enterprise of Severstal. The Foundation was the first to hold a grant competition in the city. The grantees also gained access to training, specialized methodological materials, expert support, a professional community, and the development and testing of new technologies for working with children and families. One of the conditions for implementing projects is inter-departmental collaboration, partnership with specialists from the social sphere, healthcare, education, law enforcement, higher education, local authorities, businesses, and media. As a result, the city developed a pool of experts and partners who specializing on working with troubled children, know how to use the latest technologies of social work, share the Foundation’s values, apply project-based approach and implement monitoring and evaluation tools in their work. Due to Cherepovets being a relatively small city with limited human resources, this pool of specialists and partners took part in the Foundation’s activities in different roles.

Prior to 2019, verifying the relevance of the problems stated in the project applications, initiating and implementing the Foundation’s projects, evaluating applications and project results could all be done by the same person. The introduction of the evaluation results made it possible to build an objective and transparent project selection procedure, retaining the most engaged and interested professionals. So today, each group of specialists involved in the competition has its own role. We introduced two new groups of specialists: independent experts and representatives of the main donor.

Starting in 2019:

• Experts and government representatives can confirm or refute the relevance of the problems, notify about acute problems that could be addressed using the Foundation’s money and resources, during the project development phase and completing the application. Previously, they were also engaged in evaluating the applications received;

• only external experts in relation to the activities of the Foundation and the territories (experts in social design and in the subject areas of the Foundation’s activities) are involved in project evaluation. Previously, external experts (competition committee) were not involved in the competitive procedures;

• In 2019, the competition council was created for the first time, which consists of representatives of the donor, municipal government, and the Foundation. The council has the final say in selecting the competition winners.

The Foundation plans to increase the maturity of competitive procedures, which includes:

• expanding the functionality of the grantee’s personal account (with interim and final reporting, project monitoring functions).

• continuing the implementation of an evidence-based approach to social design for grantees (strengthening the logical coherence of projects, building the evidence base of the project, regulating the procedures for working with project team members).

ADVICE AND RECOMMENDATIONS

Based on the experience of The Road Home Foundation, a list of recommendations has been compiled to help improve similar competitions. These tips can be useful in the work of grantmaking organizations.

1. Enough time must be allocated for all stages of the competition: accepting applications, examining the applications, and publishing the results. It is better to announce the winners in advance than postpone the announcement.

2. All competitive procedures should be regulated[58]: Regulation on the competition, Regulation on the competition commission and competition council, cards with details on experts and applicants, detailed and updated methodological manuals for experts and applicants, instructions on working on the competition platform, consent to personal data processing, examples of filling out various sections of the application (including the project budget).

3. Conduct targeted work with future and current applicants: seminars and consultations on a wide range of issues related to project development, implementation, management, monitoring, evaluation, and completion; audits of winning and unsuccessful applications;

Open Days for grantmaking organizations and winning projects.

4. Increase the transparency of competitive procedures: preplanning an information campaign to promote the competition and its results, activities to engage grantees (at least 3 months prior to the start of the application process, or on an ongoing basis if the grant competition is held regularly), inform applicants about what projects are expected from applicants.

5. Monitor/evaluate the grant competition’s contribution to the grantmaker’s strategic objectives.

Исследования / Research Studies

Сила спорта. Оценка проектов в сфере физической культуры и массового спорта

Илья Солнцев, Наталья Кошелева

DOI 10.55140/2782–5817–2023–3–1–80–91

В 2020 г. Фонд Потанина начал реализацию благотворительной программы «Сила спорта», призванной раскрыть потенциал спорта как социального института. Одновременно с этим возникла необходимость в изучении мирового и российского опыта в оценке эффективности проектов, а также в формировании подходов к системе выбора перспективных направлений работы фонда. Для решения этих задач в 2022 г. Финансовый университет при Правительстве РФ провел исследование, направленное на выявление эффектов, достигаемых благодаря реализации проектов в области социального спорта, и обобщение подходов, используемых для их оценки.

Илья Солнцев

д. э. н., руководитель департамента менеджмента и маркетинга в спорте Финансового университета при Правительстве РФ

Наталья Кошелева

Консультант по мониторингу и оценке программ и проектов социальной направленности, президент Ассоциации специалистов по оценке программ и политик

СОЦИАЛЬНЫЕ ЭФФЕКТЫ СПОРТИВНЫХ ПРОЕКТОВ

Проекты, реализуемые в сфере физической культуры и массового спорта, решают целый комплекс задач, которые выходят за рамки категории «спорт»: целый ряд изменений происходит в экономике, образовании и профессиональной сфере, адаптации и социализации, демографии. Также спортивные проекты оказывают влияние на уровень преступности и заболеваемости, благополучие людей. Такой широкий спектр воздействия обусловил создание концепции «Спорт для развития» (Sport for Development), зародившейся ещё в середине прошлого века. Первым учёным, сформировавшим её теоретическую основу, был американский психолог Гордон Олпорт (Allport, 1954), который предположил, что контакты между различными группами людей с различными характеристиками, включая пол, этническую принадлежность и расу, являются наиболее эффективными средствами против расизма, предрассудков и дискриминации.

Основываясь на этой теоретической базе, Алексис Лирас (Lyras, 2011) предполагает, что спортивные инициативы могут способствовать личному развитию и социальным изменениям за счёт использования нетрадиционных методов управления и сочетания спорта с культурными и образовательными мероприятиями. Концепции «Спорт для развития» посвящено большое число аналитических порталов, например: Sport for Development[59] и Sport and Development[60], а также исследований таких глобальных организаций, как UNICEF[61] и