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Regroupement des éco-quartiers

TheÌýÌýis a network of actors strongly rooted throughout the Montreal area. The REQ set up mechanisms to be recognized, by decision-makers, keyÌýstakeholdersÌýand citizens, as a key leader in education on the environment thanks to the strength and cohesion of its network, the rigor of its operations and its constructive approach based solutions rooted in the local reality.Ìý

Urban Pardes - Paradis Urbain

The vision ofÌýÌýis to assist individuals, who, due to their mental illness, are having difficulty moving forward and recovering their lives. Their world is often gray, concrete and confining.

Women AwareÌý

Ìýis a non-profit, community-based center founded by former victims of domestic violence. Their mission is to support, inspire and empower – as well as prevent and strive to end domestic violence against women, men, youth, and children.

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offers free mental health services to refugee victims of trauma and violence. It does this by connecting patients with a network of clinicians, who are renumerated for their services byÌýRIVO. It has demonstrated a keen flexibility and adaptability to meet the needs of newcomers to Montreal over the last 20 years.

The Open Door - La Porte Ouverte

is a drop-in centre providing services to homeless and low-income people in downtown Montreal. It provides food, employment services, counselling, and shelter during the day to over 160 clients. The mandate was to launch a self-sustainable social enterprise to reintegrate homeless people into society, some challenges were the feasibility of implementation, a dashboard for candidate selection based on demographics and industry selection.

Institut des troublesÌýd’apprentissageÌý(ITA)

The mission of the is to support individuals facing learning disabilities by raising awareness about the severity of the issue and by providing an information platform representing the benchmark for awareness about learning disabilities. To satisfy its mission, ITA provides a variety of services that target different groups in society. An MNFPC team worked on creating sustainable public relations campaign to increase awareness for ITA and attract new a new segment of members.

Pour 3 Points

is an organization that aims to develop and transform athletic coaches into life coaches, in order to give them the necessary skills to teach and mentor high school aged athletes coming from unfavourable backgrounds. This in turn, gives the athletes a support network allowing them to not only succeed athletically, but also academically and in life. An MNFPC team worked with Pour 3 Points to build a business plan with the main goal of identifying and developing sustainable revenue sources, through marketing, event growth and operations.

Social Justice Connection

is an independent Canadian organization working to provide education and advocacy concerning global poverty and inequality. An MNFPC team worked with SJC to improve the profitability of its education workshops operations towards achieving a self-sustaining program.

Taking Root

used to promote its activities through the sale of carbon offsets which, however, were not popular among the Montreal community. An MNFPC team conducted a study (via benchmarking and interviews) to assess the potential market size for Taking Root and recommended a new strategy tailored to the specific requirements of each potential target.

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The Segal Centre

is a meeting place for the performing arts, and plays a leading role in the artistic development of Montreal’s youth and the creation of its cultural legacy. Because its mandate is to make culture accessible, it relies heavily on donations. An MNFPC team worked with the Segal Centre to identify opportunities for diversifying its revenue sources, with particular emphasis on changes to governance, structure and business model.

Santropol Roulant

is an organization dedicated to strengthening and nourishing its local community with an emphasis on active youth engagement, urban food systems, food security and community care. It was seeking opportunities to expand its current offerings within the limits of its operational capabilities and while preserving its core mission and values. An MNFPC team built a business plan for extending Santropol Roulant’s productÌýline,Ìýand developed a marketing and operations plan for its rollout.

Robin des Bois

A team worked with , a not-for-profit restaurant that runs a program where employees work with volunteers to service the restaurant. All proceeds from the sale of meals are redistributed to charitable organizations that work in the community to overcome loneliness, socialÌýisolationÌýand poverty. Restaurant management wanted to generate more profits through new initiatives and the team, after much research, drafted a comprehensive business plan outlining recommendations for new revenue streams complete withÌýcost-benefitÌýanalysis.

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ETHIK-BGC

Another team worked with , a social economy project of FEM International, a not-for-profit organization that empowers women through socially and ecologically responsible entrepreneurship. Ethik’s core operation is a boutique which showcases the creations of more than 40 ethical clothing designers.Ìý The team carried out intensive research and analysis to provide recommendations that would increase boutique revenues that Ìýwould benefit not only ethical clothing designers but also help fund other projects for FEM International. The final business plan was Ìýpresented to the board of FEM International.

CentreÌýPhilou

A team from Winter 2011 worked with , aÌýMontreal basedÌýNGO that caters to physically disabled children. CentreÌýPhilou sought to expand its current operations by providing a post-Botox physiotherapy service , which seems to be in shortage within the public health system. The team drafted a comprehensive business plan covering several aspects such as Marketing,ÌýFinanceÌýand potential sponsorship options. During the course of the work, the team carried out extensive research to come up with substantiate findings and presented a positive recommendation for the NGO's desired expansion.

YWCA

The second team from the Winter 2011 run of the program helped , which is one of the largest and oldest women's organization in Montreal. The team carried out an intensive analysis to judge how the YWCA'S donation based merchandise boutique could be improved to benefit the association's working. A detailed business plan was presented to and discussed with the YWCA's director and associated officials.

St-Ambroise Montreal Fringe Festival

A team of students worked with the to help them devise marketing and promotion strategies to attract a wider Francophone audience to their shows. In doing so, the team also undertook an assessment of the organization’s branding strategy, conducting primary and secondary research for their market and audience analysis. Based on their findings, the team presented the organization with an action plan to help them achieve their goals and targets.

Equiterre

In this case, the team worked with , an NGO focused on community, equality and the environment, to help develop a Consulting Service branch to their operations (Service Conseil de Developpement Durable). The team presented Equiterre with a Business Plan consisting of the service offerings, operational plans and pricing strategy for the service. They also prepared guidelines to help the new branch with internal recruitment, knowledge management and project pricing.

Mile End Legal Clinic

A team of students worked with a based in one of the Montreal communities to help them grow, sustain and expand their operations. After doing an internal, market and strategy analysis, the team presented the client a five-year strategy with supporting implementation and business plans to help them to fulfill their mission and provide a quality service.

MUCS (Montreal Urban Community Sustainment)

This team worked for a Montreal not-for-profit organization which focuses on sustainable food and community projects, to help them come up with an ownership and financial plan for the construction of a new community center. The center would house community organizations, social economy businesses, and residents in need of affordable co-operative housing. In their work, the team did an extensive analysis of the community interests, building design,Ìýfinancing,Ìýand project sustainability, and left the NGO with a flexible financial model to use in their project assessment.