SSMU
Sustainability
Case
Competition
Exit Report
Written for the Office
of Sustainability
Projects Fund,
McGill University
Inna Tarabukhina
July 2012
SSMU Case Comp Exit Report
Inna Tarabukhina
Table of Contents
Summary ........................................................................................................ 3
Analysis of Feedback ....................................................................................... 4
Budget ............................................................................................................ 5
Suggestions: Making the Competition Renewable ............................................ 6
Conclusion.................................................................................................... 13
Appendix A: Budget
Appendix B: Timeline
Appendix C: McTavish Renovations Contacts
Appendix D: Existing Sponsorship Package
Appendix E: Executive Team Job Descriptions …..…………………………………14
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Summary
The 2011-2012 SSMU Sustainability Case Competition was created to address two relevant
issues on campus – the closing of the student-run Architecture Café as well as the need for
direct student engagement on campus. From the Competition website, there were three
objectives to be met:
1. To create a student-managed, McGill-wide collaboration among students in the domain
of environmental sustainability
2. To provide students with the opportunity to network with one another as well as with
industry professionals
3. To obtain a proposal for a student-run café that is innovative and implementable
The Competition consisted of two rounds. In the first round, the selected applicants were
divided into fifteen teams. In order to advance to the second round, they were given two weeks
to come up with a short description of a unique vision of their café. During the second round,
the remaining six teams participated in six mentorship sessions and completed relevant tasks.
There were also a series of cocktail events for the participants, paid for by the Competition. The
first was a welcoming event at the start of the Competition. The second was a celebratory
cocktail, to which both the finalists and mentors were invited. The Competition culminated with
an Expo – a day for the finalists to present their vision to the students, as well as the judges.
The winner was decided following a both student and judge vote; second and third places were
also allocated.
The Case Competition unfolded over six months during the school year. The winners of the
Competition received the following prizes:
1. First place - $1000 each for a total of $4000 per team
2. Second place - $500 each for a total of $2000 per team
3. Third place - $250 each for a total of $1000 per team
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These and other funds were obtained by means of fundraising from local businesses and
corporations as well as McGill offices (such as the SPF). Many of the sponsors of the
Competition also became mentors, and delivered presentations to the students on the topic of
their specialty. In addition, the students were required to shoot and market a promotional
video depicting the ideas behind the café concept. The finalists’ final reports included
deliverable from each of the six topics, as well as a short presentation made to the panel of
judges on the day of the Expo. The mentorship topics/points of assessment included the
following:
1. Community Engagement
2. Community Awareness
3. Organizational Behavior
4. Sustainable Architecture
5. Sustainability Filter and Life-Cycle Analysis
6. Sustainable Practices
Based on the feedback of the students, participants and judges, the Case Competition was able
to meet the three objectives it has set. Suggestions and recommendations will be discussed in
subsequent sessions.
Analysis of Feedback
106 students applied to be part of the Case Competition, and 60 entered the first round; 24
participants advanced to the second round.
Following the Competition, participants were asked to provide feedback and their impression of
the Competition. This section will describe the most common comments received.
Everyone agreed to have learned a lot, about both sustainability and the business details in
presenting their case. The students felt comfortable participating even though many lacked
appropriate experience. Thus, the Competition offered students a chance to learn from not
only their mentors but from each other as well and learn to utilize complementary experiences
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towards a common goal. Nevertheless, some teams felt that a training session focused solely on
business would be useful.
Students also agreed that a big part of the Competition they enjoyed was engaging and talking
to other students on campus. The Competition had a significant marketing component, which
required the participants to involve the community directly, in order to promote their entry, as
well as the Competition itself. As a result, close to 700 people attended the Expo event.
Moreover, even thought students felt adequately introduced to sustainability initiatives on
campus, many wished to participate in more collaborative events (such as the DBCS
Conference, to which the finalists received free admission). Asking the participants to promote
such events to the student body could be yet another way of engaging the campus in
sustainability.
The six final teams were mentored and judged by six professionals who are involved in
sustainability. The judges provided positive feedback regarding their experience with the
Competition and their encounter with the students. Their suggestions included having more
time to review the reports, as well as a chance to discuss them, in addition to viewing and
discussing the final pitching presentations. A few offered to bring junior professionals to
subsequent Competitions in order to enhance the mentorship experience for the participants.
However, a common concern among participants was the lack of follow-through and the
termination of the student involvement with the termination of the Competition. Subsequent
Competition organizers should develop ways of integrating the winning teams in the
implementation of whatever project is at hand.
Budget
Since the Competition falls under SSMU, any shortcomings of the budget will be paid for by
SSMU. The Competition budget 2011-2012 is included as Appendix A.
The fundraising revenue was $7,500 – enough to cover the prize money for the participants
($7000) as well as a portion of the administrative costs of running the Competition.
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Food cost was an unforeseen expense - a choice of a more affordable caterer is suggested in
the future. Furthermore, a marketing opportunity can be offered in exchange for a discount.
It is also suggested to decrease printing costs by re-using paper or using recycled paper only.
In order to guarantee the budget, an arrangement with SSMU can be made – the Competition is
responsible for covering the costs of prize money and promotions, through fundraising and
grants available at McGill. SSMU would then subsidize food and wine costs, as well as any
applicable rental fees. A reasonable limit to SSMU’s financial involvement can be set; any
expenses exceeding it would also fall under the Competition.
Suggestions: Making the Competition Renewable
In order for the Competition to secure a permanent role on campus, it must expand its
community engagement strategy, while being flexible enough to integrate relevant and
important sustainability issues at McGill.
Six action pillars are proposed below:
1. Secure the Competition as a permanent part of the SSMU VP Internal (alternatively, VP
Finance and Operations) Portfolio
2. Designate a member of the Competition Executive Committee a partnership role with
SPF, SSMU Sustainability and SSMU Executive to meet on a regular basis and discuss
relevant sustainability objectives on campus
3. Develop a systematic approach to securing stakeholders – a sponsorship package with a
focus on partnership and collaboration opportunities
4. Integrate the Competition on campus early on, via participation in Activity Nights in
September and January
5. Integrate events that involve the larger McGill community, in addition to participants.
These can take shape as public presentations, tabling sessions with interactive activities,
public vote, as well as acknowledgement at SSMU Events. Other possibilities include
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allowing the Competition to collaborate in organizing and running sustainability events
around campus
6. Expand the Competition’s presence in social media include more video-based material
Other recommendations include the following:
1. Renaming the SSMU Sustainability Case Competition to SSMU Sustainability
Challenge. This will eliminate any undue business focus, which will not apply to all
projects.
2. Making the McTavish Street renovations the focus of the 2012-2013 Competition.
3. Reducing the amount of prize money or increasing the number of participants per
team (while keeping team prizes the same – less per participant). This will allow the
Competition to accommodate a larger number of students and thus leave a greater
impression on the community.
4. In addition to McGill media, invite local Montreal media to mention the
Competition. This will contribute to McGill’s overall Community Engagement
strategy.
The Six Action Pillars
This subsection will include a more detailed discussion of the six action pillars stated above,
with additional comments pertaining specifically to the McTavish Street renovations.
1. The role of the SSMU Executive in the Competition is not enforced, and thus varies with the
individual level of involvement. The Competition should become a part of the Executive
portfolio in order to maintain accountability. VP Finance and Operations is helpful with
managing resources. However, SSMU VP Internal may be more appropriate, in order to
better integrate the Competition with existing events. Having such a close relationship with
SSMU would also allow for timely actions in recruiting Competition executives as well as
attracting stakeholders. Moreover, this will contribute to securing a guaranteed budget for
the Competition.
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The 2011-2012 Competition was managed in the following way:
SSMU VP Finance and
Operations; Chair 1 and 2
Communications Officer
Logistics Officer
Communications Volunteers (10-12)
Logistics Volunteers (3-4)
Original Competition Structure
2. A revised structure of the Competition Executive Team is proposed below.
SSMU VP Internal
Chairs
VP Communications
VP Logistics
Community Engagement
Coordinator
Volunteers
Volunteers
Volunteers
Revised Competition Structure
The added position of the Community Engagement Coordinator will be responsible for
maintaining close contact with the stakeholders, (including SSMU Executives and SSMU
Sustainability, SPF, and potential partners like Alumni Relations, Student Affairs and
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First-Year Offices) in order to report on current sustainability initiatives on campus. He
or she would also be responsible for obtaining partnerships with the above-mentioned
offices during their campus-wide events in order to bring more attention to the
Competition and engage the campus community. He or she, along with the
Communications Officer will be present at campus initiatives such as Street Fest and
Activities Night.
The Communications Officer will be responsible for publicity and initial recruitment of
participants, as well as maintaining ongoing communications within the Competition.
The Logistic Officer will deal with inter-Competition event planning as well as space
rentals for the Expo and Cocktails. The detailed job descriptions can be found in
Appendix E.
3. The Case Competition Chairs are responsible for recruiting sponsors and stakeholders.
There is an existing Sponsorship Package that outlines the Competition structure and
purpose, as well as different potential levels of involvement and benefits of each.
With a strong Community Engagement component, and subsequent enhanced presence
on campus, the Competition will be able to offer comprehensive marketing benefits for
the sponsors. Currently, there are Platinum, Gold and Silver levels of sponsorship, each
with a growing degree of exposure on campus, such as company banners during the
Expo for Gold Sponsors. The existing sponsorship package is available for reference in
Appendix D.
It is recommended that the Competition approach additional stakeholders, apart from
those recruited as members and donors from the private sector. As stated above, a
more definitive presence from SSMU Executive is recommended. Student Affairs Office
and Dean of Students should be approached for funding, as well as access to student
engagement events and consultation regarding the relevant student affairs on campus.
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Other potential stakeholders include Development and Alumni Relations and their
annual, sustainability-dedicated Class Action Committee. McGill Alumni will not only be
a good source of mentors and judges, but also another exposure opportunity, though
their website, publications and alumni events.
In generating interest in the Competition, it is important to strike a balance between
outside industry and inter-university resources. While business professionals remain a
good source of expertise, McGill office collaborations will draw in maximum student
involvement. Moreover, in order to secure more funding, it is recommended to focus on
smaller donations from a larger number of local donors.
4. One of the problems the original Competition faced was timely recruitment of
participants and volunteers. The subsequent Competitions need to have an Executive
Team recruited over the summer. The proposed timeline is attached in Appendix B. The
stakeholders, mentors and judges should be secured during the months of July and
August preceding the Competition year.
The Competition should have a presence during events such as Street Fest and Activities
Night, which the Community Engagement Coordinator would secure. Participant and
volunteer recruitment should also take advantage of the student residences.
In order to maintain interest and energy of the participants and volunteers throughout
the Competition, in addition to prize money, a letter of involvement from the Dean of
Students is recommended.
5. It is recommended that the Competition has a more highlighted Community
Engagement component that takes the initiative outside the narrow circle of
participants and delivers it to the campus at large. The focus should not only be limited
to the Competition, but to the topic of Sustainability at large. Possibilities include film
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screenings, speaker series, promotional tables and displays set up around campus and
coordinated by the participants.
For example, each team would be responsible for organizing one such event in their
dedicated week, including promoting it to the student body and staff. Further, the
Competition can take part in organizing larger Sustainability events on campus, run by
McGill Offices, offering volunteers, logistical and promotional assistance. Having SSMU
as a partner should also allow the Competition some presence at SSMU events as
ambassadors of student-run sustainability initiatives at McGill.
6. Currently, the Competition has a website (www.ssmucasecomp.com) as well as a
Facebook page. It is recommended that the Competition expand its presence in the
social media. A Twitter account was also created for the Competition and run by
Communications volunteers – a more active Twitter presence is required to engage the
community in a conversation.
A blog is recommended, not only to offer comprehensive updates regarding the
Competition and McGill sustainability initiatives at large, but also to attract and host
guest bloggers – prominent sustainability activists, including faculty, staff and the
greater Montreal and Canadian communities. Pinterest is yet another way to reach out
to the community based on common interests.
Furthermore, video material is both an engaging and informative way to communicate
ideas. These videos can be produced by the Competition in partnership with
stakeholders, focusing on relevant issues or topics. The video updates would keep the
audience engaged in the progress of the Competition as well as deliver sustainability
news from all over campus.
Finally, the Competition should be present on the SSMU website, as well as mentioned
and linked to on the websites of partner offices at McGill.
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The McTavish Street Redesign Project
The redesigning of McTavish Street is an engaging and relevant topic to McGill Students and
would be well-suited as the upcoming Competition’s theme.
While SSMU would host the Competition, the following people and offices should be notified
and collaborated with, for consultation and new developments, in addition to the SPF Working
Group:
o Chuck Adler, Director of Campus Space and Planning
o David Covo, Associate Professor, School of Architecture
o David Gray-Donald, Sustainability Coordinator, SSMU
o Brian Karasick, Physical Planner, Planning and Institutional Analysis
o Lilith Wyatt, Sustainability Projects Fund Administrator, Office of Sustainability
o Paul Guenther, MCIP, PMP
The above-mentioned people can be approached as speakers or mentors. Their contact
information, as well as a list of suggested questions and inquiries can be found in Appendix C.
The nature of the Competition is such that students put forth their visions and see parts of
them implemented. Since McTavish Street is a public space and the biggest street running
through campus, it will serve as a good platform for engaging the campus community in
squaring sustainability with practicality while also meeting McGill needs.
This project will allow for the incorporation of the other recommendations. Bigger teams will
provide added confidence and people-power to run an engaging promotional campaign that
will get campus interested in the Competition. Moreover, this project will generate a lot of
media attention, including public Montreal media which will further highlight student-run
sustainability at McGill.
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Conclusion
The 2011-2012 SSMU Sustainability Case Competition was a unique outlet for student creativity
and met a real need of student-run, campus-wide initiatives. The participants had a chance to
explore sustainability from different perspectives, including a business framework.
The Case Competition has potential of becoming a big part of student experience at McGill by
being institutionalized and adapting a renewable systematic approach to securing stakeholders
and developing lasting partnerships.
With a well-planned Community Engagement component, the Competition participants will
become ambassadors of student-run sustainability at McGill and evolve into a think tank aimed
at improving sustainable infrastructure.
Partnerships with different McGill offices will also promote solidarity and awareness when it
comes to projects at McGill, making their execution more efficient and effectively reaching the
student body. Originality and practicality should remain as the main criteria of the student
proposals, constantly challenging and pushing the participants to deliver high quality final
products.
The Case Competition was and remains one of the first step to a culture shift in the McGill
campus community, to one where student have a consequential role in shaping McGill to fit
their vision of sustainability.
Appendices A, B, C and D are attached.
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Appendix E: Executive Team Job Descriptions
SSMU Executive Member
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Be familiar with preceding Competition’s budget and structure
Recruit Competition chairs
Responsible for drafting, and later, updating the budget
Represent SSMU’s priorities and agenda in Competition planning
Represent the Competition to other Executives
Remain the main contact with the SSMU Sustainability Office
Attend weekly meetings with Competition Executives
Remain the main contact for SSMU Facilities, including room bookings, listserv priority,
rentals of equipment from SSMU, etc.
Provide consultation on including the Competition in large-scale, campus-wide SSMU
events
Remain an ambassador of the Competition to the larger community and provide
ongoing support to the Competition
Competition Chairs

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It is highly suggested that two candidates are recruited as Competition Chairs, to resolve
any schedule conflicts throughout the Competition
Research and develop the Competition structure
Develop a Sponsorship Package that reflects the Competition purpose and goals, as well
as a detailed description of sponsorship opportunities and benefits
Research and approach stakeholders for the Competition year
Recruit VP Communications, VP Logistics and the Community Engagement Officer
Work with SSMU Exec to draft the budget
Revise the timeline of the Competition; work with sponsors to set donation deadlines;
work with VP Communications to set participant recruitment deadlines
Meet with Competition Executive Team on a weekly basis determine required
deliverables and participant tasks, including deadlines, expectations and judging criteria
Maintain contact with mentors and develop the Mentorship Session schedules
Be present at Mentorship Sessions, during the Cocktails, the Exposition and all other
Competition-related events
Remain an ambassador of the Competition to the larger community, including media
Work with stakeholders and McGill administration to provide continued student
involvement in the project upon Competition termination
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VP Communications

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
Develop a comprehensive communications and promotions strategy including social,
print and campus media
Recruit a team of 10-12 Communications Volunteers; recruit additional volunteers as
needed
Recruit participants via posters, leaflets, social media (Facebook, Twitter, etc), tabling on
campus, and via campus media, such as TV McGill and CKUT
Secure Competition presence on campus TV screens; organize class announcement
schedules for volunteers; Expo promotion on McGill home page
Organize, sort and manage relevant Competition data, such as participant lists, team
breakdowns, executive meetings’ agenda, executive team tasks
Send out rejection and acceptance letters, cocktail invitations and other event updates
to the participants, chairs and stakeholders
Act as a secretary during all Competition-related meetings; supervise follow-up and
maintain communication between stakeholders
Remain the main contact for Competition participants, interested media and supervise
all other relevant communication
Send out the required deliverables and Mentorship Session reminders in a timely
manner
Reply to inquiries and other correspondence timely and effectively
Organize and supervise an Expo promotional campaign
Collect participant feedback; send thank you and congratulatory emails; release results
Compile and submit an exit report to be kept on file
Other miscellaneous duties related to the Competition
VP Logistics

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Recruit a team of 3-5 Logistics Volunteers and conduct weekly meetings in preparation
to events
Conduct all room bookings, including booking the SSMU Conference Room for Executive
Meetings
Book the cocktail rooms
Obtain all necessary permits and permissions from SSMU, including alcohol permits for
the cocktails
Recruit servers and bartenders for the cocktail events
Supervise all rentals, including equipment (projectors, speakers, microphones etc.), as
well as furniture (tables, cocktail tables, chairs, etc).
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Develop a floor plan and schedule of the Expo event in the main room; organize the
judges’ room, including ordering refreshments, the projector, etc.
Assist with other tasks in-between events: eg. Communications, community
engagement, etc.
Community Engagement Coordinator

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Recruit a team of 3-5 volunteers
Systematically organize, attend and report on meetings with McGill stakeholders,
including SPF, regarding ongoing sustainability initiatives on campus as well as issues of
interest to students
Consult in Competition and event planning
Over the course of the Competition, produce 3 videos to generate campus participation
Work with SSMU to include the Competition in campus-wide events
Research and develop a comprehensive and renewable community engagement
strategy. Work with SEDE, First-Year Office, Development and Alumni Relations as well
as SSMU Community Engagement Committees for consultation
Maintain a blog related to the Competition, arrange for guest bloggers and network
online
Arrange events open to all students, such as film screenings, sustainability-focused
guest lectures and panel discussions
Work with VP Communication to promote the Competition outside of McGill
Work with McGill to participate in sustainability summits, speaker series or other
expositions
Remain an ambassador of the Competition to the larger community
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