3. Project Scope

On this page:

• 3.1 Project boundaries and timing
• 3.2 Defining stakeholder groups
• 3.3 Projected investment (inputs) and activities (outputs)

3.1 Project boundaries and timing

The SROI Network promotes the use and development of the SROI methodology internationally. There are two forms of SROI analyses described in the SROI Guide: a forecast and an evaluative SROI analysis produced by the Network.⁵

A forecast SROI analysis estimates the social value an organisation will create in the future. There is unlikely to be substantive evidence to support the value an organisation will create (because it has not happened yet). An evaluative SROI analysis estimates the social value an organisation has created in the past. In contrast to a forecast SROI analysis, an evaluative SROI should be based on evidence that has been collected over time.

The scope of this project represents a forecast SROI analysis of the Drum Atweme program for the investment period of financial years 2015 to 2019 (five years). In this analysis we are projecting the impact of the program based on the forecast investment in the program over these periods. The rationale for this timeframe is that five years will be sufficient time for young people to experience substantial change. This is based on the experience of previous program participants and aligns with the re-offending patterns of Aboriginal young people (the target group of the program)⁶. Analysis of a two year investment period of FY15 to FY16 was also undertaken. The results of this analysis are included in the sensitivity analysis (Section 7.2).

Some of the outcomes experienced by stakeholders are projected to occur after the specified periods of investment. The timeframes during which these outcomes are experienced are listed in Appendix 6 (Duration). Once again, the period over which the outcomes are projected to occur are based on the experience of previous program participants.

The activities included in the scope of the analysis are those activities that will be delivered by Drum Atweme with funding from the IJP. These activities are outlined in the funding agreement between the Department of the Prime Minister and Cabinet and Tangentyere Council. Activities that will not be funded through the IJP are excluded in the scope of the analysis. These include other programs funded by the Department and the Australian Government more broadly, including funding for the facilities in which program activities are conducted.

3.2 Defining stakeholder groups

Stakeholders are defined as people or organisations that experience change, whether positive or negative, as a result of the activity being analysed.⁷ For stakeholders to be included they must be considered material to the analysis. Materiality is a concept that is borrowed from accounting. In accounting terms, information is material if it has the potential to affect the readers' or stakeholders' decisions about the program or activity. According to the SROI Guide, a piece of information is material if leaving it out of the SROI would misrepresent the organisation's activities.⁸

The stakeholder groups and sub-groups were defined in three phases:

1. The project team facilitated a theory of change workshop with the Department during which the stakeholders to include and exclude from the analysis was discussed.
2. At the first meeting with the Drum Atweme Coordinator this list was tested and refined. It was then used to inform the stakeholder consultations and data collection approach (see Section 4.1).
3. During stakeholder consultations the materiality of the changes experienced by the stakeholder groups was considered. Following stakeholder consultation, the stakeholder groups were revisited and refined.

Initially eight potential stakeholder groups were identified:

• Stakeholder 1: Young people in the performance group
• Stakeholder 2: Young people in the school group
• Stakeholder 3: Schools that participate in the program
• Stakeholder 4: Families of young people that participate in the program
• Stakeholder 5: Alice Springs community
• Stakeholder 6: Justice system (including police, courts, juvenile justice, and correctional/corrective services)
• Stakeholder 7: Department of the Prime Minister and Cabinet
• Stakeholder 8: Tangentyere Council key staff

Through consultations with the program manager and other stakeholders it was determined that there will be six material stakeholder groups that experience outcomes:

• Stakeholder 1: Young people in the performance group
• Stakeholder 2: Young people in the school group
• Stakeholder 3: Schools that participate in the program
• Stakeholder 4: Families of young people that participate in the program
• Stakeholder 5: Alice Springs community
• Stakeholder 6: Justice system

It is anticipated that these stakeholder groups will experience material changes in the forecast period. In addition there are two material stakeholder groups that provide input to the program:

• Stakeholder 7: Department of the Prime Minister and Cabinet
• Stakeholder 8: Tangentyere Council key staff

For the young people that participate in the program there are sub-groups that experience outcomes differently. These are defined based on the number of years they have been in the program which determines how long it takes for the young people to experience different levels of change. Age and gender were also considered as a basis for sub-groups of young people. However, during consultation with the young people themselves it became clear that young people in the program were not experiencing different outcomes depending on their age or gender. Rather, the young people were experiencing change based on the length of time they spent in the program.

There are also sub-groups in the families and Alice Springs community stakeholder groups that experience different outcomes. This is further described in Section 4.4 of the report. For further details regarding decisions to include or exclude stakeholders, see Appendix 2.

3.3 Projected investment (inputs) and activities (outputs)

Investment

Both monetary and non-monetary (in-kind) contributions are forecast to be required during the investment period to support the activities of the Drum Atweme program.

Monetary investment

The Drum Atweme program currently receives monetary investment from the Department of the Prime Minister and Cabinet. In FY14 the Department will provide approximately $159k toward the program which includes funding for 1 full-time equivalent (FTE) senior coordinator, transport, music supplies and support from Tangentyere Council.

Based on the advice received from the Department, it is assumed that the funding will be provided at the same level over the forecast period.

The performance group earns performance fees, which are added into a performer account that is used to fund performance trips (travel, accommodation, activities and spending money) and purchases of mobile phones, clothes and food for performers.

Drum Atweme sometimes also receives donations from organisations or individuals. This is also spent on performers, or donated to other community groups.

It is assumed that both the performance fees and donations will remain constant over the investment period.

Non-monetary investment

The unpaid extra time of the Drum Atweme Coordinator was considered an in-kind investment that was included as part of the analysis, as was the volunteer time provided by community members to support the performers during trips.

Unpaid extra time of the Drum Atweme Coordinator usually arises because of additional night time performances and long trips with the group, or because a particular young person experiences a period of crisis or particularly high need and requires immediate assistance beyond the amount of support that would normally be provided to them within standard working hours. Based on consultation with the Coordinator and Tangentyere Council, this has been calculated as 10 extra hours per week beyond the 37.5 hours specified under the funding agreement, and is expected to continue at this level in the forecast period.

A number of community members provide support on the performance group trips each year, by supervising the young people and passing down knowledge, stories and culture to the young people. It is estimated that 8 community members volunteer approximately 60 hours each per annum. This time commitment is expected to remain at this level over the investment period.

Investment Summary

Table 3.1 provides the summary of the investment, both monetary and non-monetary investment, into the Drum Atweme program during FY15 to FY19. This total investment is material, as it is forecast to be essential to achieving the outcomes of the program.

On average 53 young people are members of the Drum Atweme performance group each year. If the current investment is maintained, $1.1 m is forecast to be invested into the program over the next five years. This equates to $4k investment per young person in the performance group per annum.

Activities and outputs

The investment, or inputs, of the program are pooled together to deliver the activities of the program.

The program engages young people at school through a fun activity, and develops their skills in language (both local Aboriginal languages and English), counting, storytelling, dancing, singing and acting. Drum Atweme also uses some techniques developed by the DRUMBEAT program run by Holyoake that have therapeutic benefits for young people who have experienced trauma through the use of rhythm and communication.⁹ While drumming is not part of Aboriginal music traditions, the group incorporate Aboriginal languages and stories into their songs.

For young people who enjoy drumming and are considered to be living in high risk situations, drumming performances are used as an incentive for school attendance and engagement. The Drum Atweme Coordinator works closely with schools and families to ensure 'going drumming' is a reward for positive behaviour. The Coordinator has developed intergenerational connections with the families of the young people in the performance group, and remains a stable mentor as they grow up, providing intensive support if required. This support can range from providing transport and food, finding emergency housing, and welcoming them to family events.

"Without a doubt he is the most caring dedicated worker for town camp kids at risk. He has a great deal of concern for their welfare, and is involved at a much greater level than most people who work with kids. He has had a multigenerational influence over these families. He knows the threats and concerns he has over these kids are real. He's there as a mentor and fatherly figure, with real genuine heart and care and concern."

Coordinator, Youth in Communities, Professional Development & Mentoring Project NT

Drumming is one of the only non-sporting activities available to Aboriginal girls in Alice Springs, and gives them an opportunity to express creativity, perform in public and receive positive recognition. In addition, performing offers an opportunity to travel and have new experiences. The group earns performance fees from appearing at conference and festivals. The use of the performance fees that the group earns is managed by the young people and provides them with essential spending money. The young people are also expected to contribute by cleaning the bus and helping prepare food for the group.

The Drum Atweme Coordinator also conducts regular sessions with young offenders detained at the Alice Springs Juvenile Detention Centre through the Owen Springs Education Unit. Drumming is one component of a role model program run at the Detention Centre, and was not identified in the scope of the SROI analysis. In the future, the impact of the drumming sessions in the Detention Centre could be investigated.

"It is unique in that it is not focused on sport. Drum Atweme brought something totally out of leftfield, it didn't have to compete with something else."

Damien Ryan, Mayor of Alice Springs

All of the activities currently undertaken by the Drum Atweme program are expected to continue in the foreseeable future. Although the funding has been slightly reduced for the 2014-15 financial year and this is expected to result in fewer performance trips, the outcomes are expected to continue as forecast in the analysis.

Approximately 75 young people are expected to participate in the performance group over the forthcoming five year period (with around 50 members at any one time). Most are expected to be part of the performance group for 5 years. These young people's families are also involved. It is expected that 35 families will be involved with the program, as many of these families have multiple children in the performance group. The performance group does around 12 community performances and 25 tour group and convention performances each year.

Two schools have weekly Drum Atweme classes. Around 700 school students are expected to be involved in drumming classes over the forthcoming five year period, or around 140 students per annum.

There is not a one-to-one relationship between the activities, the outputs and the outcomes. Collectively the outputs described are expected to result in a set of outcomes for young people in the performance group and school group; their families; the participating schools; the Alice Springs community and the justice system (see Section 4.3). The outcomes that the young people experience are expected to occur as a direct result of the outputs. The outcomes that the other stakeholder groups experience are expected to occur as a result of changes in young people that are involved in the program.