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How to build the Business Case? Case of Vulnerable Children and Young People

I'd like to support this social venture by donation:
I want this type of Social Venture to be created in my home town:
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Answer: Developing the business case for a SIB comprises several parallel work streams which are set out below.
Hampstead Heath, London, in May
Sequence: Assign a number (with decimals) determining the sequence of your question.: Lisa Barclay and Diane Mak. 2011. "A Technical Guide to Developing". Social Finance a Social Impact Bond: Vulnerable Children and Young People Map: 2011-04-17 00:00:00
Developing the OperatingModel & Intervention Costs
Given that SIBs are likely to fund a consortia of service providers, it is necessary to have a robust understanding of the total programme delivery costs, including infrastructure and overhead costs. The development of an indicative budget for the proposed suite of services will determine the level of funding that will need to be raised from investors through the SIB.
It is important at the feasibility stage to consider the practical implications of how the SIB can operate. Engagement with a commissioner is helpful to understand how the portfolio of SIB interventions could sit alongside the local authority’s “business as usual” processes.

Illustration of Operating Model: discussions with the local authority commissioner may result in an agreement that referral to the SIB occurs at a point when cases are taken to review at the Children’s Resource Panel. An agreed set of eligibility criteria would be required so that social workers reviewing the cases could easily identify those who should be considered for the SIB intervention. There would need to be a plan in place for systematic monitoring of performance and collection of data through a case-management system dedicated to the SIB. A system of governance would need to be outlined for the SIB.
Determining the Outcome Metric & Control Group
The outcome metrics form the foundation of the SIB contract between the public sector and investors. All stakeholders need to trust that there is an objective mechanism for assessing and agreeing the degree to which social outcomes have been achieved. Such a metric needs to be linked to cashable savings on the part of the public sector commissioner. Whether or not suitable metrics can be identified is a key determinant of whether or not a SIB is the appropriate instrument for addressing an identified social issue. Care should be taken that the selected metric avoids perverse incentives. In order to measure the direct impact of the SIB-funded interventions on outcomes, a baseline or control group is required. Whether a historical baseline can be used or a comparison group is required depends on the stability of historical data and the availability of a suitable comparable population.
Illustration of outcome metrics: the outcome metrics against which success can be assessed are likely to include a combination of objective and subjective metrics. The basket of metrics might include an objective indicator linked to cost savings such as a percentage change in those entering care or a percentage reduction in the number of care weeks. Alongside this there might be a robust index of target population well-being. The inclusion of a well-being measure in the portfolio of outcome measurements would help guard against perverse incentives whereby a young person was prevented from becoming looked after when it was in the best interests of that young person to be looked after. Another outcome metric to consider is that of school attendance. This is an indirect outcome metric but one which could be linked to better long-term outcomes for the young person. Social Finance is undertaking a detailed study of potential outcome metrics and associated comparison group design for a SIB based on our hypothesis above.
Outcome Valuation
The outcome valuation for a SIB is the average public sector cost saving resulting from an improvement in the outcome. It should be noted that for the purposes of analysing the potential returns to investors, the outcome value is narrowly defined in terms of the cost savings accruing to specific public sector budgets.
Illustration of outcome valuation: Local Authority social care cost savings due to a reduction in care placement costs. This potentially could be combined with other sources of savings where the relevant outcomes were achieved as a direct impact of the SIB-funded interventions. Some examples include:
- a reduction in local youth offending costs if the SIB-funded interventions reduce offending behaviour amongst adolescents in the target group.

- a reduction in costs of places at Pupil Referral Units if school exclusions were reduced amongst the target group.
The calculation set out in Figure 2 illustrates how one might start to value the outcome of preventing a young person from entering care.
A quantification of broader social outcomes (e.g. safer communities due to reduced antisocial behaviour, improved school attendance leading to better qualifications) reflect important social benefits, but do not release cash from public sector budgets that could be used to make outcomes-based payments to investors in a realistic time frame. This may change over time.

Anybody who read this case study can participate in the evaluation of this socail business concept

To Evaluation This Socail Business Social Impact Mutual Help Model Social Inclusion Business Sustainability Replicability Evaluation Total
Your Evaluation (１：Lowest to 5:Highest) 3 3 3 3 3 3

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Average Score sent by users 3
Number of Rators 1

for authors:

Upload Business Plan of this Social Venture : If you are working for the organization, and want to create a Business Plan of your organization, please click the link and follow the instructions. Look at the Business Plan of this Case
Develop your own Business Plan using your location's data based on this Model :if you plan to create a social service in your favorite city/town, based on the basic vision of this Social Venture, please use this link to the Business Plan Writing software which guide you by giving necessary information how to create a BP using your city/town's data.

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I'd like to support this social venture by donation:	I want this type of Social Venture to be created in my home town:	I'd like to jointly create this type of social venture in my home town:
E-mail: Social Finance	Unit:
Answer: Developing the business case for a SIB comprises several parallel work streams which are set out below.		Hampstead Heath, London, in May
Sequence: Assign a number (with decimals) determining the sequence of your question.: Lisa Barclay and Diane Mak. 2011. "A Technical Guide to Developing". Social Finance a Social Impact Bond: Vulnerable Children and Young People		Map: 2011-04-17 00:00:00

Developing the OperatingModel & Intervention Costs
Given that SIBs are likely to fund a consortia of service providers, it is necessary to have a robust understanding of the total programme delivery costs, including infrastructure and overhead costs. The development of an indicative budget for the proposed suite of services will determine the level of funding that will need to be raised from investors through the SIB. It is important at the feasibility stage to consider the practical implications of how the SIB can operate. Engagement with a commissioner is helpful to understand how the portfolio of SIB interventions could sit alongside the local authority’s “business as usual” processes.	Illustration of Operating Model: discussions with the local authority commissioner may result in an agreement that referral to the SIB occurs at a point when cases are taken to review at the Children’s Resource Panel. An agreed set of eligibility criteria would be required so that social workers reviewing the cases could easily identify those who should be considered for the SIB intervention. There would need to be a plan in place for systematic monitoring of performance and collection of data through a case-management system dedicated to the SIB. A system of governance would need to be outlined for the SIB.
Determining the Outcome Metric & Control Group
The outcome metrics form the foundation of the SIB contract between the public sector and investors. All stakeholders need to trust that there is an objective mechanism for assessing and agreeing the degree to which social outcomes have been achieved. Such a metric needs to be linked to cashable savings on the part of the public sector commissioner. Whether or not suitable metrics can be identified is a key determinant of whether or not a SIB is the appropriate instrument for addressing an identified social issue. Care should be taken that the selected metric avoids perverse incentives. In order to measure the direct impact of the SIB-funded interventions on outcomes, a baseline or control group is required. Whether a historical baseline can be used or a comparison group is required depends on the stability of historical data and the availability of a suitable comparable population.	Illustration of outcome metrics: the outcome metrics against which success can be assessed are likely to include a combination of objective and subjective metrics. The basket of metrics might include an objective indicator linked to cost savings such as a percentage change in those entering care or a percentage reduction in the number of care weeks. Alongside this there might be a robust index of target population well-being. The inclusion of a well-being measure in the portfolio of outcome measurements would help guard against perverse incentives whereby a young person was prevented from becoming looked after when it was in the best interests of that young person to be looked after. Another outcome metric to consider is that of school attendance. This is an indirect outcome metric but one which could be linked to better long-term outcomes for the young person. Social Finance is undertaking a detailed study of potential outcome metrics and associated comparison group design for a SIB based on our hypothesis above.
Outcome Valuation
The outcome valuation for a SIB is the average public sector cost saving resulting from an improvement in the outcome. It should be noted that for the purposes of analysing the potential returns to investors, the outcome value is narrowly defined in terms of the cost savings accruing to specific public sector budgets. Illustration of outcome valuation: Local Authority social care cost savings due to a reduction in care placement costs. This potentially could be combined with other sources of savings where the relevant outcomes were achieved as a direct impact of the SIB-funded interventions. Some examples include: - a reduction in local youth offending costs if the SIB-funded interventions reduce offending behaviour amongst adolescents in the target group.	- a reduction in costs of places at Pupil Referral Units if school exclusions were reduced amongst the target group. The calculation set out in Figure 2 illustrates how one might start to value the outcome of preventing a young person from entering care. A quantification of broader social outcomes (e.g. safer communities due to reduced antisocial behaviour, improved school attendance leading to better qualifications) reflect important social benefits, but do not release cash from public sector budgets that could be used to make outcomes-based payments to investors in a realistic time frame. This may change over time.

Anybody who read this case study can participate in the evaluation of this socail business concept
To Evaluation This Socail Business	Social Impact	Mutual Help Model	Social Inclusion	Business Sustainability	Replicability	Evaluation Total
Your Evaluation (１：Lowest to 5:Highest)	3	3	3	3	3	3

Key Word Search:
Edit the documents(Admin. use only)
Responding to Online Applications (Official use only)		CCS_Dash_Board