlapping with the Peterborough SIB-funded service. Consequently, the investors in this case missed an
outcome payment in the final year of the SIB (Disley et al., 2011; Gustaffson-Wright et al., 2015).
Government policy change may also entail risks and financial losses for the investors.

• SIBs may be a risky endeavour due to lack of precedent and may entail “failures” in financial and
social terms. Still, “failure” can be a relative term.

• Although, financial failure is on the first line, mechanisms mitigating the risk for the investors
have already been in place.

21
 • The government also carries risk as it may need to step in and ensure the continuity of social
services in case of a SIB failure. Therefore, it may be more appropriate to view SIBs as
complementary rather than a core mechanism for social services delivery.

Conclusion

In times of budgetary constraints combined with aggravating social challenges, SIBs have emerged as
an innovative financing mechanism representing a complementary approach to traditional social policy
interventions, notably in areas where there are government and market failures.

SIBs are an example of experimentation in financial models for public service delivery and have
raised a number of questions regarding the use of public funds, transparency, accountability, as well as
challenges brought by the use of private funds for social services.

Although less complicated and less costly means of financing social services already exist, SIBs may
prove to yield specific advantages. For example, they can represent a more effective way to deliver social
services due to their focus on monitoring and measuring social outcomes. Still, more analysis is needed in
this respect comparing the impact of traditional social policy tools for delivering services and SIBs.

Evaluation can be a useful avenue for assessing the strong and weak points of each SIB as well as
illustrating causality for its impact (meaning which ones from the expected outcomes or any unintended
ones were caused by the SIB). However, it is not a mandatory part of the mechanism and has not been
widely used. Until the cut-off date of this report (26 May 2016) 54 SIBs have been implemented to our
knowledge, very few completed and even less evaluated. This underscores the problem of data paucity
combined with qualitative analysis that would allow drawing further conclusions regarding the
effectiveness of SIBs.

The potential of SIBs to enhance socially innovative responses to people’s needs also deserves to be
further analysed. The main social innovations in delivery appear to be up to now about scaling up already
existing models and better coordinating stakeholders.

Furthermore, despite the variety of stakeholders participating in SIBs, it has to be noted that larger
social enterprises or social service providers have been mostly benefited from this structure while smaller
ones remain at the margin due to their limited capacity to respond to the necessary requirements.

Overall, while SIBs have achieved interesting results in some policy areas and triggered debates that
can help reflect on how social services are being financed and delivered, additional knowledge and sound
evidence need to be generated in order to reduce controversies around SIBs. The jury is still out.

22
 GLOSSARY

Administrative data

Administrative data refers to information collected primarily for administrative (not research)
purposes. This type of data is collected by government departments and other organisations for the
purposes of registration, transaction and record keeping, usually during the delivery of a service.

Binary outcomes measures

A binary outcome measure is one that provides a “yes/no” answer. It is also a measure that may split
participants into two mutually exclusive states, one the desired state, one the undesired state. Often
represented as a rate or proportion. Examples of binary measures include: whether or not a child dropped
out of school, whether an individual reoffended or not within 12 months of discharge from prison, etc.
(Source: Centre for Global Development & Social Finance, 2013; Cabinet Office online SIBs Knowledge
Box 16)

Deadweight

Deadweight is the change in outcomes that would have resulted without intervention.

Development Impact Bonds (DIBs)

Development Impact Bonds (DIBs) are a variation on Social Impact Bonds (SIBs), which have been
implemented in the UK, the US, and countries. The main difference between a SIB and a DIB is the
outcomes funder. For a SIB, the outcomes funder is most of the times the government whereas for a DIB is
usually a donor (Source: Instiglio, 2014).

Frequency outcomes measures

A frequency outcome measure (or a measure of ‘distance travelled’) is one that measures the number
of times that an event occurs within a given period and captures the extent of improvement using a counts
or scales. Examples of frequency outcome measures are: number of days in the year that a child attends
school, the number of conviction events associated with an individual within 12 months of discharge from
prison, the number of times that a community purchases chlorine for water treatment over a certain time
period, etc. (Source: Centre for Global Development & Social Finance, 2013; Cabinet Office online SIBs
Knowledge Box 17)

Market failure

Market failure is a general term describing situations in which market outcomes are not Pareto
efficient. Market failure provides a rational for government intervention. (Source: OECD, 2014; OECD
Glossary of Statistical Terms 18)

23
Outcomes

There are different ways to define outcomes, depending on the case at hand. For example, the World
Bank defines project outcomes as the uptake, adoption or use of project outputs by the project
beneficiaries. Depending on the horizon over which outcomes are measured, an intermediate outcome may
be used, which specifies a result proximate to an intended final outcome, but likely more achievable in the
lifetime of a project. Example: Teachers use the new teaching methods (intermediate outcome) to improve
learning among students (final outcome). (Source: Centre for Global Development & Social Finance,
2013)

Outputs

Outputs are the supply-side deliverables, including the events, products, capital goods or services that
result from a project’s inputs (i.e. construction of a school). The key distinction between an output (a
specific good or service) and an outcome is that an output typically is a change in the supply of goods and
services (supply side), while an outcome typically reflects changes in the utilisation of goods and services
(demand side). Outputs are often intended to lead to outcomes/impact. (Source: Centre for Global
Development & Social Finance, 2013; Word Bank Results Terminology website 19)

Propensity Score Matching (PSM)

Propensity-score matching (PSM) is a quasi-experimental option used to estimate the difference in

outcomes between beneficiaries and non-beneficiaries that is attributable to a particular program. (Source:
Better Evaluation website 20)

Rate card

It is a list of outcomes and prices that the investors are willing to pay for each outcome. The prices are
calculated based on extensive research regarding the cost savings stemming from reduced remedial
assistance. (Source: Gustaffson-Wright et al., 2015)

Social enterprises

Any private entity conducted in the public interest, organised with an entrepreneurial strategy but
whose main purpose is not the maximisation of profit but the attainment of certain economic and social
goals, which has the capacity of bringing innovative solutions to the problems of social exclusion and
unemployment (Source: OECD, 1999)

Special Purpose Vehicle (SPV)

A SPV is a legal entity (usually a limited company) that is created solely for a particular financial
transaction or to fulfil a specific contractual objective. SPVs can be viewed as a method of disaggregating
the risks of an underlying pool of exposures held by the SPV and reallocating them to investors willing to
take on those risks. (Source: Cabinet Office online SIBs Knowledge Box; PwC, 2011)

1
http://www.oecd.org/cfe/leed/sib-seminar-2015.htm

2
https://data.gov.uk/sib_knowledge_box/department-work-and-pensions-innovation-fund

3
https://www.gov.uk/government/publications/fair-chance-fund-full-bid-specification-and-application

24
4
http://bridgesventures.com/social-sector-funds/social-impact-bond-fund/

5
https://www.saskatchewan.ca/government/news-and-media/2014/may/12/social-impact-bond

6
Exchange rate from the month of the signature of the contract (May 2014)

7
Exchange rate from the month of the signature of the contract (May 2014)

8
Exchange rate from the month of the signature of the contract (May 2014)

9
Exchange rate from the month of the signature of the contract (May 2014)

10
http://investimentosocial.pt/o-laboratorio/titulos-de-impacto-social/

11
http://www.payforsuccess.org/sites/default/files/ma-jj-pfs-fact-sheet.pdf

12
Exchange rate from the month of the signature of the contract (January 2014)

13
Exchange rate from the month of the signature of the contract (January 2014)

14
It has been observed that in some of these cases, the success is mainly measured by outputs (completion of an activity) rather
than outcomes (the impact of the activity on the beneficiary (Gustaffson-Wright et al., 2015).

15
For further analysis regarding scaling look at OECD (forthcoming), Scaling the impact of social enterprises: Policies for social
entrepreneurship, OECD/European Commission, Luxembourg: Publications Office of the European Union

16
https://data.gov.uk/sib_knowledge_box/glossary#capital

17
https://data.gov.uk/sib_knowledge_box/glossary#capital

18
https://stats.oecd.org/glossary/

19
http://siteresources.worldbank.org/INTISPMA/Resources/383704-1184250322738/3986044-
1250881992889/04_WorldBank_Results_Terminology.pdf

20
http://betterevaluation.org/evaluation-options/propensity_scores

25
26
 REFERENCES

Belinsky, M., Eddy, M., Lohmann, J. and G. Michael (2014), “The application of Social Impact Bonds to
universal health- care initiatives in South-East Asia”. WHO South-East Asia Journal of Public
Health, Vol. 3/3-4, pp. 219- 225

Burand, D. (2013), Globalising Social Finance: “How Social Impact Bonds and Social Impact Performance
Guarantees can Scale Development”, Journal of Law & Business, Vol. 2013/9, pp. 447-502

Centre for Global Development & Social Finance (2013), “Investing in Social Outcomes: Development
Impact Bonds”, The report of the Development Impact Bond working group,
http://www.cgdev.org/sites/default/files/investing-in-social-outcomes-development-impact-
bonds.pdf

Disley, E., Rubin, J., Scraggs, E., Burrowes, N. and D., Culley (2011) Lessons learned from the planning
and early implementation of the Social Impact Bond at HMP Peterborough. London: Ministry of
Justice.

Disley, E. and Rubin, J. (2014), Phase 2 report from the payment by results Social Impact Bond pilot at
HMP Peterborough. London: Ministry of Justice,
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/325738/peterborough
-phase-2-pilot-report.pdf

Goodall, E. (2014), Choosing Social Impact Bonds: A practitioner’s guide, Bridges Ventures,
http://www.bridgesventures.com/wp-
content/uploads/2014/10/ChoosingSocialImpactBonds_APractitionersGuide.pdf

Gustafsson-Wright, E., Gardiner, S. and V. Putcha (2015), Potential and Limitations of Impact Bonds:
Lessons from the First Five Years of Experience Worldwide, Global Economy and Development
Program, Brookings Institution,
http://www.brookings.edu/~/media/Research/Files/Reports/2015/07/social-impact-bonds-potential-
limitations/Impact-Bondsweb.pdf?la=en

Heckman, J., Moon, S.H., Pinto, R., Savelyev and P.A., Yavitz, A. (2010), “The Rate of the Return to the
HighScope Perry Preschool Program”, Journal of Public Economics, Vol. 94, pp. 114–128

Instiglio (2014), A legal roadmap for Social Impact Bonds in developing countries, Instiglio, Thomson
Reuters Foundation and Baker & McKenzie,
http://www.instiglio.org/wp-content/uploads/2015/02/Legal-Road-Map-for-SIBs-in-Developing-
Countries.pdf

Kohli, J., Golden, M., Coletti, J. and L. Bo’sher (2015), From Cashable Savings to Public Value: Pricing
Program Outcomes in Pay for Success, Center for American Progress,
https://cdn.americanprogress.org/wp-content/uploads/2015/08/31113147/PayForSuccess-brief.pdf

OECD (1999), Social Enterprises, OECD Publishing, doi: 10.1787/9789264055087-en

27
OECD (2014a), Social Impact Investment: Building the Evidence Base, Paris: OECD Publishing,
http://www.oecd.org/sti/ind/social-impact-investment.pdf

OECD netFWD (2014b), Venture Philanthropy in Development: Dynamics, Challenges and Lessons in the
Search for Greater Impact, OECD Development Centre, Paris,
http://www.oecd.org/dev/Venture%20Philanthropy%20in%20Development-BAT-24022014-
indd5%2011%20mars.pdf

OECD (2015), “Social Impact Bonds-Promises and Pitfalls”, Summary Report of the OECD Experts
Seminar, Paris, 15 April 2015, France,
http://www.oecd.org/cfe/leed/SIBsExpertSeminar-SummaryReport-FINAL.pdf

OECD/European Union (2015), Policy Brief on Social Impact Measurement for Social Enterprises:
Policies for Social Entrepreneurship, OECD/European Commission, Luxembourg: Publications
Office of the European Union,
http://www.oecd.org/industry/Policy-Brief-social-impact.pdf

OECD (forthcoming), Scaling the Impact of Social Enterprises: Policies for Social Entrepreneurship,
OECD/European Commission, Luxembourg: Publications Office of the European Union

PwC (2011), The next chapter: Creating an understanding of Special Purpose Vehicles,
https://www.pwc.com/gx/en/banking-capital-markets/publications/assets/pdf/next-chapter-creating-
understanding-of-spvs.pdf

Reynolds, A.J., Temple, J.A. (2009), “Economic Returns of Investment in Pre-school Education” in E.
Zigler, W. S. Gilliam and S. M. Jones (eds.), A Vision for Universal Preschool Education, New
York: Cambridge University Press, pp. 37-68

Social Finance (2012), A New Tool for Scaling Impact: How Social Impact Bonds can Mobilise Private
Capital to Advance Social Good,
http://www.socialfinanceus.org/sites/socialfinanceus.org/files/small.SocialFinanceWPSingleFINAL.
pdf

Social Finance (2011), A Technical Guide to Developing Social Impact Bonds,

http://www.socialfinance.org.uk/wp-content/uploads/2014/07/Technical-Guide-to-Commissioning-
Social-Impact-Bonds.pdf

28
 ANNEX 1: LIST OF SIBS & DIBS AT IMPLEMENTATION AND DESIGN STAGE

Contract
Stage of
Country Location Social Issue Outcome Payer Duration
Development
(Years)

Implementation Australia New South Intensive Family New South Wales 5

Wales Support Government
Services

Implementation Australia New South New Parent New South Wales 7

Wales Support & Government
Infant Family
Support

Implementation Austria Female Victims Ministry of Social 3

of Domestic Affairs
Violence

Implementation Belgium Brussels Unemployment Actiris, Brussels Agency 2

among Youth for Employment
Migrants

Implementation Canada Saskatchewan Support Living Government of 5

Home for at-risk Saskatchewan
Single Mothers

Implementation Finland Workplace Public Sector Employer 3

Absenteeism

Implementation Germany Augsburg Education & Bavarian State Ministry 2

Employment for of Labour & Social
Young People Affairs, Family &
Integration

Implementation India Rajastan Education Children Investment 3

(Girls) Fund Foundation

Implementation Ireland Dublin Homelessness Dublin City Council 1

Implementation Israel Reducing Type National Insurance

II Diabetes in Institute, 2 Israeli
High-Risk Health Maintenance

29
 Prediabetics organisations (Clalit,
Laumit)

Implementation Israel Tel Aviv Reducing Drop- 8

Out Rates from
Higher
Education

Implementation Netherlands Rotterdam Youth Municipality of 2

Employment Rotterdam

Implementation Netherlands Utrecht Youth Municipality of Utrecht 4

Employment

Implementation Peru Peruvian Cocoa & Coffee The Common Fund for
Amazon Region Commodities

Implementation Portugal Lisbon School Lisbon Council 1

Performance

Implementation Switzerland Bern Integration of The Canton of Bern- 5

refugees into Department of Health
job market & Welfare

Implementation South Korea Seoul Child Welfare Department of Women 3

& Family Policy, Office
of Children & Young
People, Seoul
Metropolitan
Government

Implementation UK Peterborough Recidivism Ministry of Justice 8

Implementation UK Essex Council Foster Care Essex County Council 5

Implementation UK Greater Workforce Department of Work & 3

Merseyside Development Pensions

Implementation UK Shoreditch, Workforce Department of Work & 3

London Development Pensions

Implementation UK Stratford, Workforce Department of Work & 3

Canning Town, Development Pensions
Royal Docks
(Newham),
Cathall
(Waltham

30
 Forest)

Implementation UK West Midlands Workforce Department of Work & 3

(Birmingham) Development Pensions

Implementation UK Nottingham City Workforce Department of Work & 3

Development Pensions

Implementation UK Perthshire & Workforce Department of Work & 3

Kinross, Scotland Development Pensions

Implementation UK West London Workforce Department of Work & 3

(Brent, Ealing, Development Pensions
Hammersmith &
Fulham,
Hounslow,
Westminster, &
Haringey)
Implementation UK Thames Valley Workforce Department of Work & 3
(South West Development Pensions
England)

Implementation UK Greater Workforce Department of Work & 3

Manchester Development Pensions
(Manchester,
Salford, Bolton,
Oldham,
Tameside)

Implementation UK Cardiff & New Workforce Department of Work & 3

Port Development Pensions

Implementation UK North West Workforce Department of Work & 3

England Development Pensions

Implementation UK London Homelessness Greater London 3

Authority, funded by
Department for
Communities & Local
Government (DCLG)

Implementation UK Wales Foster Care Cardiff 3

Implementation UK Country-wide Adoption Local authorities & 10

Social Outcomes Fund

Implementation UK Newcastle Long-term NHS NWCCG, Big 7

health Lottery Fund & Cabinet

31
 conditions Office's Social
Outcomes Fund

Implementation UK Greenwich, Youth Department of 3

Manchester, Homelessness Communities and local
Oldham and NEETs Government, and the
Rochdale Cabinet Office’s Social
Outcomes Fund

Implementation UK Kirklees, Youth Department of 3

Calderdale & Homelessness Communities and local
Wakefield NEETs Government, and the
Cabinet Office’s Social
Outcomes Fund

Implementation UK Liverpool & Youth Department of 3

Knowsley Homelessness Communities and local
NEETs Government, and the
Cabinet Office’s Social
Outcomes Fund

Implementation UK Gloucestershire, Youth Department of 3

Tewkesbury, Homelessness Communities and local
Forest of Dean, NEETs Government, and the
Stroud, Cabinet Office’s Social
Cheltenham, Outcomes Fund
Gloucester City
and Cotswold

Implementation UK Newcastle, Youth Department of 3

Northumberland Homelessness Communities and local
, South Tyneside, NEETs Government, and the
Gateshead, Cabinet Office’s Social
Durham, Outcomes Fund
Sunderland

Implementation UK Birmingham, Youth Department of 3

Coventry, Homelessness Communities and local
Solihull, Walsall NEETs Government, and the
and Wyre Forest Cabinet Office’s Social
Outcomes Fund

Implementation UK Leicester, Youth Department of 3

Leicestershire, Homelessness Communities and local
Derby and NEETs Government, and the
Derbyshire Cabinet Office’s Social
Outcomes Fund

32
Implementation UK Worcestershire Elderly Clinical Commissioning
Group & the Cabinet
Office

Implementation USA Chicago Early Childhood Chicago Public Schools 17

Development & City of Chicago

Implementation USA Massachusetts Recidivism Commonwealth of 7

Massachusetts

Implementation USA New York City Recidivism New York City 4

Implementation USA New York State Employment for US Dept. of Labour and 5.5
former NY State
incarcerated

Implementation USA Salt Lake City Early Childhood United Way of Salt 12
Development Lake, Salt Lake County
(first year) and State of
Utah

Implementation USA Cuyahoga Housing & Child 5

county, Ohio Welfare

Implementation USA Massachusetts Homelessness Commonwealth of 6

Massachusetts

Implementation USA Fresno, Asthma California Endowment 2

California Management

Implementation USA Denver Homelessness City and County of 5

Denver

Implementation USA Santa Clara Homelessness County of Santa Clara 6

County,
California

Implementation USA South Carolina Child & State of South Carolina 4

Maternal
Health

Implementation USA Connecticut Family Stability, Connecticut 4.5

Substance Department of
Abuse Children and Families

Design Australia South Australia Homelessness Government of South

Australia

33
Design Chile Santiago Reducing
Recidivism

Design Colombia Bogota Youth

Unemployment

Design Costa Rica San José Water Board of Education

Conservation

Design Finland Employment of

Immigrants
Design Israel Workforce
Development
for
Ultraorthodox
Jews
Design Israel Workforce
Development
for Arab
Citizens of Israel
Design Israel Recidivism

Design Mexico Jalisco Poor Female

Household
Head

Design New Employment

Zealand Service to
People with
Mental Health
Conditions

Design Palestine Youth World Bank

Employment
Design Rwanda HIV Adolescent Ybank
healthcare
Design South Africa Western Cape Early Childhood Western Cape
Development Government &
Treasury

Design Uganda Sleeping 8

sickness
Design UK Greater Youth Cabinet Office,
Merseyside Engagement Department of Work &
Pensions, & Ministry of

34
 Justice

Design UK London Youth Cabinet Office,

Engagement Department of Work &
Pensions, & Ministry of
Justice

Design UK Sheffield Youth Cabinet Office,

Engagement Department of Work &
Pensions, & Ministry of
Justice

Design UK Greater Youth Cabinet Office,

Manchester Engagement Department of Work &
Pensions, & Ministry of
Justice

Design UK North East Long-term Cabinet Office

health
conditions

Design UK Children at the Cabinet Office

age of care

Design UK London & West Mental Illness Cabinet Office

Midlands

Design UK West Midlands, Gangs-related 3 to 5

Birmingham, crime
Wolverhampton
& Sandwell
Design UK Worcestershire Elderly Clinical Commissioning
Groups & the Cabinet
Office

Design USA Massachusetts, Asthma

Michigan, New Management
York, Utah and
Tennessee

Design USA Santa Clara Mental Health 7

County,
California

Design USA Illinois Child Welfare State of Illinois

Design USA Massachusetts Adult Basic Commonwealth of

35
 Education Massachusetts

Design USA Colorado Homelessness

Design USA Santa Clara Homelessness 6

County,
California

Design USA Salt Lake, Utah Maternal & Salt Lake County
Child Health

Design USA Salt Lake, Utah Criminal Salt Lake County

Justice/
Recidivism

Note: This list includes SIBs identified until the cut-off date of this paper upon data availability (30 October 2015). It also includes few
DIBs.
Source: OECD adapted from Instiglio SIBs world map (http://www.instiglio.org/en/sibs-worldwide/ )

36