Living the Lingo's Embrace Montreal social enterprise business plan

Living the Lingo

Company Profile Summary

Market Research Summary

Marketing Summary

Finance Summary

Company Profile

Business Overview

Living the Lingo

Living the Lingo defines itself as a social enterprise and consequently claim to pursue a goal which contributes to the betterment of the society.

The project emanated from the observation of the latent disconnect slowly percolating in all spheres of or societies. This relational disengagement manifests itself in countless ways as evermore disturbances occult genuine human interactions. This atrophy of our innate collective human nature is the broad societal issue Living the Lingo is tackling.

The company name incarnates the dedication to foster individuals and communities' cohesion. The term "Living" symbolized the "tangible" and the "connection" while "Lingo" signifies the "diversity" and the "exchange."

Precisely, Living the Lingo is a social enterprise conceiving solutions to bind people and organisations on a city's scale. The company designs and organizes edifying programs for groups. In other words, it is a service provider that solves challenges through interventions in a group setting.

Embrace Montreal

Our first service offering, and the object of this business plan, is a service easing the transition of international students arriving in Montreal -- notably called Embrace Montreal.

Embrace Montreal consists in the combination of three elements: accommodation, exploration, and interaction. This service offers to International students an enriching cohabitation experience allowing them to adopt Montreal while making connections and influence their community.

The service consists in hosting International Students in a stimulating environment for a journey varying between 4 and 8 months. Typical Student exchange programs may vary from six to eight months, or in a long duration program up to an year. Financial concerns and immigration laws may also affect the duration. Two semesters may be enough for a foreign student to imbibe host nation's ways of life and learn a new language (French). In addition, the Tenants agreement will have to be renewed only once at the most, Comment by Philippe Ricard: Why limit their participation to one or two semesters? Explanation: typical Student exchange programs may vary from six to eight months, or in a long duration program up to an year. Financial concerns and immigration laws may also affect the duration. Two semesters may be enough for a foreign student to imbibe host nation's ways of life and learn a new language (French). Also the Tenants agreement will have to be renewed only once at the most,

The objectives of their stay being to discover, understand, and engage with Montreal.

The Lingo Lab

Living the Lingo's originality doesn't stop to its concept, it also taints its development strategy. The Lingo Lab is an excellent example of this distinct approach. This laboratory is meant to be a permanent space for ideation, research, and prototyping. The Lingo Lab is also Living the Lingo's first establishment -- initially devoted to Embrace Montreal.

This striking commitment to research & development and more broadly to innovation is core to Living the Lingo. The fact that such service is seemingly inexistent motivates its passion for following an explorative path. By extension, it implies that Living the Lingo will grow relatively slowly has it acquires its essential expertise. That reality is well-known and satisfy its co-founders. and the consequence of a small revenue for the first years of operations.

This striking commitment to research & development and more broadly to innovation is core to Living the Lingo. The fact that such service is seemingly nonexistent motivates its passion for following an explorative path. By extension, it implies that Living the Lingo will grow relatively slowly has it acquires its essential expertise. That reality is well-known and satisfy its co-founders.

In consequence, it's agreed that the first year of operations won't be generating sufficient gross profit to pay decent salaries to both co-founders.

Company History

The idea at the origin of Living the Lingo emanated from the desire to help international students learn French. In the beginning, Sebastien approached Shawn with the project to offer accommodation to international students devoted to the learning of French. At the time, the opinion was that international students lacked opportunities to practice daily. This is how the idea of a favorable environment for genuine interactions is born.

Obviously, the concept evolved to eventually adopt the current form. The breakthrough occurred when it appeared that the approach proposed to international students could also be applied to all sorts of problematics. In other words, that the intervention in a group setting could be a valid approach to solves many different challenges.

Gradually, the project took form and while the essence of the business expanded the short-term focus remained on international students. Eventually, it received the name of Embrace Montreal as it crystallized.

Mid-november 2015, marked the course of the enterprise as an agreement with a family related enterprise was reached. That agreement between Living the Lingo and the Bureau d'Etudes socio-graphiques BLR Inc. concerned the company's initial establishment: The Lingo Lab -- with horizon fall 2016.

Management

Living the Lingo is owned by Sebastien Lavoie-Ricard and Xuan Du. Sebastien instigated the idea after completing his Bachelor of Commerce at Concordia University and was joined by Xuan shortly after. The management team was later completed by the appointment of Philippe Ricard to the Board of Directors.

Sebastien has been haunted by the desire to start his own enterprise since its childhood. After some failed attempts oscillating between the simple concept statement to pre-production, Living the Lingo is it's first project to reach incorporation.

Similarly, Xuan is currently completing his Bachelor of Commerce at Concordia University. Worth mentioning, Xuan has owned multiple business overtime especially a computer store for (x) years.

The two entrepreneurs embody the nature of a social enterprise has Sebastien is leaning towards the social vocation and Xuan towards the economic imperative.

Philippe Ricard is the co-founder and President of the "Bureau d'Etude socio-gaphiques BLR Inc."

Location

The location of The Lingo Lab is undeniably a strength. It is located downtown Montreal a few meters from the UQAM university and Metro station. Its has everything to please international students. It has the convenience of being in a walking distance of all major attractions and services one may need and is situated on a small quiet street.

The neighborhood is the "Quartier Latin" which has an identity and a life of its own.

Legal Structure

The co-founders' desire to build a different company -- one with strong moral value and a commitment to better the society -- resulted in their choice of a specific legal structure: the Community Contribution Company (C3).

Again, a demonstration of the conviction that inhabit the project. Choosing the C3 as legal structure signified greater complexity and cost, but those impairments are easily overthrown by the characteristics of a C3.

The Community Contribution Company was created by the Government of British Columbia in 2013 with an Amendment to the Business Corporations Act. Their objective was to create a legal structure for enterprise pursuing a community purpose to be able to use the driving forces of private enterprise while offering a guarantee to its stakeholders of it's honesty. It resulted in three main restrictions being a Dividend Cap of 40%, an Asset Lock, and an Annual Community Report showing how the C3 has manifested its social, cultural, or environmental goals (which must be embedded in its articles of incorporation).

It is the belief of Sebastien and Shawn, that this vehicle will instill trust, and ease its relations with stakeholders and guarantee the perpetration of the company.

Vision & Mission

Professional Advisors

Goals & Objectives

1

2

2

3.0 Market Research

Industry Profile & Outlook

The industry profile of Embrace Montreal concerns international students.

Internationally

The phenomenon of international students is growing exponentially for many years. According to the Project Atlas, in 1975 there were 0.8M international students globally compare to 4.5M in 2014. Moreover, projections for 2025 revolve around 8M. However, not every county benefits from it - on the contrary, only a handful share the most part of international students.

Canada for instance occupies the seventh place with approximately 6% of all internationally mobile students. Countries preceding it are the U.S. (22%), the UK (11%), China (8%), France (7%), Germany (7%), and Australia (6%).

Canada

More precisely, in Canada in 2014 The Canadian Bureau for International Education evaluated their number to be 336,497 international students. Most notably, this represents an 83% increase since 2008, and an increase of 10% over the previous year.

The Atlas Project also tells us that in 2014 those students came mainly from Asian countries like China (87,329), India (37,399), South Korea (11,438), but also from Occidental countries like France (17,693) and the United States (10,788).

Inside Canada the distribution of International students is also uneven. The most part goes to Ontario with143,428 students (43%), British-Columbia with 96,516 (29%) and the province of Quebec with 47,521 (14%).

Quebec (Montreal)

The more precise data for the province of Quebec are provided by Citizenship Canada and date back to 2013. That year 41,840 international students were registered in Quebec among which 75% (31,177) were in Montreal. While that number is significant, the most important figure is the number of new arrivals per year. During the year 2013, Montreal welcomed 13,937 new international students -- it represents a 44% turnover (13937/31777). Comment by Philippe Ricard: What method is used to arrive at this number? Ans: (13937/31777)

Another source of information, the "systeme de gestion des donnees sur l'effectif universitaire (GDEU)," provide even more detailed data of Montreal's international student population. It lists all majors school and give detailed information about the enrollment of international students.

Foreign students enrolled in the four major universities in Montreal according to the level of study. Autumn 2013.

McGill

Concordia

UdeM

UQAM

7 944

5 154

8 015

3 153

Bachelor

Bachelor

3 147

Bachelor

5 366

Bachelor

1 817

Master

Master

1 596

Master

1 586

Master

1 075

Doctorate

1 254

Doctorate

Doctorate

1 063

Doctorate

All foreign students in fall of 2013

24 266

All foreign bachelor and master students in fall of 2013

21 277

Source: MESRS, Systeme GDEU, donnees au 05 mai 2014.

The number obtained by looking only at the four major universities (24,266) diverges from the aggregate number (31,177) by approximatively 7,000. This is not surprising since Montreal has 67 postsecondary institutions. (see annex II)

Nonetheless, it allows for a conservative approximate of the market size Embrace Montreal is looking at. This estimate is extrapolated from the number of foreign bachelor and master students registered in fall 2013 in either of the four major universities of Montreal (21,227) coupled with the turnover rate of 44%. It amounts to a market share (it is the turnover of total number of students explained in the paragraph) of 9,339 international students, which completely renews every year. Comment by Philippe Ricard: You should define the market your writing about. Ans: it is the turnover of total number of students explained in the paragraph.

Local Student Housing Market

The portrait

The student housing market have been in journals headline lately mainly because of community groups claiming a scarcity and price inflation. Notably, an organisation called UTILE (L'Unite de travail pour l'implantation de logement etudiant) administered a PHARE survey (Prospection des Habitudes et Aspiration Residentielles Etudiantes) in 2014 answered by 11,400 university students of the province.

The result of the study showed that students' households in Montreal can pay up to two times more for their housing than the rest of Montrealers. Even more relevant for Embrace Montreal is the fact that the international students spend $200 more per month for accommodation than their Quebec counterparts.

In an interview to CBC the director of UTILE, Laurent Levesque, said "We have a lack of housing, about 5,000 to 6,000 rooms in residence," Levesque said. "It allows for only about three per cent of the student population to live in residences, compared to about 50 per cent in Boston.

The consequences of this situation have motivated the Concordia Student Association (CSU) to take action. After a successful referendum the CSU created a cooperative student housing initiative that will build a residential project for Concordia students.

The offering

Despite the scarcity, international students arriving in Montreal have multiple accommodation options. However, studies have shown that none of those options are perfect substitute to Embrace Montreal's service. There is nonetheless many substitutes available. These are the universities' student residencies, the privately owned student housing, and the regular residential renting.

Universities' student residencies

All majors Universities provide such services to different extent. For example, McGill has one of the largest residency program while HEC has very few places. The cost of those accommodations also varies largely.

Universities:

Bishop

Concordia

McGill

HEC

ETS

UQAM

Single room

Double room

Single room

Double room

Single room

Double room

Single room

Shared apartment

Shared apartment

1 069 $

Privately owned student housing

Many private companies also target students. Their offering is similar to universities since they offer shared room or single room. The price is however consistently higher than educational institutions. Their installations however provide many service like gym, pool, game room, and common room. While some claim to have a sense of community, the magnitude of their establishment can absolutely not offer the type of experience Embrace Montreal is.

Private student residencies:

Evo

Ste-Cathys

La Cite

Parc cite

La Marq

Single room

Double room

Single studio

Single room

Single studio

Shared apartment

Single room

Double room

Shared apartment

1 200 $

Key Competitors / SWOT Analysis

Keen Footwear

Strengths

Weaknesses

Opportunities

Threats

We Are One Shoes

Strengths

Weaknesses

Opportunities

Threats

Target Market

Living the Lingo is focused on selling to Consumers (B2C).

Target Market profile for Living the Lingo:

Men & Women

Holding a university or college degree (demographics)

Income:

Keys to Success

Customer Survey Summary

4.0 Sales & Marketing

Pricing Strategy

In its initial phase, the only source of income for Embrace Montreal is the rent. This aspect is primordial especially since the company offers a totally new service. In other words, until the Company can demonstrate efficiently its added value, it will be difficult to justify a premium on the rent. Moreover, The Lingo Lab is not devoted to become a source of income. On the contrary, it should always remain affordable to facilitate its mission.

The pricing strategy is then influenced by two main factors: the accommodation and the service. The major component, however comes from accommodation. Comment by Philippe Ricard: _Re-opened_

Marketing Strategy

One

One

Two

Two

Three

Three

Living the Lingo's marketing strategy is multifold -- its three axes are the participants, the facilitators, and the community.

Participant Focus

Our participants are experienced in customer acquisition & customer relationship. That is the core of its marketing strategy. Comment by Philippe Ricard: Not very clear! Please explain.

Facilitator Focus

Living the Lingo's relationship with its facilitators is mutually beneficial. Our strategy with them is to strengthen their part of the bargain which consist in being an active participant by creating value in the services offered, as a differentiator from others in the social initiative. taking ownership of this initiative and personal growth. Comment by Philippe Ricard: Same problem. Explain.

Community Focus

Embrace Montreal approach is to give the utmost realistic experience of Montreal to its participants. Following that logic, Living the Lingo will seek collaboration from a pool of individual, groups, and organisations resulting in a 360° perspective on the city.

Primary Marketing Activity

Marketing Objectives

Goal #1:

Goal #2:

Goal #3:

Positioning Statement

The Sales Process

5.0 Operations

Location(s)

Location is a key aspect in order to attract potential customer, but more importantly to ease the operations. Proximity of public transport, services, universities and, major attractions helps simplify the logistic and the cost of Embrace Montreal. Fortunately, the proposed building in question belongs to the "Bureau d'Etudes socio-graphiques BLR Inc." -- a private enterprise with family link to one of the co-founder, Sebastien Lavoie-Ricard. Obtaining office space there could be a strength of Living the Lingo since it is situated in the heart of the "Quartier Latin" -- close to the intersection of Maisonneuve St. & Saint-Denis St. The complete address is:

349 Emery St.

Montreal, H2X 1J2

(QC) Canada

. It is a mix-use subdivided property of three-storey. It has a Tea Shop on the ground-level and four residential apartments on top. Living the Lingo and the "Bureau d'Etudes socio-graphiques" reached an agreement concerning that building.

The proposal stipulates that Living the Lingo seeks three appartments (n° 2-3-4) on rent for an undetermined period. The cost of evicting the tenants and the renovation cost will be borne by the "Bureau d'Etudes socio-graphiques" with a particular attention to cost minimization. Comment by Philippe Ricard: There is no such agreement up to now. BES sees with a favorable eye the TTL project. But we are in the process of negotiating our participation.

In this proposed agreement, by extension, the "Bureau d'Etudes socio-graphiques" would become a shareholder of Living the Lingo and one of its representative gets appointed to the BoD of Living the Lingo. Comment by Philippe Ricard: The CA of BES has not discussed this option. Myself being one of the directors of LTL does not mean that BES is a shareholder. All this is in the process of negotiation.

One aspect of Living the Lingo is the importance it gives to space. It aims at providing accommodation that is comfortable, designed to foster interactions, and situated in vibrant neighborhoods. All those criteria are met by the original Lingo Lab. It is situated in the "Quartier Latin" next to the UQAM University.

Moreover, participants cohabit with one or more cultural ambassadors. The cultural ambassador acts as animator and observer.

With Embrace Montreal, Living the Lingo proposes a whole new approach to integration based on the interaction with local community, both, social and intellectual exchanges, the effect of time and the dynamic of groups. It forms a unique setting where participants can live an impactful experience.

Embrace Montreal constitutes a light structure providing a semi-controlled and monitored environment allowing the group to take the decisions of his own course. It results in empowered group and individuals feeling a sense of belonging and privilege. Moreover, Living the Lingo takes actions to mark that period of time using an amalgam of medium of expression. It is one of the tools used to maximize the quality of the lasting experience.

Legal Issues

The unconventional aspect of Embrace Montreal raises some questions about legal issues on two topics. The first is the leasing and the second is Civic Responsibility.

Since the business model of Living the Lingo is to offer its services as part of a residential leasing agreement it has to comply with the Civil Code of Quebec. Such provisions are, for example, article 1895.1, which says that the cost each services provided to the lessee must be specified in the lease.

Another article, 1941, is in contradiction with the business model of Embrace Montreal. The article stipulates that the lessee is entitled to maintain occupancy and to renewal at term. That particular article poses a problem since the service implies a constant rotation of the tenants. The solution presents itself in the article 1946 that says that a lessee can avoid the renewal of a lease by giving notice of non-renewal or resiliation of the lease. The delays of this notice are mentioned in the article 1942,, they state the notice has to be not less than 10 days nor more than 20 days in the case of the lease of a room.

In other words, there should be an explicit understanding between the tenant and Living the Lingo that the lease will not be reconducted. Living the Lingo would inform the tenant of the law and explain the reason why things have to be done this way. Since the program could last either 4 or 8 months, upon common agreement the 4 months lease could be reconduct once. In order to ease and ensure the transition, Living the Lingo would follow-up on the situation of each tenant and provide support if needed.

Civic Responsibility is a concern because Embrace Montreal includes activities of two kinds. The first one is self-managed by the participants and pose no legal problem. The other is organized by Living the Lingo thus it raises the question of Civic Responsibility. Two possible scenarios that would resolve the matter are -- Either Living the Lingo is the sole responsible for the activity or the activity is organized in collaboration with another company that would bear the civic responsibility.

Human Resources

Embrace Montreal is distinct from other student residency because of its dedication to discover the city. It is the role of the Cultural Ambassador to represent the local culture and orient the participants in their journey. The Cultural Ambassador represents Living the Lingo and fulfills a precise mandate in exchange for accommodation discount. His role is twofold, those of observation and intervention.

More distant and less frequent is the Group Coordinator. This person has the responsibility of the group's evolution & the personal experience of every participants. His functions are the administration & planning of all stages of the program and the observation & intervention of the group and the individuals.Xuan can fulfill this role adequately given his exposure to different types of personnel while in his varied ventures.

On the other side, the Business Development Responsible is seeking potential partnership with service providers to possibly offer in-house a la carte services. His role is also to build a case for the purchase of the first building acquisition and plan the subsequent expansion. This role would be preferentially be executed by Sebastien Lavoie-Ricard, one of the co-founders, given his proximity with the property owner. Comment by Philippe Ricard: What are the different roles in LTL? Who is responsible for what?

Proximity Stage

The very first stage of group dynamics is the proximity. During that natural period individuals are clumsy, shy, and unstable causing the group to experience conflicts. These emotional states and difficulties met by the group are desirable and necessary to form bonds.

During that stage tools are used to direct the group's attention towards its interconnections. This task is shared between the Cultural Ambassador and the Group Coordinator. Both have very different impacts on the group due to their relational positioning. For instance, while the Group Coordinator could help by suggesting division of labor of within and inter-group settings, the cultural Ambassador could help explain the differential expectations to group members to facilitate delivery and meeting of expectations. In turn, such proximity and facilitation could help develop supportive actions by group members and create cohesion and bonding between participants, facilitators and the community.This dichotomy is used in every stage of the program to maximize the participants' experience. Comment by Philippe Ricard: Please elaborate more.

The duration of this stage is unpredictable like every following stage. A relatively conservative estimate would be between 2 to 3 weeks. International students are known to expect differences in culture and habitual preferences. If we choose to call the initial period as incubation where adaptability is the focus of group activities, it is the responsibility of the Group Coordinator to ensure that the seemingly unfit members' profiling is revisited to unearth his preferences and inclinations that would help assign him tasks accordingly. By nature, human being is a social animal, hence it is not impossible for him to fit into a group, though it might take more time than others to adapt to a group that has primarily the same goals.The task of deciding if the group has attained the proximity stage behoves to the Cultural Ambassador and the Group Coordinator. Comment by Philippe Ricard: In other words, an international student will be asked to participate in group activities during the first stage. But he needs housing. It is its prime need in arriving in Montreal. What ha ppens if this student does not fit in with the rest of the group?

Week 1-3

During the whole duration of the program two process are applied simultaneously. The first one is on the individual level and the second one is group-based. Once people settle in and begin the first phase of adaptability. This phase can last 2 to 3 weeks and is marked by group activities. The end of this phase is mark by the achievement of a satisfying group autonomy.. Also during the first weeks, every person is met individually by the Group Coordinator and a series of interview is scheduled.

Affiliations Stage

Week 4-10

The second phase of Embrace Montreal is defined by the group. The Group Coordinator will intervene for a series of activities during which the group will conceive the rest of the second phase.

Solidarity Stage

Week 11-15

The third and last phase is happening when tenants will develop, organize, create something together in alliance with member of the community.

Trust Stage

Week 16

The last week is dedicated to the return/decoil of the program. Comment by Philippe Ricard: What do you do if the participants want to stay together? Ans: This is outside the purview of the mission and aim of the social enterprise under consideration. The main aim is to make the stay of participants comfortable, add value (by social interaction, community interactions and group coordination activities). The aim is to help participating members exchange, imbibe and disseminate differences in pursuit of appreciation of different values. Having accomplished such exchange the participants are expected to carry their experiences back home and better understand different cultures. That helps them improve as a global citizen. They can then be in touch with the group through their own preferred methods .

Risk Assessment

Risk associated with Living the Lingo's first program -Embrace Montreal- are circumscribed around the material and human.

Dommages to Living the Lingo property or Bureau d'Etudes socio-graphiques building.

Theft of personal item from externals or internals.

Conflict between participants. -> Culture, Beliefs, Gender, Age

Payment difficulties from participants

Problem transitioning to another place to live

Immigration issues

Culture Shock

Overwhelming with studies

Cultural Ambassador inadequacy

Room vacancy

Physical Accident during Living the Lingo's activity

Lost of theft of private information

6.0 Financials

Start-Up Costs

The partnership with Bureau d'Etudes socio-graphiques Inc. covers all costs necessary to free all three apartments and execute the necessary repairs. Living the Lingo will behove of the purchase of the furniture. Comment by Philippe Ricard: No. BES can lend to LTL the money necessary to pay the rent for 3 apartments, the severance fees, and renovations. We have to agree on the amount of this loan and the period for paying back this loan. The period covering the loan starts when BES does not receive any rent for its apartments. For exemple, there is the cost of receiving no rent and paying for moving the tenant of apartment #3. Please take into account this important aspect of your projects. It is part of the start-up costs for LTL. Ans: calculating this requires more information, like expected rent during vacancy, severance costs, expected interest rates, maintenance charges, gestation period allowed, or deferred payments allowed, etc.

To this day, multiple costs have been encountered that are part of the Start-Up Costs. They are mainly, lawyer fee, registration costs, designer fee, web hosting, and office rent.

In order to open the Lab in September, Living the Lingo needs to invest at most $15,000 in furniture.

Break Even

In its initial configuration Embrace Montreal is a sustainable project which serves its primary objective of prototyping a new service. This operation, however, does not generate enough income to pay for salaries. With a per unit annual gross profit of 1100$ it would take around 60 units to pay for two net salaries of $30,000 each. In order to provide for those two salaries in the current configuration there would be a need for $53,000. Comment by Philippe Ricard: Show us how you arrive at this profit. It costs BES 2550$ a month for 3 apartments.ANS: can be worked out after answering comment [20] above.

Sales Forecast

From September 2016: $4,110 / month

From September 2017: $5,900 / month

three

four

five

Year One Sales Forecast (Including Assumptions)

Month 1 - $0 - Launch of business

Month 2 - $1,350

Month 3 - $13,600

Month 4 - $130

Month 5 - $13,860

Month 6 - $9,850

Month 7 - $19,700

Month 8 - $17,540

Month 9 - $540

Month 10 - $26,500

Month 11 - $11,050

Month 12 - $1,080

Year Two Sales Forecast

Cash flow.

Income Statement

ANNEX

1895.1. If the lease includes services of a personal nature to be provided to the lessee, the lessor must specify, in the relevant schedule to the mandatory form, the part of the rent that relates to the cost of each of those services.

2011, c. 29, s. 3.

1941. A lessee entitled to maintain occupancy and having a lease with a fixed term is entitled by operation of law to its renewal at term.

The lease is renewed at term on the same conditions and for the same term or, if the term of the initial lease exceeds 12 months, for a term of 12 months. The parties may, however, agree on a different renewal term.

1991, c. 64, a. 1941; I.N. 2014-05-01.

1946. A lessee who has not received a notice of modification of the conditions of the lease from the lessor may avoid the renewal of a lease with a fixed term or terminate a lease with an indeterminate term by giving notice of non-renewal or resiliation of the lease to the lessor, within the same time as a lessor giving notice of modification.

1991, c. 64, a. 1946.

1942. At the renewal of the lease, the lessor may modify its conditions, particularly the term or the rent, but only if he gives notice of the modification to the lessee not less than three months nor more than six months before term. If the term of the lease is less than 12 months, the notice shall be given not less than one month nor more than two months before term.

A lessor may not modify a lease with an indeterminate term unless he gives the lessee a notice of not less than one month nor more than two months.

The notice is of not less than 10 days nor more than 20 days in the case of the lease of a room.

1991, c. 64, a. 1942; I.N. 2014-05-01; I.N. 2015-11-01.

Institution

1

Cegep Andre-Laurendeau

2

Cegep Gerald-Godin

3

Cegep Marie-Victorin

4

Cegep d'Ahuntsic

5

Cegep de Bois-de-Boulogne

6

Cegep de Maisonneuve

7

Cegep de Rosemont

8

Cegep de Saint-Laurent

9

Cegep du Vieux Montreal

10

Centre d'etude en responsabilite sociale et ecocitoyennete (CERSE)

11

Centre d'etudes en procedes chimiques du Quebec (CEPROCQ)

12

Centre de recherche pour l'inclusion scolaire et professionnelle des etudiants en situation de handicap

13

Centre des technologies de l'eau

14

College Andre-Grasset (1973) inc.

15

College April-Fortier inc.

16

College CDI Administration - Technologie - Sante/CDI College Business - Technology - Health Care

17

18

19

20

College Herzing / Herzing College

21

College Inter-Dec

22

College Jean-de-Brebeuf

23

24

College O'Sullivan de Montreal inc.

25

26

College St.-Michel

27

28

29

College d'enseignement en immobilier inc.

30

College de l'immobilier du Quebec

31

32

33

Collegial international Sainte-Anne

34

35

Conservatoire Lassalle

36

Conservatoire de musique de Montreal

37

Ecole Polytechnique de Montreal

38

Ecole de danse contemporaine de Montreal

39

Ecole de musique Vincent d'Indy

40

Ecole de stenographie judiciaire du Quebec

41

Ecole de technologie superieure

42

Ecole des Hautes Etudes Commerciales de Montreal (HEC Montreal)

43

Ecole du Barreau du Quebec

44

Ecole du show-business

45

Ecole nationale de cirque

46

Ecole nationale de l'humour

47

Ecole nationale de theatre du Canada

48

Ecole superieure de ballet du Quebec

49

Institut Teccart (2003)

50

Institut Trebas Quebec Inc.

51

Institut d'enregistrement du Canada

52

Institut de formation theologique de Montreal

53

Institut de recherche sur l'integration professionnelle des immigrants (IRIPI)

54

Institut de technologie des emballages et du genie alimentaire (ITEGA)

55

Institut de tourisme et d'hotellerie du Quebec

56

Institut des communications graphiques et de l'imprimabilite

57

Institut international de logistique de Montreal (IILM)

58

Institut national de l'image et du son (INIS)

59

Institut superieur d'informatique I.S.I.

60

Isart Digital Montreal

61

62

Musitechnic Formation

63

Ordre des comptables professionnels agrees

64

Universite de Montreal

65

Universite du Quebec a Montreal

66

VESTECHPRO Centre de recherche et d'innovation en habillement

67

Residences

1492 Rue Sainte-Catherine West, Montreal, QC H3G 1S8

Dorm Style

Ste-Cathys $625/person private bedroom and Bathroom & Kitchen shared with floormates.

Ultra VIP Studio

$999/person

Large Fully furnished private studio apartment with a single bed (You have no roommates)

Private Bathroom & Kitchen.

Heat, hydro, electricity, air conditioning, free long distance calls in North America, and WI-FI included! + Extra storage.

La citee

350 Rue Prince Arthur O, Montreal, QC H2X 3R4

STUDIO (1 1/2) 391 pieds carre A PARTIR DE 995 $

Quatre Chambre (61/2) 2220 pieds carre A PARTIR DE 3 200$ (800/personne)

Parc Cite

3440, Avenue du Parc, Montreal

Double room (2 beds/room) Starting at $550

Single room Starting at $899

Sharing every other rooms, kitchen, bathroom, living room

2350, boul. Edouard-Montpetit Montreal (Quebec) Canada H3T 1J4

Residence UDM

Studio SIMPLE 385,00 $

Studio DOUBLE 627,00 $

Pas de salle de bain ou cuisine

Grey Nuns Concordia

1190 Rue Guy, Montreal, QC H3H 2L4

Room confirmation fee of 775$

Small single $738.07

Super single++ $835.46

Private (full bath/shower) $871.34

Small double** $645.81/person

Large double** $676.57/person

MCGILL

Royal Vic

++ $684,38/month mandatory meal plan

Regular Single Room

$1,305/month

Regular Double Room

$1,200/month / person

505 Avene des Pins

Regular Single Room

$1,069/month

Regular Double Room

$830/month / person

Residence HEC Montreal-Darlington

Hec

895/mois chambre simple

ETS

au 301-311 rue Peel / 1045-1055 rue Ottawa (adjacents)

Appareent 2 chambres 535/person

4 chambres 413/person au 355 et 425 rue de la Montagne

Studio 836$

Appartement 2 chambres 561/person

3 chambres 523/persone

Uqam

303 boulevard Rene-Levesque est,

Montreal

entre 435 $ et 875 $ par mois*

Studio 535/mois

Multi-8 445/chambre (pour 8 personnes)

La Marq

City councilor Street, Montreal

759$ / person 3 bedrooms https://www.ragq.com/en/ListApartments.aspx SCARY !

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