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 Social Return on Investment 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 Youth Prevention and Diversion 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 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 programs).⁶ Analysis of a two year investment period of 2015 and 2016 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 and IJP program benchmarks.

The activities included in the scope of the analysis are those activities that will be delivered by CHAC with funding from the IJP. These activities are outlined in the funding agreement between the Department of the Prime Minister and Cabinet and CHAC. 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 decision to include or exclude a stakeholder group was determined through the scoping and stakeholder consultation phase of the project. In the early stages of the project, the project team facilitated a program logic workshop with the Department of the Prime Minister and Cabinet during which stakeholders to include and exclude from the analysis was discussed. At the first meeting with CHAC this list was tested and refined. Through consultations with the case manager and other stakeholders it was determined that there will be four material stakeholder groups that experience outcomes (see Section 4.1):

• Stakeholder 1: Young people that participate in the program
• Stakeholder 2: Families and significant others of young people that participate in the program
• Stakeholder 3: Community mentors
• Stakeholder 4: Justice system (including police, courts, juvenile justice, and correctional/corrective services)

In addition, there are two material stakeholder groups that provide input to the program:

• Stakeholder 5: Circular Head Aboriginal Corporation staff
• Stakeholder 6: Department of the Prime Minister and Cabinet

The other local community service providers that support the young people involved in the program, schools that the young people attend and Smithton community were not considered to have experienced a sufficient amount of change as a result of the program to be deemed material stakeholder groups for the purpose of the analysis.

Sub-groups within the stakeholder groups were also considered. Following initial discussions with the program manager, mental impairment and age were considered as sub-groups for the young people stakeholder group. During consultation with young people and other stakeholders, it became clear that young people in the program were not experiencing different outcomes depending on whether they had a mental impairment or not, or depending on their age, or any other characteristic.

The young people's stage of development (see section 4.4) influences the timing and extent of outcomes that the young people experience, however, the theory of change is consistent for all young people. Based on our consultation with the project staff, we have identified that the young people that they work with progress through four stages of development as a result of the program:

1. Stage A - Build trust and meet immediate needs
2. Stage B - Increase engagement and acceptance of boundaries
3. Stage C - Increase hope and motivation
4. Stage D - Make positive choices.

A final stage, Stage E - develop a strong identity, is a stage of development that in the context of Helping Hand and Linking Youth is aspirational.

Sub-groups such as the employment status of families and significant others were considered, however, no substantial differences between these groups and the change they experienced as a result of the program, whether intentionally or unintentionally, were observed. 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 Youth Prevention and Diversion program.

Monetary investment

The Youth Prevention and Diversion program currently receives monetary investment from the Department of the Prime Minister and Cabinet. In the 2014-15 financial year the Department will provide $138,725 toward the program which included funding for 1 full-time equivalent (FTE) senior coordinator and approximately 0.3 FTE support coordinator. 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.

Non-monetary investment

Unpaid extra time of the case workers was the only in-kind investment included as part of the analysis. Unpaid extra time of the case worker usually arises because a particular young person experiences a period of crisis which requires immediate assistance beyond the amount of support that would normally be provided within standard working hours. Based on consultation with stakeholders, this has been calculated as 12 extra hours per week beyond the 38 hours specified in the Employment Agreement. This time is split between the Senior Coordinator and the CEO of CHAC, and is expected to continue at this level in the forecast period.

Community mentors also contribute some of their time to support the young people in the program. This includes facilitation of art and cultural activities, passing down knowledge, stories and culture to the young people and spending time with the young men in the program in men's shed. However, this was not to be considered a material investment, as individually each community mentor provides only a small amount of their time and the value of that time is small compared to other investments made.

Investment Summary

Table 3.1 provides the summary of the investment, both monetary and non-monetary investment, into Youth Prevention and Diversion program during FY15 to FY19.

Activities and outputs

The investment, or inputs, of the program are pooled together to deliver the activities of the program. All of the activities currently undertaken by the Youth Prevention and Diversion program are expected to continue in the foreseeable future.

The core activity of the Youth Prevention and Diversion program is individually tailored case management carried out by a dedicated case worker who supports each young person in a variety of ways depending on their needs and the level of support available outside of the program, which is often limited due to the remote location.

The support ranges from providing the young people with food and a place to go, to advocating on behalf of the young people and their families and significant others to education providers and in court. It can also include referrals and collaborating with other service providers, pathway planning and goal setting, mentoring, transporting, attending and supporting young people in court, legal appointments and appointments with other service providers, and providing a link to their culture through interaction with local Aboriginal Elders and other members of the community. Part of the program design is to facilitate the creation of support networks for these young people outside of the program.

Approximately 69 young people are expected to participate in the program over the forthcoming five year period. Most are expected to receive support for 3 to 4 years (43%), the remainder for 5 or more years (23%) or 1 to 2 years (34%). Depending on their needs, they will meet with the case manager between twice a week and once a month.

Some of the young people's families and significant others will participate in some of these meetings. Approximately 35 family members and significant others are expected to meet with the case manager who will link them to other services which are relevant to the needs of the young person in their care as well as their individual circumstances.