Позитивные изменения. Том 4, №1 (2024). Positive changes. Volume 4, Issue 1 (2024) - Редакция журнала «Позитивные изменения»

1. Inputs

Given the CC project’s multifaceted nature and design, a comprehensive analysis of the resources invested in it necessitated considering more than just its financial aspect. To achieve this, insights were gathered during interviews concerning the resources of the retail chain utilized for CC operations.

The most substantial in-kind contribution to the CCs from the retail chain involves providing space within stores for CC equipment and activities. This contribution could be monetarily assessed based on allocated floor space and store premises’ rental rates. Additionally, the company not only funds CC launches but also provides them with printed materials for events and designs exhibitions within stores.

While no instances of such occurrences were identified during the focus group research, if goods were donated as part of any events, their value should be integrated into the in-kind inputs category, along with the value of publications, advertising space, or airtime on Voice of Pyaterochka radio, if allocated for project promotion.

When evaluating contributions in terms of time invested by store employees, consideration must be given to the value of directors’ and participating store employees’ time dedicated to CC activities and events. Typically, working hours are accounted for, and their value is calculated based on salary, including payroll insurance contributions.

Furthermore, it is advisable to factor in the company’s own expenses for managing the CC project, encompassing salaries or other compensation for the specialist coordinating the project from the trading company, along with employees from other departments involved in project management. These costs should also cover office equipment, communication, travel, and administrative expenses associated with project implementation, including consultant service fees. Such costs are counted separately if they are not part of the core project funding (which in turn is accounted as a financial support).

From a targeting perspective, the retail chain’s contributions to the CC project represent social investments, given that the project is initiated by the company itself, with clearly defined goals, objectives, and envisioned results, coupled with ongoing monitoring and analysis of their achievement.

Since community development and support are not explicitly outlined as separate themes in the B4SI model, this aspect could be classified under either the “Other” section or encompassed within all the themes presented in the model. The rationale is that a CC project can equally support activities across education, healthcare, economic development, and human welfare, depending on the needs of local communities and the involvement of active stakeholders engaged in various domains.

Regarding the project’s geographical scope, while classified globally under B4SI as projects in Europe, it is more fitting to analyze and manage results within the project by federal subjects of Russia. This approach stems from findings during the focus group research indicating that regional characteristics can influence project implementation nuances.

2. Products

Considering the design, goals, and objectives of the CC project within the B4SI model, it seems the most appropriate to account for the following products:

For the community:

• The number of individuals reached or supported: encompassing total store visitors and/or event participants informed about or directly involved in the CC project.

• Beneficiary types: participants in events catering to children, the elderly, socially disadvantaged individuals, people with disabilities, environmental or cultural events, etc. Additionally, separate consideration can be given to store visitors informed about CC work but yet to participate in specific events.

• The count of NGOs or other community organizations receiving support: commercial entities, NGOs (state and municipal institutions can be distinguished separately), initiative groups, individual entrepreneurs, activists, artists, etc.

• Other relevant indicators for the company based on project specifics: such as the number of activities across various topics and areas to comprehensively depict project scale and impact areas, and to draw insights on the most sought-after and relevant activities across different communities.

For business:

• Number of engaged employees: This metric encompasses the count of directors and store staff involved in the project, forming the backbone of CC operations.

• Number of reached clients/consumers: This indicator is best accounted for in community outcomes, as store guests become a pivotal group and beneficiaries within the CC project.

• Number of reached suppliers/distributors: This entails the tally of organizations within the value chain informed about or participating in the CC project, serving as promoters of events or engaging in other capacities.

• Other significant stakeholders engaged by the project: It’s crucial to consider potential and existing partnerships at the national level with companies and organizations not directly linked to the retail chain’s business but invested in local community development, engaging store visitors, and aligning with the CC project.

• Number of project publications: The CC project sets objectives and tracks the volume of publications leading up to and following CC events.

In analyzing co-financing for the CC project, a pro bono contribution towards CC-based events by stakeholder partners appears particularly relevant. This often translates into the cost of event hosts, trainers, or facilitators, as event materials are typically financed from the CC project budget. Additionally, the time dedicated by store directors and employees outside their regular work hours is a significant factor.

Focus group participants and interviewees also highlighted instances where charitable fundraisers were conducted as part of CC activities. Funds collected through such initiatives are also considered as products of the project.

3. Impact

As previously noted, the B4SI model considers products, outputs, and impacts for individuals and organizations directly affected by the project, excluding indirect beneficiaries. Key stakeholders of the CC project under this framework include:

• Representatives of local communities — store guests and event participants;

• Organizers of events based on the CC;

• Store