Позитивные изменения. Том 3, № 4 (2023). Positive changes. Volume 3, Issue 4(2023)

• Medium manifestation (3): The project incorporates some measures for professional development and retention, but there is room for improvement.

• High manifestation (4): The project incorporates significant measures for retaining human resources in the region.

• Very high manifestation (5): The project presents a comprehensive strategy aimed at increasing personnel professionalism and retention, effectively addressing the issue of migration.

2. Once the application is approved, an evaluation model is created based on the ratings given to the individual profile criteria during the application. This model includes an assessment against the universal criteria (1 to 7) for all the projects that have declared the presence of the respective area of impact, with scores 3 to 5 for the respective criteria. For the additional UAP criteria (8 to 11), recommendations are provided only for low scores (1 and 2) to develop necessary modules like evidence base, monitoring system, etc., to be incorporated in the project outcomes.

Our Norilsk Fund is a model organization, prioritizing institutional support for projects driving territorial development. This quality was one of the factors in formulating the assessment model.

3. Throughout the project, the team collects data based on the declared UAP criteria (model component 1) and the developed social impact indicators (model component 2).

4. The Fund aggregates project data from all projects for subsequent use in the overall assessment of their impact and effectiveness.

ASSESSMENT CRITERIA FOR THE SOCIO-ECONOMIC IMPACT OF PROJECTS (UNIQUE ASSESSMENT PROFILE, UAP)

Based on the analysis of projects supported by Our Norilsk Fund and other sources, such as publications and regional development project assessment experience, the following universal criteria for project assessment have been identified:

1. Development and Retention of Human Resources in the Territory

This criterion measures the project’s effectiveness in enhancing professional opportunities for both the project team and its target audience, thereby aiming to reduce staff turnover rates. Considering the significant migration issues in Norilsk and Taimyr and the high propensity of people to leave the region, this metric is deemed universal for all projects. Projects with a specific focus on retaining human resources in the region are likely to score higher on this scale. Evaluating this aspect in projects requires an analysis of staff turnover dynamics within participating organizations, taking into account dismissals related to ‘professional burnout.’

The evaluation model comprises two primary components: developing a Unique Assessment Profile and project assessment via social impact indicators. Additionally, an algorithm for conducting an overall assessment of all projects has been formulated.

Typical indicators for assessment:

• Employee Turnover Rate: Calculated as the number of employees who left the company during a period divided by the average number of employees in that period, multiplied by 100 %.

• Attrition: The number of employees resigning during the period due to issues the project aims to address.

• Absolute Reduction in Staff Attrition: The difference in attrition rates before and during the project.

• Monetization of Personnel Retention: The decrease in attrition (from before the project to during the project) multiplied by the hiring cost per employee in the region.