WP-T2
Defining the business model and training program
D-T2.2.2 – Business Model
Annex 3a
Title
Building and green maintanance
ASP FAENZA / Italy
INDEX
1 INTRODUCTION 3
2 CONTENTS 4
3 THE BUSINESS IDEA 5
4 CANVAS N.1: —-(SPECIFY THE CUSTOMER SEGMENT)————— 6
4.1 Canvas 7
4.2 Notes to the canvas 8
5 LEGISLATIVE REFERENCES FOR THE ESTABLISHMENT 9
6 LEGISLATIVE REFERENCES FOR PERSONNEL HIRING 10
7 ORGANISATION 11
7.1 Roles 11
7.2 Functions 11
1 INTRODUCTION
BEGIN is a project to define models for creation and management of social start-ups finalized to the inclusion of disadvantaged people.
Marginalized groups – e.g. unemployed, women, young people, immigrants, disabled, ex-convicts, former drug addicts – are counting significant percentage in every partner country.
Innovative feature and main objective of Begin is the creation of tools to encourage the creation and development of social start-ups active in safeguarding of environmental protection for social work inclusion and employment of disadvantaged people, which then contribute to improvement of territories both for use citizens and tourists. BEGIN will transfer know-how from more innovative and experienced regions to those lagging behind creating an innovative model that can be transferred also to other regions not involved in the project. Main common challenge tackled regards environmental protection, also to promote tourism development. This challenge is faced through joint analyse of territorial frameworks to identify work activities at the base of social start-ups models and business models that are involving specifically marginalized groups. Non-profit and third sector organisations are an efficient tool for environmental protection, but are not very developed and structured in project countries, except for Italy. Hence, the project will capitalise results of research conducted in Italy by providing specific know-how.
Direct project beneficiaries of milestones, outputs and deliverables will be the FACILITATORS OF SOCIAL START-UPS. Indirect beneficiaries will be potential social start-uppers, people with disadvantage employment, employees of social start-ups, research and innovation centres, training centres and employment agencies, as well as legal and relevant public authorities in every country.
They also will lay the foundation for the creation of an INTERNATIONAL FACILITATORS NETWORK. This represent the main project output together with a TRANSNATIONAL STRATEGY FOR SUPPORTING SOCIAL START-UPS which will be built on the 10 local-regional strategies which will be realised in project regions. Besides main outputs, BEGIN expects additional project milestones being the elaboration of BUSINESS MODELS for the Management and Creation of SOCIAL START-UPS as well as LEARNING PROCESSES for the dissemination of business models.
This document contains the business model for the creation of new social startups
This document, at the end of the project, will be available for other subjects interested facilitate the creation of social startups.
2 CONTENTS
a) The business idea = a general summary
In this section it is described the business idea. What activities for which market.
b) Canvas = blocks from 1 to 9 for each of main customer segments
In this section it is explained the Business Model Canvas of the business idea. Potential startuppers and facilitators will have a schematic overview of the business model.
Please, read this section following this order
1 = customer segment
2 = value proposition
3 = channel
4 = customer relationships
5 = Revenue streams
6 = Key activities
7= Key resources
8 = Key partners
9 = Cost structure
This section is replicate for each customer segment identified for the business idea
c) Legislative references for the establishment of the startup
In this section it is described how to establish the new social enterprise.
d) Legislative references for personnel hiring
In this section it is described what kind of contract it is possible to use for human resource management
e) Organisation (roles, functions, able-bodied and disadvantaged people skills)
In this section it is explained the human resources needs to manage the new social enterprise
3 THE BUSINESS IDEA
The business idea emerged from the capacity building meetings is an economic reality spread knowledge and culture on the topic of maintenance and regeneration of buildings and green areas through the building a network of professionals, experts and artisans that work directly with private citizens and/or Companies.
Activities:
1. theoretical training on the issues of building maintenance and green areas;
2. practical workshops of “forgotten” jobs held by artisans and aimed at disadvantaged people;
3. supply of buildings and green areas maintenance services by disadvantaged people
Transversal activities:
• raising awareness with a view to creating meaning around the proposed policies and practices (through events, initiatives, etc.)
The goals of this new start up are:
• Create a community that shares needs and services;
• Spreading a culture and knowledge on the topic of maintenance
• Networking experts and not on the topic (network)
• Transmit specific practical skills on jobs that are likely to disappear
• Deliver low-maintenance services on the green and not
• Training and lab: individual citizens, public subjects, and organizational realities wishing to activate urban regeneration programs and projects
• Lab and job placement for disadvantaged people
4 CANVAS N.1: —-(SPECIFY THE CUSTOMER SEGMENT)—————
Privates & Disadvantaged people
Reality that promotes and disseminates knowledge and culture on the theme of regeneration and maintenance of buildings and green areas of the territory, through the networking of experts, professionals, artisans who provide individual citizens or organizational realities,
The main activities and services are
1. Theoretical training on the issues of maintenance of buildings and areas Greens;
2. Practical workshops of “forgotten” jobs held by artisans e aimed at disadvantaged people and citizens (neet);
3. Provision of maintenance services for buildings and green areas from part of disadvantaged people
Cross activities:
awareness raising with a view to creating sense of the proposed policies and businesses (through events, initiatives, etc.)
What is it for:
● Create a community that shares needs and services related to Maintenance
● Spreading a culture and knowledge on the theme of Maintenance
● Networking experts and not on the subject (network)
● Transmit specific practical skills on jobs that they risk disappearing (intergenerational exchange)
● Provide small maintenance services for buildings and green areas
Who are the beneficiaries of this idea and why it is important for them?
● Training and workshops: Individual citizens (neet in particular),
public subjects and organizational realities that seek automatic
urban regeneration programs and projects;
● Laboratories and job placement for disadvantaged people
4.1 Canvas
(1) Customer segment – Citizens – Disadvantaged people
(2) Value proposition – Network of artisans, experts and professionals in the field of regeneration and maintenance of buildings and green areas. The network works in synergy to promote a meaningful culture around the policies and practices on the subject of maintenance, as well as offering maintenance services for buildings and green areas through the employment of disadvantaged people.
(3) Channels – Leaflets, Website, Social Network
(4) Customer relationships – Formations: direct relationship, online / offline community. Practical laboratories: direct and personalized relationship. Provision of services: direct relationship.
(5) Revenue streams:
– Provision of market maintenance services
– Theoretical training (fee)
– Practical workshops (fees for citizens)
(6) Key activities – Theoretical training, Practical laboratories (which also create prototypes), Provision of maintenance services for buildings and green areas, Sensitization and promotion
(7) Key resourses – New technologies :
– Human resources dedicated for communication
– Physical space (classrooms, laboratories, infovpoints)
– Human resources dedicated for training and laboratories
– Human resources dedicated for the provision of services
– Machinery and tools
– Trainers / artisans
(8) Key partner:
– Experts on the maintenance of buildings and green areas
– Artisans
– CFP
– Network, Best Practice Network
(9) Cost structure
OPERATING COSTS: INVESTMENT INITIAL :
Administrative and management costs Physical space
Equipment for maintenance
Cost of human resources Website
Costs of space (rent, utilities, etc.)
Advertising Equipment for maintenance
Equipment and material for laboratories
4.2 Notes to the canvas
Th e following notes can facilitate the understanding of the model above
1. Customer segment
These are municipal offices in which there is a need for cleaning, constant repairs and routine maintenance, regulatory adjustments, etc. For example, painting, plant safety, hydraulic repairs, electrical, etc. These customers require suppliers with adequate financial and quality certifications.
2. Value proposition
The value proposition consists in the fact that the services give guarantees of transparency, guarantee the respect of technical specifications, allow risk reduction. Furthermore, eco-sustainable materials will be used and energy-saving procedures will be used.
3. Channel
The marketing channels will be public as they are governed by the procurement code (D Lgs 50/2016). It will be necessary to register for e-procurement portals (for example MEPA at national level), to develop relationships with other public building operators to enter temporary business groupings (RTI) or to establish relationships with the agencies for direct requests (RDO) ).
4. Customer relationships
It will be possible to organize thematic workshops in which to highlight the operations carried out and the eco-sustainable and energy-saving solutions implemented following the assignment of the works. Or, you can organize free training activities for representatives of public bodies, to illustrate all the new solutions in the field of school buildings. These activities can be useful to verify the needs, then predict and anticipate the exit of calls for tenders.
5. Revenue streams
It is appropriate to provide for participation in at least 70 races per year and expect a success rate of at least 20%. With an average tender value of around € 50,000, we estimate a segment value of € 700 thousand per year.
6. Key activities
Advice will be given to the public administration to raise awareness on the sustainability and protection of the environment. The cleaning work will be carried out with its own personnel and equipment, while for the small repairs and the paintings we will also make use of the collaboration of partner companies whose work will be coordinated and managed.
7. Keyresources
The key resources are: human resources, as coordinator, operators and technicians; tools and equipment necessary for carrying out work.
8. Key partners
Some interventions related to the installation of systems and repairs can be carried out by involving companies with equipment, tools and means of carrying out more adequate work. Partnership with innovative companies will be very important to adopt new solutions in terms of environmental sustainability and energy saving. The financial partners are fundamental for the guarantees required both in the design phase and in the execution of tenders.
9. Cost structureStructural costs (rent, vehicles, overheads, etc.) are estimated at around € 50,000 per year and promotion costs at around € 30,000, while staff costs are around € 200,000 per year.
(8) Key partner (6) Key activities (2) Value proposition (4) Customer relationships (1) Customer segment
Experts on the maintenance of buildings and green areas
Artisans
CFP
Public bodies of the territory
Network, Best Practice Network
Employment centers
Theoretical training
Practical laboratories (which also create prototypes)
Provision of maintenance services for buildings and green areas
Sensitization and promotion
Network of artisans, experts and professionals in the field of regeneration and maintenance of buildings and green areas.
The network works in synergy to promote a meaningful culture around the policies and practices on the subject of maintenance, as well as offering maintenance services for buildings and green areas through the employment of disadvantaged people
Formations: direct relationship, online / offline community
Practical laboratories: direct and personalized relationship
Provision of services: direct relationship Citizens
Disadvantaged people
Realities that want to activate urban regeneration projects
Public Institutions
Privates that need maintenance services of buildings or green areas
(7) Key resourses (3) Channels
New technologies :
Human resources dedicated for communication
Physical space (classrooms, laboratories, infopoints)
Human resources dedicated for training and laboratories
Human resources dedicated for the provision of services
Machinery and tools
Trainers / artisans
Leaflets
Website
Social Network
(9) Cost structure (5) Revenue streams
OPERATING COSTS: INVESTMENT INITIAL :
Administrative and management costs Physical space
Equipment for maintenance
Cost of human resources Website
Costs of space (rent, utilities, etc.)
Advertising Equipment for maintenance
Equipment and material for laboratories
Provision of market maintenance services
Theoretical training (fee)
Practical workshops (fees for citizens)
4.3 CANVAS N.2:
5 LEGISLATIVE REFERENCES FOR THE ESTABLISHMENT
Legal nature The possible legal forms for the start up are:
Type B social cooperative (for job inclusion)
Company limited managers (SRL) social enterprise
The first legal form is the most suitable to work with disadvantaged workers.
Reference laws
The regulatory references for the Type B Social Cooperatives, in Italy are:
Law 381/2001
Type B social cooperatives can carry out various activities using the work experience of disadvantaged people in order to incorporate them into the world of work. The concept of a disadvantaged person is regulated by article 4 L. 381/1991. According to this provision the subjects that fall into this category are:
disabled, physical, psychic or sensory subjects with a reduction in work capacity of more than 45%;
• former patients of psychiatric hospitals;
• subjects undergoing psychiatric treatment;
• drug addicts;
• alcoholics;
• minors of working age in situations of family difficulty;
• convicted persons admitted to alternative measures to detention;
• subjects identified with a specific decree by the president of the council of ministers.
Disadvantaged people must constitute at least 30% of the workers of the cooperative
Another standard relevant to the business model is the provision of public tenders.
Procurement Code (Legislative Decree No. 50/2016)
Link to the laws
Legge 381/2001
https://it.wikisource.org/wiki/L._8_novembre_1991,_n._381_-_Disciplina_delle_cooperative_sociali
Codice Appalti (Decreto Legislativo n. 50/2016)
http://www.gazzettaufficiale.it/atto/serie_generale/caricaDettaglioAtto/originario?atto.dataPubblicazioneGazzetta=2016-04-19&atto.codiceRedazionale=16G00062
6 LEGISLATIVE REFERENCES FOR PERSONNEL HIRING
Types of contract Job placement
Assumption of fixed time
Assumption of undetermined time
Conditions
Stipendi medi mensili
According to the National Collective Labor Contract 2017 for social cooperatives, in Italy monthly salaries range from € 1,184.20 to € 2,180.72endi mensili vanno da 1.184,20€ a 2.180,72€
Reference law
National collective labor agreement (CCNL) for employees and members of the Cooperatives and members of the Social Cooperatives operating in the social-health, welfare-educational and employment sectors.
Legislative Decree 276/2003, Arts. 13 – 14
Implementation of the delegations in the field of employment and the labor market, referred to in law 14 February 2003, n. 30.
Circular Ministry of Labor n. 41 of October 23, 2004
MINISTRY OF LABOR AND SOCIAL POLICIES
Directorate General for Social Shock Absorbers and Employment Incentives Division I
Subject: Application of incentive measures for public and private connections as per article 13 of legislative decree n. 276 of 2003
Link to documents
Collective social cooperative contract 15/02/2017
http://cisalterziario.it/wp-content/uploads/2017/06/ccnl-coop-social.pdf
Abatement of contributory costs and tax benefits
https://www.cliclavoro.gov.it/Aziende/Incentivi/Pagine/Cooperative-sociali.aspx
7 ORGANISATION
The new social startup needs the following human resources
Type Role n.
Able-bodied Coordination and management
Operative
Disadvantaged people Coordination and management
Operative
TOTAL
Type of disadvantaged people
long term unemployed
women in difficulty,
young people,
mental impaired
physical impaired
immigrants
ex drug addicted
ex alcohol addicted
The new social startup needs the following human resources
7.1 Roles
I ruoli sono riferiti alla start up unica con le tre divisioni commerciali (una per tipologia di cliente)
Ruolo Tipologia N.
General direction Able bodied
Commercial manager Able bodied
Designers Able bodied
Race office manager Disadvantaged people
Administration Able bodied
Contact center workers Disadvantaged people
Artisans Able bodied
Apprentices Disadvantaged people
TOTAL
7.2 Functions
General direction
Implement the strategies indicated by the board of directors, coordinate the activities in particular by managing the design area and site managers, controlling the financial aspects, developing partnerships, maintaining relations with the banks.
Commercial manager
Identify and develop business partnerships, defining and implementing collaboration programs. He directly manages the business relationships with the customers of the Enterprise and RBO (Residence Building Owners) segment, organizes and supervises the activities of communication, promotion and relations with the customers, also taking care of the after sales service. Conducts surveys and satisfaction analysis
Designers
They define the renovation and maintenance interventions, including the projects for participation in public tenders, have architectural competences and skills in construction engineering. They coordinate the activities of architects, engineers, external interior designers (partners). They monitor the market of eco-sustainable solutions and define partnership agreements with partner companies in the R & D area and in the Production area.
Race office manager
Identify tenders to which to participate, take care of registration and update to e-procurement portals, sign agreements for collaboration with other companies, in order to realize RTI (temporary groupings of companies)
Administration
They manage ordinary accounting, also taking care of the control and monitoring aspects. The tender office manager is assisted by tenders on tenders.
Contact center employees
They manage the web platform and use the management software for scheduled maintenance. They receive customer requests and organize appointments of sales personnel, designers and site managers.
Artisans
Specialized workers involved in maintenance, renovation and emergency intervention
Apprentices
Workers in work placement. They work in assistance to specialized workers.