PNP CLASSROOM-BASED Field Projects

BU PNP students gain hands-on consulting experience through classroom-based field projects. In OB840 Management Consulting Field Project, students apply business consulting skills to help non-profits solve complex problems. In SP850 Social Entrepreneurship students work with a non-profit organization to craft a business plan that addresses a societal need in either the for-profit or non-profit sectors. In MK867 Marketing Social Change, students particiapte in semester-long field projects in which student groups will address a specific management problem for a real social-cause organization and provide the organization with a set of actionable recommendations.

Fall 2007 Management Consulting Projects:

ACCESS

Boston Dance Alliance

Dress for Success

Fenway CDC

First Act

Institute of Contemporary Art, Boston

"I'd say all four of us have been fascinated to learn about the nuances and complexities of real estate and housing." Diana Doty, BU PNP '08 and team member for Fenway CDC.

 

Spring 2008 Marketing Social Change Projects:

Ceres

Corporation 20/20

GreenShopper

KLD

 

The Management Consulting Field Project

The Management Consulting Field Project allows students to practice their newly honed management skills in an interactive and dynamic setting while providing specific, project related consulting to a for profit or nonprofit organization. Student teams of two to four students assist established organizations by addressing specific issues in the areas of:

• Marketing
• Operations
• Accounting
• Finance
• Human Resources
• Information management
• Fundraising and Development
• Other

Most Successful Projects

The most successful Field Projects have clearly delineated outcomes and/or deliverables. For instance, an investment strategy for an endowment, an individual donor plan, a capital plan, analysis of accounting software programs, review, analysis and recommendations for a specific operation (reservations, client intake, residential facility maintenance, etc.).

The Scope of Services is the most important component of a consulting engagement because it clearly defines the problem or challenge faced by the organization and defines the parameters of the work that will be done by the consultant.

 

ACCESS (Fall 2007)

Organization: Located in downtown Boston, ACCESS works to ensure every Boston Public School (BPS) student has the financial information and resources to achieve their dream of higher education. ACCESS serves primarily a minority, ESL and low-income population. It provides financial aid information and scholarships to BPS students free-of-charge.

Many students who visit ACCESS are the first in their family to consider college.

Project: BU PNP students issued surveys to local Boston-area high school seniors to analyze their willingness to travel downtown to ACCESS. BU PNP students also interviewed 11 community partner organizations to analyze themes, future ideas for services and reasons students may not use ACCESS. Students also suggested ideas such as exploring student-counselor involvement at schools and partnering with local community organizations.

Team Members: Whitney Grace, Amina Hussain, Adnan Nalwala, CarrieAnne St. Amand

Boston Dance Alliance (BDA) (Fall 2007)

Organization: The mission of the Boston Dance Alliance (BDA) is to support the dance community that invigorates Boston through this living and dynamic art form. Toward that end, BDA provides services that raise the profile of dance, nurture artistic excellence, and enhance the effectiveness and vitality of its individual and institutional members.

Project: BDA was exploring the possibility of a for-profit partnership. BU PNP students researched the benefits of different partnership models such as sponsorship, joint program development, resource exchanges and cause-based marketing. The students’ proposal included a feasibility analysis and “coaching” sessions with the BDA staff about partnerships.

Team Members: Benjamin Bryant, Elizabeth Cartland, Abhishek Kayshap

Dress for Success (Fall 2007)

Organization: The mission of Dress for Success is to promote the economic independence of disadvantaged women by providing professional attire, a network of support and the career development tools to help women thrive in work and in life. Dress for Success Boston has assisted more than 600 women since its founding in 2001.

Project: The BU PNP students’ goal was to assist Dress for Success with ideas for budgeting, financial planning and investing. 

Team Members: Gavin Barber, Dipika Dinesh, Hilary Otey

Fenway CDC (Fall 2007)

Organization: Fenway CDC is a membership organization that works to achieve greater residential stability and diversity in the Fenway neighborhood. We engage residents in community planning, develop affordable housing, and advocate for community services primarily aimed at meeting the needs of low- and moderate-income residents. We envision the Fenway as an urban village—model of smart growth and sustainability where both residential and institutional neighbors thrive. Toward this end, we seek to capitalize on the opportunities and address the challenges arising from the Fenway’s unique concentration of world-renowned institutions, which are important drivers of the regional economy.

Project: BU PNP students worked on a real estate market analysis report, a financial model and four case studies of employer-assisted housing projects to align Fenway CDC with its long-term goals.

Team Members: Diana Doty, Jim Kurdek, Jessie Lee, Yasin Saadatnejadi

First Act (Fall 2007)

Organization: First Act was founded in 1995 and manufactures guitars, musical instruments and accessories. It now sells products in more than 18,000 U.S. retail stores and 20,000 stores worldwide.

Project: First Act was looking for branding and marketing advice to reach its middle consumer segment, those who are intermediate musicians and purchase a guitar for themselves. BU PNP students researched competitors, conducted a retailer analysis, and surveyed and interviewed consumers for recommendations.

Team Members: Allison Byers, Chien Fie Man, Shimonishi Tetsushi

Institute of Contemporary Art, Boston (ICA) (Fall 2007)

Organization: ICA is a nonprofit institution presenting contemporary art in all media: visual arts, film and video, performance and literature. ICA is composed of seven departments, including 74 full-time staff and 40 board members. The organization recently moved into a new facility 3-times the size of the previous building.

Project: BU PNP students’ goal was to develop a Capital Replacement and Improvement Plan and allow ICA Directors to make an informed decision on capital funding requirements for the next 15 years.

 

Past Projects

A sample of past clients include:

Appalachian Mountain Club
The Children’s Museum
Inquilinos Boricuas en Accion
Spark
Thompson Island Outward Bound
Women’s Lunch Place

Non-profit organizations interested in requesting similar partnerships and services can visit our Nonprofit Consulting Services page and download the application.

In addition, students enrolled in the Social Entrepreneurship course, are provided the opportunity to complete a full business plan for an earned income venture for an existing nonprofit organization or they may opt to complete a business plan for a new for profit or nonprofit social enterprise. Nonprofit organizations interested in participating in this course can visit our Social Entrepreneurship page and download the application.

 

Recent Management Consulting Field Projects

Appalachian Mountain Club (AMC) (Fall 2005)

Organization: The Appalachian Mountain Club (AMC) was established in 1876 and is a leader in environmental education, conservation, and outdoor recreation in the Appalachian region. AMC's mission is to promote the protection, enjoyment, and wise use of the mountains, rivers, and trails of the Appalachian region. AMC has more than 90,000 members and sponsors a wide range of activities that include education, research, advocacy, stewardship, volunteer projects, public service programs and publications. AMC manages a system of eight mountain huts, two major visitor information centers, and lodging centers in the White Mountain National Forest in New Hampshire; headquarter offices in Boston; and small offices and recreation destinations throughout New England the Mid-Atlantic.

Need: The Appalachian Mountain Club sought to improve staffing, customer service, marketing, and work flow process in order to carry out its mission more efficiently and effectively. AMC also sought an assessment of the technology component of its reservation and lodging systems.

Project: The Boston University team delivered a series of recommendations, including a feasibility assessment of installing a real time reservation system.

Team Members: Ifeoma Ezeh, Susan Gordon, Alene Kailian, Prateek Raturi, Pat Chao Yang

Boston Children’s Museum (BCM) (Fall 2005)

Organization: Founded in 1913 by a group of teachers in Boston’s Jamaica Plain neighborhood, the Boston Children’s Museum (BCM) began a “hands-on” tradition long before that phrase became commonplace. Today, BCM exists to help children understand and enjoy the world in which they live. As an early museum experience for children, the BCM environment is informal, but its purpose is serious. BCM wants children to grow up feeling secure and self-confident with respect for others and the natural world. The museum encourages imagination, curiosity, questioning, and realism. It provides opportunities for new insights, involvement with the world and understanding of human differences with world class exhibits and programs.

Need: Boston Children’s Museum sought to improve its overall visitor experience. The museum’s expansion plan offered an opportunity to restructure the BCM’s “Entrance Experience.”

Project: The goal of the project was to improve the overall visitor experience. The primary objective was to achieve peak efficiency of visitor flow while maintaining positive a visitor experience. This involved new entry system recommendations, reduced bottlenecks, and improved flow and processes at peak visitation times. The team recommended solutions for the issues associated with layout design of the new lobby area.

Team Members: Kate Demase, Amanda Moskowitz, Ann Hertelendy, Julie Silverman

Inquilinos Boricuas en Acciόn (IBA) (Fall 2005)

Organization: Inquilinos Boricuas en Acciόn (IBA) is a dynamic community building agency dedicated to increasing the social and economic power of individuals and families through education, economic development, technology and arts programming that builds safe, vibrant and culturally diverse affordable housing communities. IBA has always believed in the importance of the arts in building a strong and sustainable community. IBA’s Arts and Culture Department works to promote and preserve the rich artistic cultural expression of Puerto Rico and other Latin American countries while also serving at-risk youth in the community, through a cutting-edge multi-functional community arts center, comprised of the Jorge Hernandez Cultural Center and the Center for Latino Arts. Conveying to both Latinos and non-Latinos the vitality of contemporary and traditional Latino cultural expressions, the department offers performances, exhibits and classes in a variety of art forms, including: Latin jazz, folk dance and music, poetry, theater and the visual arts.

Need: IBA sought to make the make their arts center the premier center of Latino arts in New England. IBA also aimed to help more at-risk youth in the community through arts programming. However, IBA’s levels of programming and funding were insufficient to meet these goals, and the arts department was running a program budget deficit.

Project: The Boston University team, under the advisement of New Sector Alliance and two Bain consultants, created an actionable three year business plan for the Arts and Culture Department. This plan serves as a road map for IBA in order for the organization to accomplish the following:

• Improve the fiscal situation of the arts program by leveraging earned income opportunities and the assets that the organization currently owns in order to create more opportunities for community outreach and programming
• Develop the department’s infrastructure to support programming and ensure the best operations
• Determine and implement the appropriate programming mix for the department, balancing the organization’s mission, with the need to seek outside customers for space rental and income revenue
• Establish an appropriate funding mix by evaluating grant opportunities and earned income possibilities

Project Review: http://www.newsector.org/about/New_Sector_Winter_2006_Newsletter.pdf

Click on the link above for New Sector Alliance’s review of the project in its Winter 2006 Newsletter.

Team Members: Georgia Antonopoulos, Vince Barrailler, Beau Gaerlan, Christopher LaBounty, Melissa Sherman

Seeds of Peace (SOP) (Fall 2006)

Organization: Founded in 1993, Seeds of Peace (SoP) is dedicated to empowering young leaders from regions of conflict with the leadership skills required to advance reconciliation and coexistence. Originally focused on bringing together Israeli, Palestinian, and Egyptian teenagers, SoP’s largest program, the International Camp in Maine, now serves approximately 450 teenagers from 19 countries each summer. Additionally, SoP Delegation Leaders program focuses on the approximately 20 adults that accompany the participants of the International Camp in Maine each summer. Participants of this program occupy a range of professions from the various countries in conflict. Their participation is an important component of SoP due to their ability to effect change now and set the stage for the teenage delegates to make their own future contributions.

Need: Seeds of Peace wanted to capture the recipes, rituals, and routines of many cultures that go into the feast served by the Delegation Leaders at the end of each camp session while perhaps earning income from this as well.   

Project: The aim of the project was to create a business plan for a cookbook that would reflect the contributing cultures as well as serve as a marketing tool and possible revenue source. The team set out to gather sufficient amounts of data to create a comprehensive business plan for the cookbook including publishing and marketing requirements as well as provide initial contact with key individuals and organizations.

Team Members: Caitlin MacDonald, Brandon Mendoza, Laura Katz, Thomas Schauweker

Spark (SP) (Fall 2006)

Organization: Spark Craft Studios was founded by Boston University Graduate School of Management alumni Jan Stephenson and Amy Appleyard in 2005 following completion of a business plan drawn up in their Social Entrepreneurship class.  Spark is a place for people to come together and socialize while producing high end, fashionable jewelry and crafts  with the help of knowledgeable staff.

Need:  Retail internet sales provided an opportunity for Spark to sell more merchandise. However, Spark needed an e-commerce plan to take advantage of this opportunity.

Project: The team aimed to strengthen Spark’s online market by providing a summary of the e-commerce field, options for SCS online marketing strategies, and an action plan outlining specific steps for implementing recommended strategies containing projected labor and advertising costs.

Team: Adam Abatzis, Ashley Brown, Jessica Halverson, Anya Tertytsia

Thompson Island Outward Bound (TIOB) (Fall 2006)

Organization: Established as a school in 1883 Thompson Island became part of the Outward Bound program in 1983. It specializes in outdoor adventure and experiential learning through its mission critical programs for adolescents and mission supporting programs for adults and professionals. Through adventure and challenge TIOB leads its young participants down a path of self-discovery enabling them to explore their surroundings and themselves with the ultimate goal of inspiring compassion, community service, and academic achievement.

Need: Thompson Island needed to retool its financial planning ability in response to the changing funding environment and recent operating deficits in some programs. They would like to show financial sustainability for the next 5 years.

Project: The team worked with TIOB to develop a new financial model that would better allocate program costs, project revenues and expenses. The team also conducted scenario modeling to give investors and funders a clearer picture of the financial situation of the organization.

Team Members: Christine Chang, Sylvia Kartika, Payman Mazaheri, Carrie McPherson, Bernard Wong

Women’s Lunch Place (WLP)

Organization: Founded in 1982 and located at 67 Newbury Street, Women’s Lunch Place serves over 100 homeless and poor women and children in its daytime community shelter. Open from 8am to 2pm six days a week, guests are provided with a nutritious breakfast buffet and a well balanced, freshly cooked lunch as well as facilities for showering, napping, and laundry. Additional resources include on site medical professionals, resources for employment and housing searches, and legal assistance. WLP also distributes clothing and personal care items. In addition, art and writing classes provide guests with creative outlets.

Need: In accordance with their strategic plan, Women’s Lunch Place aimed to shift the distribution of their funding portfolio’s key accounts. WLP received a set amount from government sources and from corporations and foundations. Given the respective regulated and unreliable nature of these funds, WLP aimed to stabilize its annual budget by increasing their funding dollars generated from individual donors. Based on informal donor research and historical records of repeated, unsolicited gifts, WLP saw abundant opportunity for growth in this area.

WLP’s primary fundraising goals included (in order of importance):

1. Building & cultivating existing donor relationships to increase donation amounts
2. Identifying key skills that board and staff must attain to increase individual donations
3. Increasing the absolute number of individual donors

Project: The Boston University Team delivered three items to address the project need:

• Major Gifts Donor Cultivation Plan
• Capacity Plan
• Training Recommendations: Board of Directors and Staff

Team Members: Erna Alfred, Karen Horwitz, and Kate O’Dea

 

Ceres (Spring 2008)

Organization: Ceres is a nonprofit organization focused on integrating sustainability into capital markets for the health of the planet and its people. Founded in 1989, Ceres champions a vision in which business and capital markets promote the well being of human society and the protection of the earth’s biological systems and resources. Ceres brings together investors, environmental groups, and other stakeholders to encourage the private sector to incorporate sound environmental and social practices into day-to-day decisions.

Project: Ceres hosts a web site, called The Investor Network on Climate Risk (INCR) that promotes a better understanding of the financial risks and investment opportunities posed by climate change. Students in Marketing Social Change are conducting research to determine INCR members’ level of interest in various climate change topics as well as satisfaction with the current site. The team is also researching media interest in climate change and the site’s offerings. When this information is gathered, the team will develop a marketing plan to promote the site, with a goal of it becoming the site of choice for investors and the media related to climate change.

Team Members: Jennifer Mello, Angus Shaw, Kelly Scanlon, Lauren Abraham

Corporation 20/20 (Spring 2008)

Organization: Corporation 20/20, launched in 2004, is a nonprofit organization focused on corporate redesign to meet future societal needs and expectations. The organization’s mission is based on a recognition that the existing corporate form – ownership, control, directors duties, capitalization, liability, incentives, and rewards – is in need of redefinition to meet current and future societal challenges. Corporation 20/20 acts as a forum of leading thinkers, practitioners, and activists; a visionary, building long-term pictures of the future corporation; and an advocate for fulfilling such visions.

Project: Corporation 20/20 has asked a Marketing Social Change team to survey its existing constituents on their interest in a wide range of topics, understanding of Corporation 20/20’s mission, and level of appetite for involvement in the organization’s activities. The team will then develop a marketing plan to help Corporation 20/20 deliver its message to and engage a wide range of constituents.

Team Members: Gavin Barber, Liz Greene, Rob Hoyt, and Erin Wnorowski

GreenShopper (Spring 2008)

Organization: GreenShopper, founded in 2006, is an Internet-based company that aims to be the largest on-line retailer of environmentally friendly “green” products, as well as a source for listings of environmentally-focused companies across the nation. 

Project: Because GreenShopper is a start-up with limited funds, it has not conducted any market research to date. The company has asked a Marketing Social Change team to survey its current customers, identify its target market, and develop a marketing plan to expand visibility of and traffic to the web site.

Team Members: Jim Kurdek, Karine McClosky, Ian Daniels, Jessica Garabedian

KLD (Spring 2008)

Organization: KLD provides global research and index products to facilitate the integration of environmental, social, and governance factors into investment processes. The company’s products define corporate social responsibility standards that enable investors, managers, and fiduciaries to influence corporate behavior through their investment decisions and share ownership. 

Project: To date, KLD has had a limited sales initiative in Europe. During 2008, KLD will be expanding its presence in Europe and has asked a Marketing Social Change team to conduct market research to better understand the market, demand for product and services, and pricing and marketing strategies. The team is conducting a survey with top prospects and based on survey results, will be developing a marketing plan to support KLD sales in Europe.

Team Members: Lindsay Ware, Pauline Jeong, Amy Spencer, Chanthaneth Phakaysone