1"
"
(APX.)
Contents
Diagnostic Tool:
Social Enterprise Diagnostic Tool - Adviser's Guide -
(APX. I p. 2)
;
Diagnostic Tool
(APX. II p. 4)
;
PT2020
:
PT2020 Project Merit (PM) Explanation
(APX. III p. 14)
;
Financials:
Staff Salary & Hierarchy
(APX. IV p. 18)
;
Turnover Table
(APX. V p. 19)
;
Market Study:
Paid & Non-Paid Museum Tickets
(APX. VI p. 23)
;
Nationality of Tourists in the Municipality of Nelas & Museum Distances from Nelas
(APX. VII
p. 24)
;
Garden Houses Tickets Study
(APX. VIII p. 25)
;
Pictures:
SGV Model Pictures
(APX. IX p. 27)
;
Centre Region Study:
PT2020 Investment Per Region
(APX. X p. 28)
;
Gross Added Value Leading Industries Centre Region
(APX. XI p. 28)
;
SWOT Tourism Centre of Portugal
(APX. XII p. 29)
;
VS Family:
SGV Philosophy, written by JVS
(APX. XIII p. 29)
;
Vasconcelos e Sousa family Genogram
(APX. XIV p. 30)
.
" 2"
(APX. I)
Social Enterprise Diagnostic Tool - Adviser's Guide
This diagnostic tool has been developed by Social Enterprise London (SEL) with funding from
Capacitybuilders Income Generation work-stream, for use by second tier support advisers of
social enterprises, and voluntary and community sector organisations across England.
SEL developed the tool between October 2008 and March 2009, based on our experience and
knowledge of supporting social enterprises and third sector organisations. The tool was piloted
between March and June 2009 with 11 organisations: 4 second tier organisations (2 CVSs and 2
social enterprise advisory organisations in London, Kent and Milton Keynes) and 7 frontline
organisations (social enterprises in London). The aims of the pilot were to review and test the
usability, quality and applicability of the tool; receive input and feedback from frontline and
support organisations on how the tool could be enhanced and improved in terms of the content
and wording; and assess the appropriateness of the language and format with regards to equalities
groups.
Aims of the Diagnostic Tool
•
To enable support advisers to work with front line groups, to help them understand their
operating effectiveness and viability, and identify areas for improvement.
•
To give support advisers greater confidence in the advice they give to frontline groups.
•
To enable frontline organisations to undertake a facilitated self-review to assess the
Score
Definition
1
Statement is false: There are no processes, policies, actions or documents in place
2
Statement is partly false: The organisation is able to reference some of the documents, policies or
procedures, but there is no evidence of these being embedded or implemented in practice.
3
Statement is neutral: The organisation has the policies, procedures and documents in place, and can
reference them, but the evidence of them being embedded and live is weak.
4
Statement is partly true: The organisation has relevant policies and knowledge, but there is room for
improvement in terms of embedding and using the processes, or undertaking the actions.
5
Statement is true: Processes and policies are practiced and embedded in the organisation and
continuous improvements to them are made.
Process
Benefits of Using the Tool
•
A logical and consistent approach
•
Flexible to be used with organisations at different stages of their development
•
Facilitated approach allows the organisation to self-reflect on where they are at and where
they want to be
•
Provides practical findings on viability that can be applied back in the organisation
•
Useful vehicle to help frontline organisations understand the concept of social enterprise
•
Identify gaps in capacity and plan appropriate capacity building programmes
•
Complementary to existing support programmes of second tier organisations
" 4"
Diagnostic Tool (APX. II)
Organisation:+SGV+LDA+
Organisation+Description:++Tourist+organisation+offering+historical+and+artistic+garden+tours+ Date+of+Review:++8/04/2016+
1.+Strategy++ Score+ Weight+ Comment+ Adviser's+notes+ Aims%of%this%section:% To#explore#the#direction#and# strategic#planning#of#the# organisation,#ownership#of#the# strategy#and#alignment#of#new# ideas#with#the#overall#direction.#% ++ ++ ++ ++ The"organisation"has"a"strategy"that" defines"its"vision,"mission"and" objectives."" 5+ 20,0%" Vision,"mission" and"objectives"are" clearly" documented," projected"until" 2028" Strategy"is"the"direction"and"scope"of"an"organisation" over"the"longCterm,"setting"out"its"aspirations"and"goals" to"meet"the"needs"of"the"market"and"to"fulfil"stakeholder" expectations,"as"well"as"taking"into"consideration"the" operating"environment"and"resources"available.""A" strategy"can"be"a"short"document." Where"a"strategy"exists,"it"has"been" developed"in"collaboration"with"key" stakeholders,"and"takes"into" account"the"organisation's" strengths,"weaknesses," opportunities"and"threats."" 4+ 20,0%" Objectives"were" developed"by" VFM." Stakeholders" collaborated" every"2"weeks" With"the"goal"of"creation"of"winCwin"relationships"with" the"involved"parts."" There"is"a"3C"5Cyear"business"plan"in" place"that"is"directly"related"to"the" organisation’s"strategy"and" identifies"the"activities"to"be" undertaken"to"achieve"the" objectives."
5+ 20,0%"There"is"a"12Cyear" Business"Plan." A"business"plan"is"the"working"tool"to"turn"the"strategy" into"reality."It"is"a"written"management"document"which" is"used"to"develop,"grow"and"manage"a"business."The" business"plan"is"aligned"to"the"strategy"and"sets"out"the" key"operational"issues"and"activities."" A"person"or"team"has"been" appointed"to"take"responsibility"for" developing,"monitoring"and" reviewing"the"business"plan"on"at" least"a"yearly"basis." 5+ 20,0%" JVS"will"be"CEO," responsible"for" such"monitoring" "" New"business"development"or" project"ideas"are"assessed"against" the"overall"strategy"and"the" organisation's"objectives."" 4+ 20,0%" Yes,"but"limited" by"the"PT2020" loan,"lacking" flexibility"" Business"development"refers"to"activities"which"an" organisation"undertakes"related"to"trading,"sales"or" products,"to"grow"the"existing"customer"base"and"find" new"markets."This"would"include"new"contract"and" commissioning"opportunities.""
Average+Weighted+Score++ 4,60+ 100,0%+ + + " " " " " " " " " "
" " "
"
2.+Governance+ Score+ Weight+Comment++ Adviser's+notes+
Aims%of%this%section:% To#explore#the#strength#of#the# governance#arrangements,#decision# making#and#accountability,#and#the# organisation's#understanding#of#its# stakeholders.#% ++ ++ ++ ++ The"organisation"has"an" appropriate"legal"structure"in"place" for"its"activities,"and"relevant"legal" documentation.""
5+ 15,0%" ""
It"will"be"important"to"jointly"explore"with"the" organisation"whether"they"have"chosen"an"appropriate" structure." A"Board"of"at"least"3"people"has" been"appointed"to"guide"the" direction"of"the"organisation."The" Board"will"meet"on"a"regular"basis" (at"least"once"every"6"months)"to" discuss"the"organisation’s"progress" and"strategic"direction.""
5+ 20,0%" ""
Rules"vary"depending"on"the"legal"structure"of"the" organisation"as"to"the"ideal"number"of"board"members," but"a"board"of"3"people"is"recommended,"to"present"a" third"voice"in"the"event"of"disputes"in"decision"making." The"Board"will"meet"with"or" receives"regular"updates"from"the" Management"Team"of"the" organisation"to"ensure"that"it"is" aware"of"any"operational"and" financial"issues"that"could"impact" on"the"direction"of"the" organisation." 5+ 15,0%" All"mandatory" Board"meeting" will"have"the" executive"general" manager"present" "" Board"members"are"recruited" based"on"their"relevant"expertise," influence"and"knowledge."The" organisation"provides"capacity" building"for"Board"members."" 4+ 15,0%" Expansion"Org." structure"recruits" non"family" members"for"the" Board"" Capacity"building"and"training"of"board"members"is" important,"enabling"them"to"give"guidance"and"effective" direction"to"the"organisation."" An"organisational"chart"is"in"place" with"clear"lines"of"accountability" and"authority.""
5+ 15,0%" ""
"" The"organisation"has"undertaken"a" stakeholder"analysis"to"understand" which"parties"have"particular" interest"in"it"and"influence"over"it.""" 4+ 10,0%" Future" stakeholders" (next"generations," attend"yearly" family"meetings" A"stakeholder"is"a"person,"group,"organisation,"or"system" who"affects"or"can"be"affected"by"an"organisation's" activities.""" The"organisation"will"establish" feedback"mechanisms"to"ensure"it" is"meeting"the"needs"of"key" stakeholders." 5+ 10,0%" Stakeholders" during"the"first" business"phase" will"be"Board" Members" This"could"include"consultations"and"evaluations" completed"by"key"stakeholders,"via"group"meetings," virtual"questionnaires"or"evaluation"forms.""
Average+Weighted+Score++ 4,75+ 100,0%+
+ " " " " " " " " "
" " "
" 6"
"
3.+Customers+&+Users+ Score+ Weight+Comment++ Adviser's+notes+
Aims%of%this%section:% To#explore#the#strength#of#the# market,#and#the#organisation's# understanding#and#ability#to#meet# the#needs.#% ++ ++ ++ ++ The"organisation"knows"who"its"key" customers"are"and"has"undertaken" research"to"understand"what" customers"want"and"how"much" they"are"willing"to"pay"for"products" or"services."" 4+ 20,0%" Client" segmentation"was" done"at"VFM." Market"research" was"done"by"Hot" communication." Once"active"it"will" know"for"sure" Customers"are"those"who"pay"for"goods"and"services." Users"are"those"using"and"benefiting"from"the"services" provided."Market"research"selects"a"sample"of"potential" customers"who"do"not"yet"buy"the"product"or"service," and"assesses"what"they"are"willing"to"pay"and"how"often."" There"is"sufficient"demand"for"the" goods"and"services"to"make"an" economic"case"to"stay"in"the"
market."" 4+ 30,0%"
Studies"predict"a" favourable" amount"of"annual" visitors."However," only"when" operational"will"it" be"known"for"sure" There"are"enough"customers"interested"and"willing"to" buy"the"services"and"goods."" The"organisation"understands"the" needs"of"its"service"users"/" beneficiaries"and"has"developed"its" activities"to"meet"those"needs." 5+ 20,0%" Santar"Village"is"in" great"need"of"a" successful"project" to"kick"start" economic"growth" "" Feedback"from"customers"and" service"users"will"be"collected"on"a" systematic"basis,"and"taken"into" consideration"to"improve"the"
services"and"products"supplied."" 1+ 15,0%"
SGV"has"not"yet" considered"this" point" Ideally"the"organisation"should"be"collecting"a"mixture"of" qualitative"and"quantitative"data"(e.g."are"they"satisfied" with"the"services"and"products;"are"the"prices"relevant;" how"many"people"are"utilising"the"services?)""An" organisation"may"be"undertaking"evaluations,"surveys"or" questionnaires,"so"explore"how"and"when"these"are" undertaken"and"how"they"analyse"the"information"they" are"collecting."" Customers"range"from"a"variety"of" segments" 5+ 15,0%" SGV"attracts" nature,"wine," culture"and" health"segments" ""
Average+Weighted+Score++ 3,90+ 100,0%+
4.+Social+/+Environmental++ Score+ Weight+Comment++ Adviser's+notes+ Aims%of%this%section:% To#explore#the#wider#positive#social# impact#the#organisation#is# contributing#to,#methods#of# measuring#its#outcomes#and#how#it# is#demonstrating#its#value#as#an# organisation.#% ++ ++ ++ Does+the+project+have+a+clear+value+proposition?+ The"organisation"understands"the" outcomes"of"its"activities"and"the" wider"impact"it"seeks"to"achieve."" 5+ 25,0%" By"integrating"the" Village"and" collaborating"with" the"local"council," SGV"is"very" impact"driven" Outputs"are"the"direct"and"tangible"result"of"the" activities"the"organisation"undertakes." Outcomes+are"the"benefit"or"change"that"results"from" the"organisation's"outputs."" Impact"is"the"overall"difference"made"by"your" organisation"or"project"by"achieving"the"outcomes."" The"organisation"integrates"and" appreciates"the"people"and"the" region"that"it"has"set"its"business"in." 5+ 20,0%" SGV"will"distribute" to"residents"of" the"Santar"Village" a"free"entrance" card"to"their" gardens."They" have"also" collaborated"with" the"regions" council"on"many" occasions"" "" The"organisation"has" established/planned"for"an" environmentally"sustainable" management"plan"(recycling,"clean"
energy,"lighting,"etc..)" 1+ 30,0%"
SGV"wants"to" promote" sustainable" managing" systems"internally" and"use"clean" energy."However," it"has"not"yet" planned"for"such" Every"company"nowCaCdays"has"a"duty"to"promote" sustainability."Staff"spend"on"average"8"to"10"hours"a"day" (working"days)"at"the"company."If"the"company"demands" sustainable"behaviour"and"operates"sustainably,"staff"will" bring"this"education"back"to"their"homes" The"organisation"will"use"data"from" outcomes"and"impact"assessment" in"marketing"materials,"funding" bids,"board"reports"and"other" organisational"documents,"to" clearly"articulate"and"demonstrate" the"social"value"of"the"organisation."" 4+ 25,0%" Board"meeting," occurring"at"least" once"every"3" months,"will"deal" with"ALL"issues" related"to"the" management"of" the"Business" Evidence"of"data"being"effectively"used"will"be"from" annual"reports"and"other"communication"documents," which"demonstrate"the"change"achieved"for" beneficiaries.""
Average+Weighted+Score++ 3,55+ 100,0%+
" 8"
"5.+Operations+ Score+ Weight+Comment++ Adviser's+notes+
Aims%of%this%section:% To#explore#how#the#operations#will# be#undertaken,#and#if#data#and# systems#will#be#in#place#to#support# operations,#and#how#the# organisation#will#consider#risks#or# threats#to#its#longer#term#survival.#% ++ ++ ++ ++ The"organisation"will"plan"its" activities"and"resources"to"achieve" operational"efficiency."" 3+ 20,0%" Operation" management"has" been"planned" using"the"best" technology" available." However," improvements" will"be"made"once" operational"" Operational"efficiency"refers"to"the"right"combination"of" people,"process"and"technology"coming"together"to" enhance"the"productivity"and"value"of"any"business" operation,"while"driving"down"the"cost"of"routine" operations"to"a"desired"level"and"avoiding"duplication." This"requires"dayCtoCday"management"of"operations.""" Project"and"contract"delivery"will" be"monitored"to"ensure"resources" are"correctly"allocated"and"spent" and"deliverables"are"achieved." 3+ 20,0%" Suppliers"for"the" store"(books," tiles,"seeds"etc..)" need"to"be" selected" Is"it"possible"to"reduce"the"cost"of"the"operation?"How?" What"are"the"KSF"that"guaranty"the"quality"of"the" operation?"Possible"bottlenecks?" Useful"data"will"be"collected"by"the" organisation"and"managed" according"to"appropriate" requirements"and"the"Data" Protection"Act."" 3+ 15,0%" SGV"doesn't"yet" have"a"Data" Protection"System" at"the"moment" Useful"data"could"include"output"data"for,"beneficiary" information,"times"sheets"and"financial"data."Data" collected"has"to"be"managed,"stored"and"disseminated"in" compliance"with"the"data"protection"act.""" Data"collected"will"be"analysed"and" shared"with"the"Management"Team" and"the"Board,"for"strategic" decisionCmaking,"reporting"and" marketing."" 5+ 15,0%" Data,"when" available,"will"be" collected," analysed"and" shared" "" The"organisation"has"undertaken" an"analysis"of"risks"and"has"put"in" place"strategies"to"deal"with"those" which"could"have"a"significant" negative"effect"on"the"organisation."" 5+ 15,0%" Risk"analysis"has" been"done"by" VFM"in"order"to" apply"to"the" PT2020"loan" A+risk"is"the"threat"that"an"event"will"adversely"affect"an" organisation's"ability"to"achieve"its"objectives." You"want"to"find"out"if"the"organisation"has"considered" risks"related"to"its"finances,"staff,"assets,"reputation"and" operations."Have"they"factored"in"contingency"plans"in" their"business"plan?+ The"organisation"has"quality" assurance"procedures"in"place"that" help"the"organisation"to"improve"its" operational"effectiveness."" 2+ 15,0%" SGV"will"be"take" this"in" consideration"in" 2017." These"could"be"internal"processes"such"as"clearly" documented"processes"and"peer"review"or"externally" accredited"processes"which"are"methods"for"ensuring" that"the"organisation"is"delivering"good"quality"products" and"services."Externally"accredited"quality"standards" could"include"PQASSO"and"ISO,"but"these"are"not" essential"and"are"dependent"on"which"sector"the" organisation"is"in."""
Average+Weighted+Score++ 3,45+ 100,0%+
+ " " " " " " "
" " "
" "
6.IT+and+Data+ Score+ Weight+Comment++ Adviser's+notes+ Aims%of%this%section:# To#explore#the#systems#and# processes#in#place#to#support#and# enhance#the#organisation's# operations#and#allow#efficient#and# effective#working.## ++ ++ ++ ++ The"organisation"has"Information" Communication"Technology"(ICT)" systems"in"place"that"meet"their" needs,"are"reliable"and"fit"for" purpose."" 5+ 20,0%" SGV"has" contacted"an"IT" company"to"be"in" charge"of"their"IT" operations" "" There"is"suitable"and"easily" accessible"ICT"support"in"place"(inC house"or"externally)"to"manage"the" system."
5+ 15,0%" Already"exist." "" All"users"of"ICT"in"the"organisation" are"trained"and"able"to"use"the" equipment"and"software"in"line" with"their"role"and"responsibilities."" 3+ 20,0%" First"years"SGV" will"only"hire"1" qualified"staff" member" "" An"IT"backCup"procedure"will"be" undertaken"on"a"regular"basis" should"the"system"fail."" 5+ 15,0%" IT"company"in" charge"takes"care" of"this"issue" "" The"organisation"has/will"have" administrative"procedures"and" filing"systems"(paper"or"onCline)"in" place,"and"proportionate"staff"time" is"designated"to"undertake"this" work.""
4+ 15,0%"Is"planned"to"be" implemented" Data"collected"has"to"be"managed,"stored"and" disseminated"in"compliance"with"the"Data"Protection"Act.""" All"staff"understand"what"is" required"of"them"in"terms"of" systems,"processes"and"data" management.""
2+ 15,0%"Not"all"staff"is" hired"yet."
""
Average+Weighted+Score++ 4,00+ 100,0%+
+
"
" " "
" " "
""
7.+Finances+ Score+ Weight+Comment++ Adviser's+notes+ Aims%of%this%section:# To#explore#the#financial# management#procedures#in#place,# the#organisations#attitude#to# managing#risk,#and#their#overall# financial#stability.### ++ ++ ++ ++ The"organisation"has"a"designated" person"responsible"for"strategic" and"operational"financial"matters." This"person"is"supported"by"the"the" Board"(or"committee"of"the"Board)" to"effectively"manage"the"finances" of"the"organisation.""""
5+ 15,0%"JVS"and"general" manager"
" 10"
The"organisation"has"written" financial"policies"and"procedures," approved"by"the"Board,"which" relevant"staff"is"aware"of"and"action" as"necessary."The"organisation"has" policies"including"a"reserves"policy," an"accounting"policy"and"a"risk" register,"in"order"to"ensure"the" effective"financial"management"of"the"organisation."" 3+ 10,0%"
Some"policies" exist"but"will"be" improved"in"2017" and"approved"by" the"Board" Reserves+are"funds"(i.e."surpluses/profits)"that"become" available"to"the"organisation"and"are"to"be"spent"at"the" discretion"of"the"directors"in"furtherance"of"any"of"the" organisation’s"objectives,"but"which"are"not"yet"spent," committed"or"designated"–"they"are"'free'."""
A"Reserves+Policy"is"a"specific"policy"implemented"by"an"
organisation"with"the"objective"of"accumulating"reserves.""
An"Accounting+Policy"refers"to"the"specific"accounting"
principles"adopted"and"consistently"followed"by"an" organisation"in"the"preparation"of"its"financial"
statements."These"principles"will"have"been"determined" by"the"organisation"to"be"the"most"appropriate"for" presenting"fairly"its"financial"results"and"operations."
A"Risk+Register"is"a"tool"commonly"used"in"project"
planning"and"organisational"risk"assessments."It"is"often" referred"to"as"a"Risk"Log."This"tool"is"widely"used"within" Risk"Management"for"identifying,"analysing"and" managing"risks."" Financial"information"will"be" produced"regularly"and"includes:" income"and"expenditure"accounts" with"actual"compared"to"budget;" balance"sheet;"cashCflow"forecasts;" and"reports"on"significant"financial" risks.""
5+ 15,0%" ""
"" Financial"management"information" will"be"presented"in"a"consistent" format,"accessible"and"easy"to" understand;"also"based"on"robust" data"management"systems"and" data"quality"is"assured." 4+ 10,0%" SGV"wishes"to" organise"its" finances"in"this" way" "" Break"even"points"for"the" organisation's"products"and" services"are"understood.""" 4+ 10,0%" Clear"indicators" have"been" projected," however"new" products"might"be" introduced"and" dropped"during" 2017/18"" " The"organisation"is"managed"proC actively"to"ensure"its"financial" sustainability"(profitability,"liquidity" and"solvency)."
5+ 15,0%" ""
Profitability:"Measure"that"indicates"how"well"a"firm"is" performing"in"terms"of"its"ability"to"generate"profits,"(i.e." sales"and"revenue"are"larger"than"costs"and"expenses.""" Liquidity:"is"the"ability"of"an"asset"to"be"changed"into" money"easily"(e.g."a"cheque"is"more"liquid"than"an" investment"in"property."" Solvency:"ability"to"pay"all"outstanding"debts;"having" enough"money"to"pay"all"the"money"that"is"owed"to" other"people"or"organisations."" The"organisation"understands"and" meets"all"its"legal"and"statutory" financial"requirements."
5+ 15,0%" ""
"" The"Board"will"receive"regular" reports"on"the"financial" management"of"the"organisation," including"significant"financial"risks" and"how"these"are"being"managed."
5+ 10,0%" ""
Financial"risk"of"the"income"sources"should"be"evaluating"
Average+Weighted+Score++ 4,60+ 100,0%+
" " " " ""
8.+Income+Generation+ Score+ Weight+Comment++ Adviser's+notes+
Aims%of%this%section:# To#explore#the#diversity#of#revenue# sources#the#organisation#has#and#is# pursuing#to#ensure#a#stable#income# base#for#future#sustainability.## ++ ++ ++ ++ The"organisation"has"diverse" sources"of"income." 5+ 20,0%" SGV"offers"a" variety"of" products"and" services,"not"only" their"garden"tour"" "" The"organisation"has"business" development"plans"in"place"to" minimise"dependency"on"grants" and"move"towards"selfC sustainability."" 4+ 20,0%" SGV"worked"hard" to"cut"down"their" total"investment," to"minimize"the" loan" "" The"organisation"is"aware"of"and" knows"how"to"identify"funding"and" tender"to"opportunities"using"a" wide"variety"of"sources"(networks," internet"portals"and"publications)," and"how"to"prioritise"them." 5+ 20,0%" SGV"will"hire"a" capable" marketing" director" responsible"for" such"actions" "" The"organisation"focuses"on" winnable"opportunities"and"has"a" high"success"rate"for"contracts"or" business"won."" 5+ 20,0%" SGV"was"able"to" hire"a"famous" landscape" architect"to" create"the" project,"and"has" been"able"to"work" with"the"local" council"to"help" develop"the" project" "" The"company"doesn't"have"a"single" product/service"which"constitutes"
more"than"20%"of"its"turnover."" 2+ 20,0%"
Store"sales"make" up"45.5"percent" of"total"turnover." Wine"sales"being" their"largest" This"refers"to"the"concentration"and"diversity"of"the" customer"base"and"number"of"contracts"that"the" organisation"has.""
Average+Weighted+Score++ 4,20+ 100,0%+
+ "
" " "
" 12"
" " "
9.+Marketing+and+Communications+ Score+ Weight+Comment++ Adviser's+notes+ Aims%of%this%section:# To#explore#how#the#organisation# will#market#its#products#and# services,#and#will#communicates#its# value#and#activities#to#a#wider# audience.## ++ ++ ++ ++ The"organisation"has"a"marketing" plan"in"place"to"promote"its"
services"and"products."" 5+ 20,0%"
Marketing"plan" will"be"made"by" Hot"in"June" The"marketing"plan"may"sit"within"the"overall"business" plan"or"may"be"a"separate"plan."This"should"include" promotional"and"sales"activities"that"the"organisation"is" undertaking"related"to"its"products"and"services."" The"organisation"will"designate" resources"(staff,"time"and"money)" for"sales"and"marketing"activities." 3+ 20,0%" Will"Hire"a" Marketing" Director."SGV" needs"to"be" strong"with"this" components" "" The"organisation"has"developed"a" Unique"Selling"Point"and"will"exploit" this"to"attract"customers." 3+ 20,0%" When" Operational"SGV" will"be"conscious" of"and"will"exploit" their"unique" selling"point" The"Unique"Selling"Point"is"what"makes"a"product"or"
service"stand"out"from"the"competition."."
The"organisation"will"have"a" mechanism"to"measure"the" effectiveness"of"its"marketing"
activity." 2+ 20,0%"
Once"marketing" plan"is"made."SGV" wants"to"analyse" the"goals"set"and" demand"customer" feedback" For"example,"does"the"organisation"ask"new"customers" where"and"how"they"heard"about"the"organisation"and" its"products"and"services?" The"organisation"has"a" communication"plan"to"articulate" its"value"and"activities"to"key" stakeholders."Communication" materials"are"sensitive"to"the"needs" of"and"accessible"to"user"groups."" 5+ 20,0%" Key"stakeholders" will"be"part"of"the" board"in"this" initial"phase" Communication"materials"aim"to"tell"the"story,"successes" and"aims"of"the"organisation"and"they"are"shared"with" key"stakeholders"(for"example"users,"trustees,"local" authorities,"funders)."
Average+Weighted+Score++ 3,60+ 100,0%+
10.+HR+&+Organisational+
Development+ Score+ Weight+Comment++
Adviser's+notes+ Aims%of%this%section:# To#explore#the#systems#and# procedures#in#place#to#support#staff# and#volunteers,#and#which# contribute#to#building#an# environment#conducive#to#good# staff#performance.## ++ ++ ++ ++ All"staff"members"have"an" employment"contract"and"relevant"
job"description." 3+ 20,0%"Not"yet"
implemented" Employment"contracts"only"apply"to"paid"staff,"but"it"is" recommended"that"organisations"have"job"descriptions" and"role"specifications"for"volunteers.""Organisations" have"to"ensure"volunteer"documents"do"not"set"out" "rights""or""obligations"." The"organisation"has"a"staff" handbook"which"covers"all"HR"and" organisational"policies"which"staff"is" to"be"aware"of"and"is"responsible" for"adhering"to.""
3+ 10,0%"Not"yet"
implemented"" The"handbook"should"also"include"volunteers."" A"staff"appraisal"system"will"be"in" place"and"all"staff"will"have"a" development"plan."The" organisation"will"actively"support" the"training"of"staff"in"relation"to" their"development"plans.""
3+ 20,0%"Want"to."But"not"
yet"implemented" You"want"to"explore"with"the"organisation"how"they" assess"staff"performance"and"identify"gaps"in"staff" capacity"and"skill"sets"and"provide"appropriate"training."" Good"staff"performance"will"be" recognised"and"rewarded."
5+ 10,0%" ""
You"will"want"to"explore"with"the"organisation"how" performance"is"rewarded."Reward"may"be"financial"or" nonCfinancial.""Evidence"they"may"be"able"to"cite"could" include"bonuses,"share"dividends,"staff"surveys,"staff" away"or"fun"days,"training"etc."" The"organisation"has"health"and" safety,"diversity"and"equal" opportunity"policies"which"are" reviewed"at"least"once"a"year"to" ensure"they"are"in"line"with"new" legislation"and"monitored"to"ensure" that"the"organisation"operates"in" compliance"with"its"policies."""
2+ 15,0%" Doesn't"exist."
These"policies"are"not"mandatory"for"all"organisations," but"is"considered"good"practice"for"an"organisation"to" have"them"in"place,"to"ensure"the"organisation"is" compliant"with"the"relevant"legislation"and"that"it"can" demonstrate"that"these"issues"have"been"considered,"in" the"event"of"an"employment"tribunal."""""""" The"organisation"has"clear" communications,"grievance"and" staff"(including"volunteer)" complaints"procedures"in"place"and" any"staff"issues"are"dealt"with"in" accordance"to"the"policies.""
1+ 15,0%" Doesn't"exist."
"" The"organisation"will"undertake"a" regular"review"of"its"business"plan" to"identify"and"fill"any"gaps"in"its" resources,"knowledge"or"skills" which"could"prevent"it"from" effectively"delivering"its"services." 5+ 10,0%" Board"meetings" will"cover"ALL" important" management" issues" ""
Average+Weighted+Score++ 2,95+ 100,0%+
" 14"
(APX. III)
PT2020 Project Merit (PM) Explanation
A.
Quality of the Project
B.
The impact of the project on the competitiveness of its company
C.
The contribution of the project to the economy
D.
The contribution of the project to regional convergence
MP=0.3 A + 0.2 B + 0.2 C + 0.3 D
Each criterion (A-D) has sub-criteria that in their totality amount to the total of that specific
criterion’s score. Each sub-criterion is scored on a one to five scale, as well as the final MP score
which is then rounded up to the nearest hundredth.
The sub-criterion for
A
consists of the following scoring system
A= 0.5 A1 + 0.5 A2
A.1 Coherence and rationality of the project: Evaluates the quality of the project in relation to the
strategy of the company, valuing the project with the biggest impact in terms of business
diversification. Maximum points (5) are given to projects with an investment plan most in line
with the company strategy, and presents technical, economic and financial sustainability for long
term business. A clear distribution strategy for products sold in aimed markets has to be concise.
A.2 Degree of Innovation: The project is evaluated as a function of the amplitude of innovation,
market adequacy, and the project’s degree of novelty. The level of amplitude and market
adequacy takes into consideration technological, marketing and organizational innovation. The
degree of novelty is measured by fitting the project into three categories: The company is new to
the world (international), New to the market (national), and new to the company. Maximum
international novelty label.
The Sub-criterion for B consists of the following scoring system: B= 0.5 B1 + 0.5 B2
B.1 Propensity to international markets: The intensity of exports and the qualification of
international markets are calculated as a function. The intensity of exports is calculated by
dividing the post-project volume of international business by the post-project volume of total
business. The qualification of international markets is labeled either Weak, Average or Strong,
depending on the company’s degree of international presence. A Company is labeled Weak if its
presence is only in one international market, Average if its presence is slightly better than the
Weak label, and Strong if it is present in 3 or more international markets. Maximum points (5)
are given to the project that has a Strong international presence and 25% or more on the exports
intensity function.
B.2 Propensity to generate value: For this sub-criterion the level of added value, the position on
the extended value chain, and the competitive advantages need to be calculated. The level of
added value is calculated by dividing the post-project VAB by the post project VBP.
VBP = Volume of business + production inventory variance + works carried out to its own
entity + additional income + subsidies exploited
VAB = VBP – Intermediate consumption
As for the company’s position on the extended value chain, and its competitive advantage: A
Weak label is given if the company has a limited presence on the value chain, with little
sustainable competitive advantages. An Average label is given to a company that already has a
" 16"
label is given to a company that has a strong presence along the value chain, controlling crucial
links like distribution, design, marketing, etc. And presents a strategy that is based on unique
products or processes, that are hard to replicate.
The Sub-criterion for
C
consists of the following scoring system:
C= 0.4 C1 + 0.4 C2 + 0.2 C4
C.1 Complementary contribution of the project to the Operational Program and to other thematic
domains. A project contributes to the Operational Program when it is present in high knowledge
and high technology sectors. If so it receives 4 points, an additional 0.5 points is given if the
company contributes to other thematic domains, these include Social inclusion and job creation,
human capital training programs, and projects with ecofriendly job creation. Another 0.5 points is
given if the project contributes to societal challenges.
C.2 Degree of qualified job creation: This sub-criterion values the projects that create the most
qualified jobs. Companies that fit the criteria of a Micro Company need to hire 4+ employees to
get the maximum of 5 points, Small companies need to hire 6+, and Medium companies need to
hire 11+.
C.3 The contribution of SMC to investigation and innovation to an intelligent specialization: If
the project contributes to an increase in the country/region’s specialization through adopting
strategies of Investigation and Innovation, then 5 points is given, if otherwise 3.
The Sub-criterion for
D
consists of the following scoring system:
C= 0.5 D1 + 0.5 D2
D.1 Degree of fit in the RIS3 framework per region: The degree of alignment that the project has
with the RIS3 framework can give 2 points if there is no alinement, 3 if there is little alignment,
collective efficiency.
D. 2 The contribution to regional development: This sub-criterion generates its scoring system
through a matrix that factors in the work market conditions per region, and the number of jobs the
company creates. The work market conditions are labeled as either Slight, Moderate, and
Accentuated, and this already supplied by the PT2020 program per region. For Accentuated work
market condition for a micro company, a maximum score (5) is obtained if six or more jobs are
! 18!
Chairman!
(APX. IV)
Staff Salary & Hierarchy
Inflation 1,6%
Months-
Year 12,00
Staff
Santar Garden Village
Contract
Qualification
Nº of Employees
Salary
Salary
Salary
Salary
Function
2018
2019
2020
2021
monthly
2018
monthly
2019
monthly
2020
monthly
2021
Assistant Manager
Full Time
VI
1,0
1,0
1,0
1,0
1.300,00
€
1.321
€
1.342
€
1.363
€
Marketing Manager
Full Time
VI
1,0
1,0
1,0
1,0
800,00
€
813
€
826
€
839
€
Store Staff
Full Time
II
3,0
3,0
3,0
3,0
540,00
€
549
€
557
€
566
€
Gardeners
Full Time
II
2,0
2,0
2,0
2,0
540,00
€
549
€
557
€
566
€
Board!of!Directors!
Assistant!Manager!
Marketing!Manager!
(APX .V) Turnover
Santar Garden Village
Important
Year
Nelas
2018
2019
2020
2021
Tickets
Number of Estimated tickets
15.347
16.882
18.148
19.056
% of non-payed Tickets
25%
25%
25%
25%
Number of Payed Tickets
11.510
12.662
13.611
14.292
Number of non-payed Tickets
3.837
4.221
4.537
4.764
Normal Ticket
Mean n. º of Annual Visitors
6.433
16.882
18.148
19.056
Mean n. º of daily visits
42
46
50
52
Annual n. º of payed tickets sold
4.825
12.662
13.611
14.292
N. º of open working days
153
365
365
365
Mean Ticket Price
4,88
€
4,96
€
5,04
€
5,12
€
Total Earnings - Tickets - Normal Tickets
23.536
62.752
68.537
73.116
% Over all earnings
15,40%
14,70%
14,50%
14,50%
Renting Audio guides
Mean n. º of daily visitors
42,0
46,3
49,7
52,2
% Usage
50,0%
50,0%
50,0%
50,0%
N. º of Users
21,02
23,13
24,86
26,10
Mean Renting Price
2,44
€
2,48
€
2,52
€
2,56
€
N. º of open working days
153
365
365
365
! 20!
% Over all earnings
5,10%
4,90%
4,80%
4,80%
Total Earnings - Tickets
31.381
€
83.669
€
91.382
€
97.488
€
% Over all earnings
20,50%
19,60%
19,40%
19,30%
Workshops and Events
Cosmos Concerts
Events per year
3
4
4
5
Mean n. º of participants
80
80
80
80
Mean Price per person
20,00
€
20,32
€
20,65
€
20,98
€
Earnings of Cosmos Concerts
4.800,00
€
6.502,40
€
6.606,44
€
8.390,18
€
% over all earnings
3,10%
1,50%
1,40%
1,70%
Festival Primavera Viseu
Events per year
2
2
2
Mean n. º of participants
80,00
80,00
80,00
Mean Price per person
4,07
€
4,13
€
4,20
€
Earnings of Festival Primavera Viseu
0,00
€
650,41
€
660,81
€
671,39
€
% Over all earnings
0,00%
0,20%
0,10%
0,10%
Workshops (Wine Tastings, Photography, Gardening)
Mean n. º of daily visitors
42,0
46,3
49,7
52,2
% Usage
27,5%
27,5%
27,5%
27,5%
Mean n. º of users
11,56
12,72
13,67
14,36
Mean Price
16,54
€
16,81
€
17,08
€
17,35
€
N. º of open working days
153
365
365
365
Workshops Earnings (Wine Tastings, Photography, Gardening)
29.269,42
€
78.038,62
€
85.233,08
€
90.927,78
€
% Over all earnings
19,10%
18,30%
18,10%
18,00%
Total Earnings - Workshops and Events
34.069,42
€
85.191,43
€
92.500,33
€
99.989,34
€
% Over all earnings
22,30%
19,90%
19,60%
19,80%
Tours
571,669
Chariot
Mean n. º of visitors (passive to consumption)
42,05
46,25
49,72
52,21
% Usage
12%
12%
12%
12%
Mean n. º of Users
5,05
5,55
5,97
6,26
Mean n. º of Rides
1,26
1,39
1,49
1,57
Mean Price (2h)
42,01
€
42,68
€
43,36
€
44,05
€
N. º of open working days
153
365
365
365
Total Earnings - Chariot
8.106,78
€
21.614,45
€
23.607,11
€
25.184,38
€
% Over all earnings
5,30%
5,10%
5,00%
5,00%
Horse Rides
Mean n. º of visitors (passive to consumption)
42,05
46,25
49,72
52,21
% Usage
6%
6%
6%
6%
Mean n. º of Users
2,52
2,78
2,98
3,13
Mean Price (2h)
32,11
€
32,63
€
33,15
€
33,68
€
N. º of open working days
153
365
365
365
Total Earnings – Horse Rides
12.395,54
€
33.049,19
€
36.096,03
€
38.507,72
€
! 22!
Total Earnings - Tours
20.502,32
€
54.663,64
€
59.703,14
€
63.692,10
€
% Over all earnings
13,40%
12,80%
12,70%
12,60%
Meeting Room (Coffee-break)
Mean n. º of Yearly Events
4,0
5,0
5,0
5,0
% Usage
0,0%
0,0%
0,0%
Mean n. º of Users
10,00
10,00
10,00
10,00
Mean Price
15,00
€
15,24
€
15,48
€
15,73
€
N. º of working months
5
12
12
12
Total Earnings - Meeting Room (Coffee-break)
3.000,00
€
9.144,00
€
9.290,30
€
9.438,95
€
% Over all earnings
2,00%
2,10%
2,00%
1,90%
Store
Merchandising
Mean n. º of Daily Visitors
42,0
46,3
49,7
52,2
% Usage
48,0%
48,0%
48,0%
48,0%
Mean n. º of Users
20,18
22,20
23,87
25,06
Passers
7,00
12,00
14,00
15,00
Mean Price
15,00
€
15,24
€
15,48
€
15,73
€
N. º of working months
153
365
365
365
Total Earnings - Merchandising
62.383,51
€
190.246,41
€
214.002,77
€
230.022,56
€
% Over all earnings
40,80%
44,50%
45,40%
45,50%
Other Earnings
1,0%
1,0%
1,0%
1,0%
Total Other Earnings
1.513,36
€
4.229,14
€
4.668,79
€
5.006,31
€
% Over all earnings
1,00%
1,00%
1,00%
1,00%
Total Earnings - Santar Garden Village
152.849,71
€
427.143,46
€
471.547,68
€
505.637,16
€
Annual Growth
179,45%
10,40%
7,23%
Inflation
1,6%
1,6%
1,6%
(APX. VI)
Paid & Non-Paid Museum Tickets
Museum Tickets Study
Paid
Non-Paid
Total
Museu Nacional de Machado
de Castro
7 712
26 375
34 087
Museu Monográfico de
Conimbriga
38 283
63 618
101 901
Museu de Grão de Vasco
8 281
120 842
129 123
Convento de Cristo
128 740
54 287
183 027
Mosteiro da Batalha
189 078
82 834
271 912
Mosteiro de Alcobaça
122 399
58 151
180 550
Total
494 493
406 107
900 600
! 24!
(APX. VII)
Nationality of Tourists in the Municipality of Nelas & Museum Distances from Nelas
Guests at Tourist Accommodations by Municipality, According to Country of Residence
Municipality
Portuguese
European
(excluding
Portugal)
Germany
Spain
France
UK
Africa
America Asia
Oceania Total
World
Nelas
16 608
2 642
216
1 414
426
80
22
312
46
9 19639,
84,6%
13,5%
1,1%
7,2%
2,2%
0,41%
0,11%
1,59%
0,23%
0,05% 100,0%
Museums in Viseu
Distance in a
Straight Line to
Nelas
Driving Distance
to Nelas
Casa Museu almeida Moreira
9,61 km
15,88 km
Museu de Arte Sacra
9,51 km
15,88 km
Museu Nacional Grão Vasco
9,88 km
16,20 km
Museu do Quartzo
13,59 km
27,40 km
Museu do Caramulo
23,86 km
43,30 km
Churches and Monuments Viseu
Distance in a
Straight Line to
Nelas
Driving Distance
to Nelas
Adro da Sé
9,20 km
16,20 km
Igreja do Carmo
9,50 km
16,30 km
Igreja dos Terceiros de São
(APX. VIII)
Garden Houses Tickets Study
Children Tickets 12
≤
(Garden Houses)
Casa de Mateus (Vila Real) 7
≤
3,50
€
Casa de Juste (Lousada) 6
≤
n.a
Quinta das Lágrimas (Coimbra) 15
≤
1,00
€
Palácio de Fronteira (Lisboa)
n.a
Quinta da Regaleira (Sintra) 14
≤
3,00
€
Palácio Nacional e Parque da pena (Sintra) 17
≤
9,00
€
Chalet e Jardim da Condessa D'edla (Sintra) 17
≤
7,00
€
Paço Ducal (Vila Viçosa)10
≤
n.a
Mean Price
3,36
€
Normal Tickets (Garden Houses)
Casa de Mateus (Vila Real)
9,00
€
Casa de Juste (Lousada)
2,50
€
Quinta das Lágrimas (Coimbra)
2,50
€
Palácio de Fronteira (Lisboa)
7,50
€
Quinta da Regaleira (Sintra)
6,00
€
Palácio Nacional e Parque da pena (Sintra)
11,50
€
Chalet e Jardim da Condessa D'edla (Sintra)
8,50
€
Paço Ducal (Vila Viçosa)
6,00
€
Palácio da Bacalhôa
6,00
€
Quinta da Avaleda
5,50
€
Mean Price
6,50
€
Student Card Tickets (Garden Houses)
Casa de Mateus (Vila Real)
n.a
Casa de Juste (Lousada)
n.a
Quinta das Lágrimas (Coimbra)
n.a
Palácio de Fronteira (Lisboa)
n.a
Quinta da Regaleira (Sintra)
3,00
€
Palácio Nacional e Parque da pena (Sintra)
n.a
Chalet e Jardim da Condessa D'edla (Sintra)
n.a
Paço Ducal (Vila Viçosa)
n.a
Palácio da Bacalhôa
n.a
! 26!
Elderly Tickets 65
≥
(Garden Houses)
Casa de Mateus (Vila Real)
n.a
Casa de Juste (Lousada)
n.a
Quinta das Lágrimas (Coimbra)
1,00
€
Palácio de Fronteira (Lisboa)
n.a
Quinta da Regaleira (Sintra)
4,00
€
Palácio Nacional e Parque da pena (Sintra)
9,00
€
Chalet e Jardim da Condessa D'edla (Sintra)
7,00
€
Paço Ducal (Vila Viçosa)
n.a
Mean Price
5,25
€
Family Tickets (Garden Houses)
Casa de Mateus (Vila Real)
n.a
Casa de Juste (Lousada)
n.a
Quinta das Lágrimas (Coimbra)
5,00
€
Palácio de Fronteira (Lisboa)
n.a
Quinta da Regaleira (Sintra)
18,00
€
Palácio Nacional e Parque da pena (Sintra)
n.a
Chalet e Jardim da Condessa D'edla (Sintra)
n.a
Paço Ducal (Vila Viçosa)
n.a
Mean Price
!
!!
11,50%€%
School Group Tickets (Garden Houses) p.p
Casa de Mateus (Vila Real)
n.a
Casa de Juste (Lousada)
n.a
Quinta das Lágrimas (Coimbra)
n.a
Palácio de Fronteira (Lisboa)
3,00
€
Quinta da Regaleira (Sintra)
n.a
Palácio Nacional e Parque da pena (Sintra)
n.a
Chalet e Jardim da Condessa D'edla (Sintra)
n.a
Paço Ducal (Vila Viçosa)
n.a
Mean Price
3,00
€
(APX.
IX) SGV
Model
Pictures
Areas in Red correspond to
SGV gardens.
! 28!
0! 500! 1000! 1500! 2000! 2500! 3000! 3500! 4000! 4500! 5000! OP!Compe22veness!and!Interna2onaliza2on!OP!Social!Inclusion!and!Employment! OP!Human!Capital! OP!Sustainability!and!Efficiency!for!use!of!ressources!! Rural!Development!Program!J!Con2nent!! OP!Mar!2020! OP!North! OP!Centre! OP!Alentejo! OP!Lisboa! OP!Algarve! OP!Açores! OP!Madeira! Rural!Development!Program!J!Açores! Rural!development!Program!J!Madeira!
OP!Technical!Asistance!
EU!Funding!by!Program!€M!!
(APX. X)
PT2020 Investment Per Region
(APX. XI)
Gross Added Value Leading Industries Centre Region
Pg. 47 RIS
0.00%! 5.00%! 10.00%! 15.00%! 20.00%! 25.00%! 30.00%! 35.00%! 40.00%! 45.00%!
