SECTION 1: CONTACT INFORMATION
Name of Organization: Mentoring Excellence BC, a consortium of 20 Big Brother Big Sister
agencies in BC, c/o Big Brothers of Greater Vancouver
Name/Title of Project Coordinator: Pippa Rowcliffe, Project Manager
Mailing Address: #112 – 1193 Kingsway, Vancouver, BC, V5V 3C9
Telephone: 604 876 2447 Fax: 604 876 2446
Email: firstname.lastname@example.org Website: www.bigbrothersvancouver.com
Charitable Registration Number: 10679 3722 RR0001 (for Big Brothers of Greater Vancouver
acting as Host Agency for Mentoring Excellence BC)
Name of project: Teen Mentoring
Is this a new or existing project? Existing – Expansion from Pilot to Full-Scale
Amount requested: $300,000 over 3 years
Total Annual budget for the project: $120,000 in year 1, $100,000 in year 2, $80,000 in year 3
When is the support needed: February/March 2006 (with a focus on preparing for the 2006/7 school year
SECTION 3: ORGANIZATION PROFILE
Provide a brief history of your organization including its purpose, the date it was established and
a brief description of its accomplishments.
Nationwide, 151 affiliated Big Brothers Big Sisters (BBBS) agencies cooperate to share best practices,
program innovations, funding resources and staff in order to increase the quality and quantity of
mentoring services to children. Our National Strategy is to move our service collectively from 20,000
children served to 100,000 served by 2013.
Within BC, a capacity building and network strengthening strategy known as Mentoring Excellence BC
guides our current work and the long range planning for the 20 local Big Brothers Big Sisters agencies.
The representation and direction of Mentoring Excellence BC is by member agency executive directors
and board chairs who sit on the Steering Committee. Also on this committee is the Western Regional
Director for BBBS Canada, assuring provincial efforts are fully aligned with our National Plan. As the
largest and most established of the BC agencies, Big Brothers of Greater Vancouver hosts and
coordinates Mentoring Excellence BC. Through Mentoring Excellence, Big Brothers Big Sisters
agencies work collaboratively to map out service delivery lines, cross-refer children and share best
The Big Brothers program was established in Canada in 1913. Big Sisters programs followed, and two
independent affiliations grew and prospered throughout the last century. During the 1990s, in-school
programs were established and these have since proven the fastest growing mentoring programs across
Canada. In 2003 the Big Sisters and Big Brothers organizations merged nationally. Big Brothers Big
Sisters of BC started to provide mentoring programs in 1957, through a single organization which is now
Big Brothers of Greater Vancouver. Separate, stand alone agencies then began to form over the
following 20 years to offer locally governed and driven mentoring programs in communities across BC.
Throughout the province, Big Brother Big Sisters agencies currently deliver Big Brother and/or Big Sister
programs and the in-school program, serving some 2,000 children collectively.
Healthy relationships between adults and children are critical in the healthy development of school aged
children. Our communities are experiencing trends that have reduced the number and quality of these
relationships. And we know that children and youth who have inadequate parental or adult relationships
can experience reduced self-esteem, increased behavioural problems, lower school attendance and
performance, and a much higher incidence of risky behaviours during the teen years (such as substance
abuse, street living and crime). At the same time, we have substantial evidence about the positive
impact of a caring adult in a child’s life.
The Teen Mentoring program has recently been piloted by four agencies on the Island and in the Lower
Mainland and shows great promise for impact, growth and replication. Approximately 250 pilot teen
mentoring matches have been supported in the last 2 years. Emerging research also tells us that Teens
who participate in school government or community service projects are more likely to take on positions
of leadership, to vote and to join community organizations in adulthood: studies show that early
engagement in social organizations is associated with long-term engagement in society and the creation
of leadership qualities in Teens. In the case of mentoring, Teens are given the opportunity to participate,
to belong to and connect with a community of people, to develop their own sense of commitment to
community/society, and to build personal self esteem and job-relevant skills. Already a number of the
Teen mentors who graduated last year have applied to become adult mentors in our in-school programs:
a profound vote of confidence in the value of the endeavour and a sound testimony of the wider impact
of their initial engagement.
List the names of the governing board of directors and officers.
Provided below is a list of Board members for both Big Brothers of Greater Vancouver as the host
agency responsible for the day-to-day management of Mentoring Excellence BC, an the Management
Committee of mentoring Excellence BC.
Big Brothers of Greater Vancouver Board
Susanne Haine, Co-Chair: Joined Board 1992 Kalpna Solanki, Joined Board 2001
Scott Fitzsimmons, Co-Chair: Joined Board 1995 Terry Yung, Joined Board 1997
Jamie Taras, Vice Chair: Joined Board 1996 Paul Mancuso, Joined Board 2001
Eric Vanderluit, Treasurer: Joined Board 1996 Rick Floer, Joined Board 2003
Doug Mills, Secretary: Joined Board 1999 Rich Patterson, Joined Board 2003
Mike Papsdorf, Joined Board 1998 Kathi Irvine, Joined Board 2004
Mentoring Excellence BC Management Committee
Committee Chair: Sandy Whitwham, Executive Director, BBBS Prince George
Project Manager: Pippa Rowcliffe
Allan Undheim, Western Regional Executive Director, BBBS Canada
Doug Blott, Board Chair, BBBS Nanaimo
Denise Robinson, Executive Director, BBBS Nanaimo
Pam Richmond, Executive Director, BBBS Cowichan Valley
Doug Gibson, Executive Director, BBBS Kamloops
Lois Doehler, Executive Director, BBBS Terrace
Mark Ely, Executive Director, Big Brothers of Greater Vancouver
Shannon Newman-Bennett, Executive Director, Big Sisters of Lower Mainland BC
Maggie Bellow, Executive Director, BBBS Quesnel
Debbie Sinclair, Executive Director, BBBS Cranbrook
List all management and supervisory staff for the organization and a brief description of their
As host organization for Mentoring Excellence BC, Big Brothers of Greater Vancouver provides
significant capacity through its 15 full time and 3 part time staff. Five individuals comprise the
Mark Ely, Executive Director: mission effectiveness; strategic planning; board link; coordination
of management team; provincial capacity building
Helen Brownrigg, Program Manager, Satellite Offices: program delivery; risk management;
policy development; provincial consultation among smaller agencies
Heidi Benson: Program Manager, Central Operations: program delivery; risk management;
policy development; provincial consultation among larger agencies
Bronwyn Bath, Program Administrator: performance measurement; administrative coordination
Kim Struthers: Manager, Recruitment & Retention: volunteer and family recruitment; volunteer
retention strategies; customer service processes
The Mentoring Excellence BC Management Committee, listed below provide provincial leadership and
vision. It encourage a collaborative process province-wide. The initiative is led by three individuals:
Committee Chair: Sandy Whitwham, BBBS Prince George. Chairs all meetings of the
Committee and oversees annual decision-making, planning and budgeting processes.
Project Manager: Pippa Rowcliffe. Develops planning and budgeting drafts for the Committee;
coordinates the delivery of services across the province including on-site visits and consultation
to member agencies; monitors and reports on performance.
Mark Ely, Big Brothers of Greater Vancouver: BB of Greater Vancouver provides partial funding,
administrative support and office space; the BB Management Team of five, including Mark,
provides direct support for capacity building and network strengthening activities, including on-
site visits and consultation to member agencies.
How many volunteers will be involved in the project.
Given projected number of children and teens to be involved in the Teen mentoring process, we
anticipate that by 2008, we will be serving 500 teens and 500 children annually, province-wide.
What screening process is used for staff and volunteers to ensure the protection of youth
Volunteerism is the backbone of our program. Ours is part of a national affiliation of 151 agencies that
has established the strictest standards of screening, training, matching and ongoing monitoring, all with
a view to ensuring child safety and the sustainability of the adult-child relationships over the long term.
The screening of all board members, staff and volunteers within the BBBS movement includes a
rigorous interview, at least three references checks, and a criminal records check. Mentors may be de-
selected at any point in the screening process and indeed at any point in the program. Teen Mentors
attend a 2-3 hour training workshop immediately following their acceptance into the Program which
includes a Child Safety component and a test. Big Brothers of Greater Vancouver has been considered
a national leader in setting appropriate standards for mentoring, and providing training and resources to
similar organizations. Executive Director Mark Ely is the Chair of the National Risk Committee for BBBS
Teachers, school administrators, school counselors, school district coordinators, mentors and children
have been involved in the design and evolution of the Teen program since its inception. From the outset,
school district coordinators have identified “families” of schools that are well situated (allowing easy
transport of students), and which have organizational cultures that promote community engagement and
voluntary service, and that ensure risks are low.
SECTION 4 PROJECT DETAILS
Describe the project and its objectives (specific, measureable and attainable). What challenges
Teen mentoring matches High School students with elementary school children 1:1, once a week, on
school property either during or immediately after school. The mentoring relationships created are
friendship-based. Teen and elementary school matches may spend their time together playing sport or
games, reading or any other activity they choose. All Teens involved in the program are provided with
both formal and in-formal training and support (including 1:1 and group counseling sessions) to ensure
that their mentoring work is as successful as possible.
Teens are required to contribute community service hours through the Career Advancement Program.
Providing them with mentoring as an option ensures that these hours are used in a very productive way
and builds a habit of civic commitment in a new generation of Canadians. They can be recruited to the
program through leadership programs or student committees, thus supporting the work of these groups.
Teen Mentoring has been piloted in four BC communities in the last two years. Since its inception, Teen
Mentoring has already enabled us to reach approximately 250 children. Agencies already offering Teen
mentoring anticipate a 15% - 20% increase in Teen matches per year through to 2008. We also
anticipate that half of our 20 Big Brothers Big Sisters Agencies in BC will have introduced the Program in
the next two years. This provides for a dramatic growth not simply in the number of children and Teens
we can reach but our impact at the community level. Built into our growth projections is an assumption
that we will be able to expand programming into geographical areas not served to-date. Most
importantly, our projections assume that, with Coast Capital Savings Foundation support, we will expand
mentoring services into Richmond by January 2007.
Teens matched in 2005/6: 250
Projected Teens matched in 2006/7: 300
Projected Teens matched in 2007/8: 380
Projected Teens matched in 2006/7: 500
Total cumulative Teens matched by 2008: 1,430
As we focus increasing resources provincially on Teen Mentoring, so the Big Brothers Big Sisters
network faces some challenges:
Maintaining the momentum of our growth as resource requirement at the local level increases;
The need to avoid recreation of the wheel – making sure that program resources and materials
developed in one agency are shared quickly and efficiently across the province, thus saving time
Building the skills and capabilities of agency staff across the province to work with Teens and deliver
quality programming to them;
Mapping the real impacts of Teen mentoring at the local level so that we can clearly describe and
present the benefits to partners and the wider community.
In facing these challenges, the Big Brothers Big Sisters network in BC has some existing strengths. We
have two years of experience in Teen Mentoring from which we can build. We are beginning to create a
base of knowledge and resources that can form the basis for information sharing. A provincial network,
Mentoring Excellence BC has the capability and a track record in provincial support and dissemination
and can act as a conduit for sharing materials and information, and can coordinate training.
Our goal is to implement sustainable and growing Teen Mentoring programs across BC, involving 500
Teens and children annually by 2008.
In order to be able to achieve our goal, we need to ensure that we support activity both at a local and a
provincial level. Locally, agencies require resources to be able to deliver the program – without these
resources, it will be impossible to reach a substantial number of children and youth. At the same time,
there are substantial savings and benefits to working at a provincial level. Provincial coordination of
components of the Teen Mentoring Program will help to enhance the sustainability both of agencies
themselves but also the programs they deliver. Therefore, our objectives are to……
1. Provide financial support to 3 or 4 Teen Mentoring programs and agencies each year;
The Coast Capital Foundation is currently approached by a number of Big Brothers Big Sisters
Agencies for program support during each funding cycle. This project will incorporate and
support these requests, while ensuring that they are focused on Teen Mentoring and leadership
development. In year 1, these agency grants will be given to agencies with solid program
delivery capacity in Coast Capital Savings service areas. There is the potential in years 2 and 3
to work with the Coast Capital Savings Foundation to increase provincial coverage and impact.
2. Develop and disseminate provincial resources (a Teen Mentoring Manual, recruitment materials,
Teen training courses and resources) to support all agencies in their Teen Mentoring
programming. This will provide a foundation for program continuity and service delivery which
adds value to an evaluative framework;
Some agencies have started to develop Teen Mentoring resources already. Coast Capital
Savings Foundation support for this component will focus on funding agencies currently
developing resources to complete their work and then on ensuring that all other agencies have
access to it, eliminating the need for all agencies to create their own resources. These
resources will include: standard forms and processes for matching Teen Mentors; formats for
developing and maintaining relationships with schools; a training presentation and handouts;
publicity materials for use in schools.
3. Design a Teen Mentoring Training module and for Big Brothers Big Sisters staff that can be
delivered at both Regional Conferences and the annual BBBS National Convention in Toronto;
Training is a critical to the on-going capacity of agencies to achieve results at the local level.
This component focuses on creating modules that can be used in many setting to reach as
many staff as possible over the coming few years.
4. Create and implement a comprehensive and systematic evaluation framework that will allow us
to clearly see the impacts of Teen Mentoring on Teens.
Securing on-going support and arguing the importance of Teen Mentoring requires that we can
systematically demonstrate real results and long-term impacts. We have existing databases to
capture information about impacts of mentoring on children. This component would allow us to
become national leaders in developing impact measures that reflect the results of mentoring on
Teen Mentors. The evaluation measures used will focus on key areas of Teen impact:
connection with community, school and family; self-esteem and life satisfaction; career skill
development; and leadership. (See section on evaluation for more detailed information)
Describe the action plan and timeline to meet these project objectives.
These tactics reflect a series of activities that will take three years to complete. Building the capacity of
half the BC Big Brothers Big Sisters agencies to successfully deliver the Teen Mentoring Program will
take time, energy and careful attention.
Program support Develop an objective and targeted process for BBBS Winter 2006
to 3-4 agencies agency financial support that focuses on building long-term
agency local capacity
Disseminate agency financial support Winter/Spring
Implement agency based teen mentoring activities: 2006
partnership development with schools, recruitment
campaigns, screening and matching, training and match
Provincial Support existing resource development in lead agencies Winter 2006
Resource with current Teen Mentoring pilot programs (this work will
Development take place within BC agencies)
Gather materials developed from lead agencies (those with Summer 2006
existing Teen Mentoring pilot programs) and disseminate in
electronic and hard copy
Provide Agency-to-Agency mentoring support for program On-going
development and growth to ensure that materials and skills
across the province are adequate to implement a high
Teen Mentoring Gather existing information about staff training from lead Jan–Mar 2006
Training for BC BBBS agencies (and from across Canada where
BBBS Staff appropriate)
Develop training modules Apr–May 2006
Deliver training at the BBBS Regional Conference 2006
(Vancouver) October 2006
Evaluation Partner with UBC Education Department to identify Winter 2006
Framework appropriate indicators of Teen leadership (existing
partnership will form a strong foundation for more intense
Gather information and experience from lead BC agencies Spring 2006
Draft an initial evaluation framework for testing in 3 – 4 BC Spring/Summer
Program support to agencies (including program start up in new areas such as Richmond and Maple
Provincial Resource Development (including Agency-to-Agency mentoring support and
dissemination of up-to-date resources based on recent program experiences)
Teen Mentoring Training (including training at the BBBS Regional Conference 2007)
Evaluation Framework (with a focus on testing and adapting the framework )
Program support to agencies (with a focus on ensuring sustainability into years 4 and 5)
Provincial Resource Development (including cross training and internal review)
Evaluation Framework (with a focus on provincial evaluation support and full-scale national
Describe how the project will build or enhance youth leadership skills and how the skills will be
Teens need to build skills that enable them to thrive in the world as they leave school. They also gain
from opportunities to develop capabilities and from experiences that increase their understanding of the
world. Though we do not yet have concrete evaluative information to understand the impact of
mentoring on the Teens themselves, current research can tell us something about the potential impact.
We know from a variety of sources that encouraging Teens to take responsibility, to care for others, to
resolve problems and to be involved in a group activity are more likely to be engaged and positive about
their school and community.
Mentoring Can Help Teens Develop their Sense of Self-Identity and Connection
Research has shown that Teen experiences in group activities, such as clubs, activism, and mentoring,
have been shown to be related to a heightened sense of:
Social integration; and
Political awareness .
We also know that highly caring adolescents report a greater sense of belonging, more social support,
and higher levels of empathy than adolescents who have low levels of caring.
Involvement in Mentoring can encourage greater life-long civic engagement
In addition to feeling better about themselves, research tells us that teens who participate in school
government or community service projects are more likely to vote and join community organizations in
adulthood. Studies show that early engagement in social organizations is associated with long-term
engagement in social activities. The connection results from having the opportunity to participate,
belonging to a social group of family and peers who value service, and developing one's own sense of
commitment to continue service.
Teens who mentor develop strong leadership skills
Big Brothers Big Sisters mentoring programs provide a significant level of training for Teen mentors. The
formal training focuses specifically on leadership and transferable skills related to working with children.
Informal support for Teen mentors allows for additional skills and capabilities to be developed: conflict
resolution, public speaking, time management, building trust are some examples. Programs also allow
Teens to put their skills to good use by assisting with recruitment of new Teen mentors, program
promotion in the schools, training new Teen mentors and program development (production of training
materials for example).
Describe how participants will be selected or recruited for the project
In the Teen Mentoring Program, eligible boys and girls aged 7 - 12 are identified by school staff from
single parent families, families in difficulty, economically disadvantaged families, and new immigrant
families. Most children come from either single parent or low income families that are struggling
economically or which lack positive adult role models and healthy adult-child relationships. In addition to
these challenges, children from new immigrant families experience considerable isolation and stress due
to cultural issues related to being a new immigrant as well as a range of issues arising from limited
language skills. The children in our programs often have limited exposure and/or access to cultural,
social and economic opportunities.
Yates, M., & Youniss, J. (1996). A developmental perspective on community service. Social Development, 5, 85-
Hart, D., & Yates, M. (1997). The interrelation of self and identity in adolescence: A developmental account. In R.
Vasta (Ed.), Annals of Child Development (vol. 12, pp. 207-242). London: Jessica Kingsley Publishers.
Teen mentors are male or female, and usually from grades 10-11, though some mentors are admitted
from grades 9 and 12. Since longer friendships result in higher impact for the child, we concentrate on
the middle high school grades because the likelihood that Teens can return for a 2nd or even 3rd
year of mentoring is higher. Teens are recruited through a variety of means: teachers refer Teens; some
teachers will nominate their entire class to participate for a school year; and Teens who learn about the
program through school presentations or through the existing mentoring work of their peers can self-
nominate. Most Teens involved in pilot programs have demonstrated a heightened sense of community
responsibility and have a commitment to social change at some level. Teens selected reflect the true
diversity of our communities in terms of socio-economic background, culture, language. This is critical
as it allows children to be mentored in an appropriate and sensitive way. All Teens are screened and
trained by qualified BBBS staff on school grounds. The screening process continues in an informal way
through on-going counseling and support provided to Teens.
Which region will benefit from this project?
Implementation of the project in Year 1 will focus on geographical areas with a strong Coast Capital
Savings presence and with Big Brothers Big Sisters capacity to deliver: Surrey, Vancouver, Richmond,
Tri-Cities, Delta, Langley, Abbotsford, Chilliwack, Victoria, and Nanaimo. Because of the Provincial
coverage of Big Brothers Big Sisters and the provincial profile offered by Mentoring Excellence BC, the
potential to work with Coast Capital Savings to increase the direct impact of the project outside existing
Coast Capital Savings service area is high.
Describe how your project will support or differ from similar projects in the community.
To our knowledge, there exist no other teen-focused projects that provide teens in these numbers with
the potential to gain experience, to explore their potential, to prepare for their careers while also learning
valuable life skills and building self-esteem.
SECTION 5: FINANCIALS
Provide a detailed budget for the project including all potential and confirmed revenue and
Program support to Disseminate agency grants that will cover: staff $15,000-$20,000
3-4 agencies time for program implementation (school per agency
liaison, Teen recruitment, training and
counseling etc), resource purchase (mentoring (maximum of $60,000
activity boxes); printing marketing materials. inYear 1)
Provincial Resource Support existing resource development in lead $10,000
Gather and disseminate materials in electronic $5,000
and hard copy
Agency to Agency mentoring support for $12,500
Program support and growth
Teen Mentoring Gather existing information about training $5,000
Training for BBBS Develop training modules $10,000
Staff Deliver pilot course at National Convention, $3,500
Deliver pilot course at Regional Convention, $2,000
Vancouver, October 2006
Evaluation Develop a partnership with UBC Education $5,000
Gather information and experience from lead $4,000
Draft an initial evaluation framework $3,000
Total Year 1 $120,000
Year 2 Proposed Budget $100,000
A more detailed budget will be developed once experience in Year 1 points more clearly
to critical areas for attention and major emerging opportunities.
Year 3 Proposed Budget $80,000
A more detailed budget for Year 3 will emerge during Year 2 activity. The intent of Year
3 expenditures will be to solidify our program activities and ensure sustainability.
List all additional sources of funding (confirmed and/or applied for) as related to this project
Each individual BBBS agency is currently in the process of sourcing its own revenues to support Teen
mentoring. No provincial financial support for Teen mentoring work is currently in place. Parallel to the
program development strategy described in this proposal, Mentoring Excellence BC will be continuing to
work with BC agencies to develop and grow independent and sustainable sources of funding such as
Attach your most recent annual report and audited financial statement.
Attached is an audited financial statement and annual report for Big Brothers of Greater Vancouver, as
the provincial host of our the BC BBBS network, Mentoring Excellence BC. These documents describe
the credibility and sustainability of the managing organization.
SECTION 6: EVALUATION
Describe how the project will be evaluated and how you will measure the success and outcomes
against project objectives.
Measurement of the impact of mentoring on children has been perfected by the Big Brothers Big Sisters
national network over the past 5 years. Existing computer-based data capture systems will continue to
be used and reports generated.
The impact evaluation work described in this proposal will focus on Teen impacts. This is a new and
exciting adventure as it will allow us for the first time to clearly identify the impact of mentoring on the
mentors themselves in a systematic and quantifiable way. The evaluation framework will assess
program impacts on teens at a number of levels:
The degree to which mentoring builds connection with people and the community;
How mentoring can help to increase the level of self-esteem and satisfaction that teens
experience in their lives by giving back to others;
In concrete terms, how career relevant skills are developed in teens and help to guide their
decisions at school;
The impact of mentoring on teens self-perceived and observed levels of self-responsibility and
During the project, evaluation will be addressed in a consistent and comprehensive way by following
Assessment of any existing evaluative approaches used by BBBS agencies in BC and across
Compilation of a range of appropriate indictors that reflect the categories of impact described
Identification of data capture mechanisms appropriate to the teen mentoring program and
consistent with existing data capture systems;
Design and testing of an evaluative approach leading to modification and improvement;
Roll-out of a provincial data capture and evaluative approach.
To complete this process and to ensure a rigorous system is developed, we are partnering with
researchers at the University of British Columbia on most of the steps outlined above. UBC has been
centrally involved in discussions of National research agenda on Mentoring for Big Brothers Big Sisters.
Discussions with UBC on local and provincial evaluation systems are continuing. Concrete evaluation
and research work can take place as we secure the funds to make it possible.
If this is an on-going project, how will you ensure its sustainability in the future.
Big Brothers Big Sisters Agencies work hard to develop a diverse range of funding streams to support
on-going programs. We expect that Teen Mentoring will become, over time, a core program area for all
BC agencies. Programming will be supported through grants, individual donations, wholly enterprises
operated by agencies (RenewCrew’s or Donation Centres), corporate donations and events.
Mentoring Excellence BC is also working at a provincial level to support local fund development work.
Provincial collaboration opportunities for funding are being explored, with a focus on individual giving.
SECTION 7: PARTNERSHIPS
List all the collaborating community groups, agencies, stakeholders or individuals involved with
this project. Include their role in the project and contact information for each.
Name Role Contact Details
Big Brothers of Greater Vancouver Lead Agency/Resource Mark Ely
Development 604 876 2447
Big Brothers Big Sisters of Victoria Service Incoming Executive Director –
Delivery/Resource January 2006
Development 250 475 1117
Big Brothers Big Sisters of Langley Service Delivery Barbara Scott
604 530 5055
Big Sisters of BC/Lower Mainland Service Delivery Shannon Newman-Bennett
604 893 4525
Big Brothers Big Sisters of Abbotsford, Service Delivery Lana Liable
Mission, Maple Ridge, Pitt Meadows 604 852 3331
Big Brothers Big Sisters of the Upper Fraser Service Delivery Dave Bahr
Valley 604 795 6695
Big Brothers Big Sisters of Central Vancouver Service Delivery Denise Robinson
Island 250 245 7866
Big Brothers Big Sisters of the Cowichan Service Delivery Pam Richmond
Valley 250 748 2447
The partner agencies listed above operate in current Coast Capital Savings service area. The project
will also benefit all other Big Brothers Big Sisters agencies in BC covering the following communities:
Campbell River, Port Alberni, Terrace, Prince Rupert, Prince George, Fort St John, Dawson Creek,
Quesnel, Williams Lake, Kamloops, Vernon, Kelowna, Penticton, Cranbrook, Squamish, Whister and
Each of the Agencies listed in the table above has close partnerships with schools and school districts in
their area to be able to effectively deliver the Program.
Describe how Coast Capital Savings Foundation support for this project will be recognized.
Our proposal has substantial benefits for both Big Brothers Big Sisters and the Coast Capital
Most importantly, both organizations would be able to actively pursue their missions, and do so
more effectively by working together: the Foundation providing resources and BBBS agencies,
activity on the ground to produce results with Teens.
The project will provide ample opportunity for broad recognition of both organizations as those
dedicated to children and youth and with an intent to make a real difference.
More specifically, the Coast Capital Foundation would be recognized for its contribution through:
Specific mention of Coast Capital Foundation on all materials related to Teen Mentoring – the
underpinning to a long-standing branding relationship;
Recognition of Coast Capital Foundation as a major supporter at Regional and National training
A central feature of Coast Capital Foundation as a major supporter on agency and Mentoring
Excellence BC websites.
The Foundation will also benefit from a corporate social responsibility perspective by assisting in the
achievement of excellence through the comprehensive evaluation and through the access that
Coast Capital Foundation employees will have to highly rewarding volunteer experiences that can
enrich their lives.
Describe any volunteer opportunities for Coast capital Savings employees.
BBBS and the Coast capital Savings Foundation have had on-going contact over the last few years:
Individual staff members of Coast Capital Savings have become adult mentors to Big Brother Big
Coast capital Savings employees have been involved in annual “BBBS Bowl for Kids Sake”
We would welcome an opportunity to discuss additional partnership ideas with Coast capital Savings,
including a more formal agreement to provide Coast Capital Savings employees with significant and
rewarding volunteer opportunities as mentors in our In-School Mentoring Program.