2. Learning about SIBs
• Data is the deal breaker
• Find an issue that can be measured in financial terms and that is also costly
• Be precise in defining the intervention both in human and financial terms
• Know and understand track record, capacity, capability and skill base of delivery partner/s
(also they need to care about what they're doing)
• Financial literacy and outcome measurement at the local level is critical
• Don't under estimate the need for oversight/supervise, or be in touch frequently
• Take time to set the tone, expectations, how you'll deal with change in circumstances,
underperformance, reduced rate of return - i.e. get the contract right
• Policy or objective coherence can be crucial - i.e. does everyone want the same change
and does it fit with wider strategic developments locally, sub-regionally, and or even
nationally