Rapport Issue 2008-2 - Big Brothers Big Sisters of Canada

CHAIR’S CIRCLE
CIBC, Mastercard, RBC Foundation
President’s Circle
Best Buy Canada, BMO Financial Group, Cadillac Fairview, COGECO, Correctional Service Canada,
Cisco Systems Canada, Federal Express Canada, Invesco Trimark, The Keg Spirit Foundation, The Muttart Foundation,
National Crime Prevention Strategy, The Ontario Trillium Foundation, Westjet, Youth Justice Canada
Big Brothers Big Sisters of Canada
Issue Two , 2008
Innovation Issue
BBBSC hosts first Leadership Symposium
and Youth Summit
Watch us Grow!
Our Bigs Speak
Big Brother Andrew and Big Sister
Shannon tell their stories.
In Bowl for Kids Sake, Government
Relations and more...
Share a Little Magic!
www . bb bs alumni . ca
DEVELOPMENT OF BIG BROTHERS BIG SISTERS ALUMNI HAS BEEN SUPPORTED BY:
2
Big Brothers Big Sisters of Canada Issue Two 2008
Innovation and Leadership
”More than 70 percent of the
senior executives in a survey
we recently conducted say that
innovation will be at least one of
the top three drivers of growth
for their companies in the next
three to five years.”
-McKinsey Quarterly
President’s Message
Big Brothers Big Sisters of
Canada President & CEO
Bruce MacDonald
I
n June, Big
of senior managers and over a third of middle
Brothers
Big Sisters of Canada hosted managers (37%) and other staff (36%) do”
its first ever national
If this is the same in Canada (and I suspect
Leadership Symposium. This
it is), the information speaks to an interesting
event brought together volunteer board
benchmark when attempting to develop new
members and senior staff to examine the future ideas and spark creativity. Bryn Meredith of
of the organization’s mentoring services and
Innovation Tools suggests a starting point
how they are delivered at the local level. In
“The first key principle required for innovation
the context of the symposium, the evolution
is not developing individual creativity
of local organizations and their ability to
alone, but creating a sustainable innovative
thoughtfully examine current program offerings, environment. This is a leadership issue.”
fundraising programs, governance models
A common theme emerging from much of
was highlighted with a discussion on how to
the literature on leadership and innovation
adapt to the future. With a Symposium theme
relates to the change of mindset—consciously
of ‘Keepers of the Flame’ delegates left the
creating time, dedicating energy and
event inspired to bring the mentoring message
resources—to thinking about new ways of
to more people across the country. Clearly,
doing business. Leadership stems from the
becoming a movement that willingly embraces
ability to create a culture or environment
new ideas and approaches will be critical for
that incubates new ideas and attracts the
Big Brothers Big Sisters as it examines its
right kind of people to that environment.
role as a service provider heading into the
In a study commissioned by McKinsey, Barsh,
100th anniversary celebrations and beyond.
Capozzie and Davidson, the authors discuss
Embedded in this discussion is the idea of
these critical elements. “There are no bestinnovation—how can innovative thinking be
practice solutions to seed and cultivate
fostered by volunteer and staff leadership alike?
innovation. The structures and processes that
A 2006 study conducted by nfpSynergy in
many leaders reflexively use to encourage it
the UK found that one in four (24%) charity
are important, we find, but not sufficient.
professionals think their organization is “too
On the contrary, senior executives almost
risk averse” and one in three (32%) think
unanimously—94 percent—say that people and
it “overly bureaucratic”. The same study
corporate
identified an interesting barrier to innovation culture are
the most
“Moreover, whilst almost two thirds (63%) of
important
chief executives feel “innovation is important
Story: Big Couple.....................4
drivers
of
in [their] organization”; less than half (48%)
innovation.”
Bowl for Kids Sake....................4
IN THIS ISSUE
continued on
page 9...
Profile: Invesco Trimark..............5
Feature: Youth Summit...............6
Profile: Westjet.........................7
Rapport issue 2008.2 Published by Big Brothers Big Sisters of Canada and distributed free of charge to all members.
Letters, story submissions (approx. 500 words), or subscription requests may be sent to:
Rapport c/o Big Brothers Big Sisters of Canada 3228 South Service Rd, Ste. 113E, Burlington, ON L7N 3H8
Tel: (905) 639-0461 Fax: (905) 639-0124 e-mail: [email protected]
National Website: www.bigbrothersbigsisters.ca National President & CEO: Bruce MacDonald
Advocacy in Action!..................8
Story: Making a Difference . .......9
Program Innovations................ 10
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Magic at
the Bowling
Lanes
Brothers Big Sisters of Ingersoll,
Tillsonburg & Area had the pleasure of hosting
our 24th annual Bowl for Kids Sake event with
a “60’s/70’s Hippie Flash-Back” theme at
Ingersoll Lanes. They learned once again,
that our community may not be large
but it sure knows how to show
the love in a big way! With over
24 teams participating in the
“groovy” fun, an incredible
$30,000 was raised for the children involved in their programs and services.
For the second year, Michelle and David Eisen (photo) have encouraged
their staff at the Ingersoll Home Centre to go above and beyond for our
agency. Last year it was a hair “razing” experience for the guys on staff
as the women beat them in pledges raised and got to shave the heads of
the guys’ team. This year they threw out a challenge to Giant Tiger owners
Bob and Pam Armstrong to try to top them for total pledges raised per staff
member. Bob and Pam accepted that challenge and we all had fun watching
their dueling mascots, (which happen to be a tiger and a hound), in the media
coverage! There were entirely too many cat and dog jokes to mention here.
The fun didn’t stop there either. At the event itself the hippie costumes worn by
members of both teams were incredible! Dave and Michelle went so far as to provide
each of their staff members with a custom embroidered tie-dyed shirt to go along
with the imaginative wigs and other hippie gear appropriate for the theme. The two
teams, (about 35 people in all), attracted so much attention upon their arrival at the
Ingersoll Lanes for their bowling shift that teams from the preceding shift stayed just
to watch them! In the end, experience won out and the Home Centre Hounds took
top honors this year raising an incredible $6,700 amongst their staff members.
This type of community spirit is very inspiring to all who had the pleasure
of watching these two retail businesses over the weeks prior to the event. It
is obvious that the Home Centre staff love the challenges set out by their
employers and that Michelle and Dave have as much fun planning for the event
as the staff love participating in it. We’re not sure if Giant Tiger realized what
they were getting into at the time but if the laughter at the event was any
indication, we think they may be ready to do battle again next year!
We at Big Brothers Big Sisters of Ingersoll, Tillsonburg and Area salute Dave and
Michelle Eisen for being such a great role model for other like-minded businesses
who want to help their community! We were totally amazed to find a Letter to the
Editor in the local paper after Bowl for Kids Sake in which the Eisens thanked us
for putting on the event and their staff for such great participation. Wow, they
raise all those pledges and community awareness for the event and then thank us!
Agency and other
local partner
logos will be in th
is space
Watch for the refre
shed Bowl for Kids
Sake
materials for the
next campaign!
4
Big Brothers Big Sisters of Canada Issue Two 2008
The Eisens have not only created a little “magic” for the children involved
in our programs, but for the staff who work for them and the businesses
surrounding them. We can hardly wait to see what they have planned
for our “25th Anniversary Silver Screen” edition next year!
Invesco Trimark
Helps Bowl For Kids Sake to
Strike it Big!
W
New name, same great support!
hether you’re in
the private sector
or the public, growth and innovation
are important for the success of your
business or non-profit organization. Invesco Trimark
(formerly AIM Trimark Investments) is one of Canada’s
largest investment management companies. Creating
innovative funds and supporting advisors so they
can help their clients build and protect wealth are
necessary components to continue to grow business.
Invesco Trimark has been supporting Big Brothers
Big Sisters (BBBS) agencies since 2002 and has been
the official national sponsor for Big Brothers Big
Sisters’ signature event and fundraising campaign
Bowl For Kids Sake, since the fall of 2004. In
2004, Bowl For Kids Sake grossed approximately
$5,041,218, in 2007 it grossed $6,670,768. This
is remarkable growth for an event that began
in 1973 with some agencies and then spread
across the country. Many events don’t last this
long and many don’t continue to grow. These
funds stay in local communities, to support the
Big Brothers Big Sisters programs that in turn
support children, youth and their families.
Based on the outcomes of fund development
research that was done for Big Brothers Big Sisters
of Canada (BBBSC) it became apparent that BBBSC
should focus on a signature
fundraising event
nationally. Bowl For Kids
Sake was the perfect
event to put energy
and resources behind.
It offers Canadian
communities
a fun way to
support the kids in
their communities
and is a great
way for Big Brothers
Big Sisters agencies to
showcase the cause to the public.
Invesco Trimark’s support has re-energized Bowl
For Kids Sake and has allowed BBBSC to incorporate
innovative fundraising strategies and promotional
ideas like our
Strike it Big
campaign. Many
Big Brother Big
Sister agencies
are now using
online donating
which offers
participants the
opportunity
to fund raise
efficiently
and globally
making it easy
for donors to
donate. Ultimately, helping Big Brothers Big Sisters
raise more funds for their services and to inform
more people about Big Brothers Big Sisters.
Employees from Invesco Trimark also participate in
Bowl For Kids Sake in various ways and mostly by
putting together teams and raising funds. Andrea
Soares a Human Resources Business Partner at
Invesco Trimark has participated in Bowl For Kids
Sake. She says, “I had a great time at the event. It
offers team building amongst co-workers and the
competition between teams remains friendly and
focused on supporting Big Brothers Big Sisters. You
get to know not only your department co-workers
better, but employees in other departments, which
is not always easy to do. Employees can bring
their family members so it’s an activity they
can do together. It feels good to
support a good cause and
have fun while doing it.”
The many ways Invesco
Trimark supports Bowl
For Kids Sake has been
fundamental in the
overall growth and
new campaign ideas
we have seen from Big
Brother Big Sister agencies.
Invesco Trimark is helping
Big Brothers Big Sisters Bowl
For Kids Sake to Strike it Big!
5
Youth Leadership Summit
On July 3rd, 18 young people from across the country
met for the first Big Brothers Big Sisters Youth Leadership
Summit at the Holiday Inn in Markham, Ontario
D
uring the four
day conference—which ran
alongside Big Brothers Big Sisters of Canada’s
Leadership Symposium—students were actively
involved with team building exercises, leadership
training workshops, night time socials as well as a
unique opportunity to meet with senior Big Brothers
Big Sisters delegates at our Leadership Symposium.
In workshops, students participated in a variety of
activities and exercises focused on building strong
leadership skills that can be applied to a variety
of initiatives. Key leadership skills that students
were coached in include public speaking,
active listening, recognizing leadership styles,
identifying one’s passion and confronting
stereotypes. The youth participants also spent
a large amount of time developing their own
personal story and many of them shared these
stories throughout the summit. In the training sessions,
the participants adopted the theme “Be the Change” so
that they could embody the true meaning of the “Me to
We” philosophy by helping those in need around them.
Special guest speakers also joined the youth
throughout the Summit such as representatives
from Veteran Affairs who spoke about “Izzy Dolls”
(crochet dolls for children in countries with U.N.
peacekeepers) and the importance of creating a legacy.
The youth also met Jacob Hoggard
from the band, Hedley, who shared his
experience in the music industry and how having
an older mentor shaped him in a very positive way.
Most importantly however, students were able to
share their own experiences which helped to instill
a sense of solidarity and inspiration in each other.
This was articulated best by Jessica Iris who wrote
“I feel like after hearing the other youth speak about
how they want change, I have a purpose and meaning
in being involved with Big Brothers Big Sisters.”
The sessions spent at the Institute for Learning
with senior Big Brothers Big Sisters representatives
were a valuable opportunity for students to voice
their opinion about the program and share their
6
Big Brothers Big Sisters of Canada Issue Two 2008
”The BBBS youth summit has shown me that we all
have a responsibility as global citizens. It has also
strengthened my idea of the importance of having a
positive mentor. The people I met and their selfless
actions do more than all the money in the world.”
- Lawrence, Youth Summit Participant
WESTJET PROVIDES “GIFT OF
FLIGHT” TO BIG BROTHERS
BIG SISTERS OF CANADA
WestJet provided a gift of $20,000 to
support our first ever Youth Summit
program. Without this gift, simply, the
Youth Summit would not have been
remotely possible.
Big Brothers Big Sisters of Canada and
WestJet also renewed and increased
its philanthropic partnership for
2008—providing donated flights to help
us advance our strategic goals.
positive experiences about having a Big Brother or Big
Sister. The senior delegates saw this opportunity as a
key learning experience where they were able to develop
actions plans on a variety of initiatives such as volunteer
recruitment, using technology to communicate with Littles,
incorporating Littles in the planning of group activities and
taking steps to improve the teen mentorship program.
Overall, the Youth Leadership Summit was a huge success
and students walked away with a sense of belonging to
something special. By enhancing their communication
and leadership skills, the participants have embodied
the role of young leaders and will continue to work
towards long-lasting sustainable change in their own
lives and the lives of those around them.
The airline’s community investment program,
WestJet Cares for Kids, has donated 285
flights to Big Brothers Big Sisters of Canada
to provide support to local Big Brothers Big
Sisters agencies, fundraising incentives and to
provide flights for youth participating in a Big
Brothers Big Sisters mentoring program.
“The contributions from WestJet will have
a profound impact on our ability to provide
more Canadian children with the best quality
mentoring programs in this country,” said
Bruce MacDonald, President and CEO of Big
Brothers Big Sisters of Canada. “We are so
grateful and proud to have WestJet as a vital
corporate supporter.”
“WestJet is honoured to partner with Canada’s
leader in mentoring youth, Big Brothers Big Sisters,”
said Richard Bartrem, WestJet Vice-President
Culture and Communications. “The
spirit of giving and volunteering
is embedded in WestJet’s caring
culture. Partnering with Big
Brothers Big Sisters of Canada will
give WestJetters across the country
the opportunity to make a life-long
difference in children’s lives.”
THANKS WESTJET!
7
Advocacy in Action
Government of Canada Supports Big Brothers Big Sisters
T
he Honourable Monte
Solberg, Minister
of Human Resources and Social Development,
announced funding for Big Brothers Big Sisters
of Canada, as part of the Government’s partnership
approach with not-for-profit organizations to
help give at-risk children the
chance for a brighter future.
families, children and youth,” said Minister Solberg.
“We’re supporting Big Brothers Big Sisters of Canada
as it provides valuable services and programs to
even more children and youth throughout the
country. When Canadians have the opportunity to
succeed, their entire community
and all of Canada benefits.”
Through the Social Development
The Government of Canada
Partnerships
Program, the
supports programs that encourage
Government
supports
community
positive changes in the lives
not-for-profit organizations
of children. Big Brothers Big
that benefit children, families
Sisters of Canada will receive
and communities across Canada.
$600,000 over three years to
By working with organizations
match more children and youth
such as Big Brothers Big Sisters
with volunteer mentors to
Big Brother Darren, his Little Brother Laaren, of Canada, the Government
create meaningful relationships.
BBBSC Chair Karen Fonseth, Minister Solberg,
of Canada is better able to
The organization currently
Little Brother David and his Big Brother
deliver appropriate supports
provides one-to-one mentoring
Bill pose together at the BBBSC Leadership
for Canadians, helping them
Symposium Friday where the Minister
programs to close to 26,000
announced
the
HRSD
support.
fully participate in society.
at-risk children and youth in
more than 1000 communities
The Government recognizes
across Canada. The relationships developed
the important social and economic role that the not
through these programs produce positive changes
for-profit sector plays in strengthening the nation.
in the lives of these children and youth.
Community not-for-profit organizations employ 2
million people, involve 12 million volunteers and
“The Government of Canada is committed to
contribute $135 billion to the economy.
providing support and services that help Canadian
Funding for Ontario In-School Mentoring Growth
B
ig Brothers Big
Sisters of Canada has
received $1.5 million
from the Ontario Ministry of
Education to give 3,000 students
access to mentors in school.
An additional 3,000 students
who are struggling or at risk
of dropping out will now
have access to adult role
models in their schools.
A $1.5-million government
investment will help Big Brothers
Big Sisters of Canada provide these
students with in-school mentors.
“We know that students who
have caring adults in their life
8
are better engaged and achieve
better results,” said Education
Minister Kathleen Wynne.
“When we share a little magic
with our youth, the impact lasts
a lifetime,” said Big Brothers
Big Sisters of Canada President
and CEO Bruce MacDonald.
For more than 90 years, the Big
Brothers Big Sisters program has
made a difference in the lives
of young people by providing a
friend where one is needed.
In Ontario, there are more than
13,000 youth being served in over
400 communities through the Big
Brothers Big Sisters program.
Big Brothers Big Sisters of Canada Issue Two 2008
Research has shown that
a connection to a caring
adult is an essential part
of student engagement.
The target for Ontario’s
graduation rate is 85 per cent. In
2006-07, the rate was 75 per cent
up from 68 per cent in 2003-04.
Improving outcomes for
all students is part of the
government’s Student Success
Strategy and Big Brothers Big
Sisters is proud to be contributing
toward this goal.
Innovation and Growth........ President’s Message continued from page 2
Their observations continue with a framework
for innovation transformation “Our experience
convinces us that a disciplined focus on three peoplemanagement fundamentals may produce the building
blocks of an innovative organization. A first step is
to formally integrate innovation into the strategicmanagement agenda of senior leaders to an extent
that few companies have done so far. In this way,
innovation can be not only encouraged but also
managed, tracked, and measured as a core element in
a company’s growth aspirations. Second, executives
can make better use of existing (and often untapped)
talent for innovation, without implementing disruptive
change programs, by creating the conditions that
allow dynamic innovation networks to emerge and
flourish. Finally, they can take explicit steps to foster
an innovation culture based on trust among employees.
In such a culture, people understand that their ideas
are valued, trust that it is safe to express those ideas,
and oversee risk collectively, together with their
managers. Such an environment can be more effective
than monetary incentives in sustaining innovation.”
In the context of the voluntary sector, the three
elements outlined by Barsh, Capozzi and Davidson
translate nicely. To address the issue of ‘formal
integration’ ensuring that innovation is discussed
by Boards of Directors and senior staff is crucial to
sending a message that ongoing assessment and
openness to new ideas is valued and desired.
The study’s second component was the concept of
unleashing untapped talent. The Youth Leadership
Summit, that was operated in conjunction with
the National Leadership Symposium, illustrated
how connecting with youth that have experienced
the organizations mentoring programs can serve
as a powerful source of new ideas. Listening to
deluge of ideas from current and former Little
Sisters and Little Brothers brings H.G. Rickover’s
thoughts on innovation to mind: “ All new ideas
begin in a non-conforming mind that questions
some tenet of the conventional wisdom.”
Finally, the notion of ‘trust among employees’
should be extended to include volunteer leadership.
Creating an atmosphere that embraces the concept
of creative destruction and renewal will lead to a
healthier organization. The McKinsey study notes
that “Respondents to our survey of 600 executives
and managers indicated that trust and engagement
were the mind-sets most closely correlated
with a strong performance on innovation.”
Combining a culture of innovation with reaching out
to those with great ideas will enable Big Brothers Big
Sisters to remain relevant to the communities it serves.
Inspired, visionary and professional leadership, both
volunteer and staff, will be essential to bring both of
these elements together. To fulfill the promise of the
Leadership Symposium theme—Keepers of the Flame—
and create a nationwide movement of passionate
believers in the success of mentoring, the organization
must continue on its journey to inspire new possibilities.
As Paul Slone, in ‘The Leader’s Guide to Lateral
Thinking Skills’ notes “Everyone has the spark
of creativity in them. It is the job of the leader
to inspire and release that spark”.
B
m Winnipeg, M
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9
Program Innovations
Big Brothers Big Sisters of
Winnipeg’s Empowering Our began in response
Little Sisters (EOLS) program to the suicide of
an 11-year-old
Aboriginal youth in October 2005. The founder of the
EOLS program sent an email to all her contacts in
response to this death, asking community members to
come together to discuss ways to assist young girls in
their community. Approximately 80 women answered
the email and began to discuss a plan of action. They
developed an eight-person steering committee to
continue this process and further investigate what the
community needed as well as potential partnerships.
After speaking with families and agencies in the
community, the steering committee saw a definite need
for a mentorship program for young Aboriginal girls,
with Aboriginal women serving as positive role models.
In late October 2005, the EOLS steering committee met
with Big Brothers Big Sisters of Winnipeg senior staff
to discuss a potential partnership. With assistance from
Big Brothers Big Sisters in organizing the financial and
legal infrastructure, EOLS incorporated in April 2006 as
a non-profit corporation. This allowed the organization
to retain its Aboriginal identity and become a distinct
entity with the legal authority to enter into a formal
partnership with Big Brothers Big Sisters. As a result,
the steering committee dissolved and a three-member
board was developed. The founder of the EOLS program
was invited to sit on the Big Brothers Big Sisters Board
of Directors to support, advise, and help promote the
program to the community. Big Brothers Big Sisters
and EOLS signed a memorandum of understanding
to formalize the relationship. They secured funding
from the government and various organizations.
The Big Brothers Big Sisters and EOLS Boards hired
a program coordinator for EOLS in January 2006. The
responsibilities of the program coordinator included:
• identifying further partnerships; recruiting,
screening, and interviewing mentors and youth;
• providing training to the mentors;
arranging and monitoring the matches;
and organizing events for the matches.
10 Big Brothers Big Sisters of Canada Issue Two 2008
The program coordinator attended specialized
training, and was then prepared for the first match
for this program which started in May 2006.
The girls in the program must be Aboriginal,
between 7 and 15 years old, want to be involved
in the EOLS program, and reside in Winnipeg.
Matches spend about two or three hours a week
together and participate in a variety of activities. The
EOLS program provides various Aboriginal cultural
events for the matches and the little sisters’ families
to participate: such as sweats, sharing circles, crafts
(e.g., dream catcher and drum making), feasts,
storytelling, and elder teachings. Other activities
that the matches are invited to participate in include
Tim Horton’s Camp, Dreams Take Flight, concerts,
movies, hockey games, the ballet, and others.
Funding is also available for special interests such
as music lessons, sports activities, or the arts.
EOLS staff use various methods to recruit
girls for the program, including:
• posters in community centres and schools
• presentations at schools and other organizations
• referrals from guidance counsellors at schools
• word of mouth.
To recruit mentors, EOLS staff use
the following approaches:
• media campaigns including news stories
on local television and radio
• posters and pamphlets
• presentations to various groups
• email networking.
Ongoing evaluation led to program changes
in 2008 aimed at improving the recruitment
and outcomes for the program.
• EOLS is now a predominately sitebased group mentoring program.
• Group events are held twice a month; one event
is a traditional EOLS cultural activity and the
other a BBBS regular match event. The traditional
cultural activities are open to mentors, little
sisters, parents/guardians, and siblings. The regular
match events only to mentors and little sisters.
• All mentors begin with site-based group mentoring.
Several agencies are exploring ways to reach
new communities and mentor more children with
innovative programs—without mission drift.
• For three months, the mentors are matched with
a little sister and responsible for taking their
little sisters to the events. After three months,
the mentors have the opportunity to switch little
sisters or remain with the same little sister. Once
the mentors have successfully completed six months
of group volunteering, the opportunity for a oneto-one community-based match will open, but
both the mentor and little sister must agree to the
one-to-one visits. Mentors must have attended at
least half of the monthly events to be considered
for a one-to-one community-based match.
Program staff report that this change was the
result of parents and sibling wishing to attend
the events, past successes of the group cultural
events, and the tendency for mentors to make
commitments and then change their minds.
There are several advantages to this change:
• Volunteers can begin their mentoring
role sooner by eliminating the need for
match selection and pre-introduction.
• Mentors and little sisters can meet and get
to know each other better before taking
on a more intense commitment.
• Group events provide structure to the
meetings, which nurture new relationships.
• Site-based group events eliminate some of
the transportation issues that arise.
• Little sisters will meet different role models at
the group events, with each role model bringing a
unique perspective and different life experiences.
The EOLS program coordinator is assisted by casework
support staff in the administration of the program.
The casework support staff conduct the intakes
and focus on getting applications out to potential
mentors and little sisters. Once applications are
received, the casework support staff start a file
for the applicant, collect references, and pass the
files to the program coordinator for interviews.
BBBS Calgary’s
Recreation Mentoring program
was developed to provide young people
with the benefits of participating
in sport and recreation, while also
benefiting from a one-to-one or group
mentoring experience with a volunteer
mentor.
The program consists of mentors
participating in sports and recreation
activities with a young person who
shares the same interests. A mentor and
mentee get to have a great time, while
building a relationship in an active and
fun environment.
Recreation Mentoring is beneficial to
both the mentor and the mentee. The
program provides access to recreation
activities and facilities at NO COST for
the duration of the mentoring match.
Volunteer mentors are screened by Big
Brothers and Big Sisters of Calgary and
Area and matched one-to-one with a
young person or a group of four young
people who share similar interests. Each
mentor and mentee match are assigned
to a Big Brothers and Big Sisters
Mentoring Coordinator for training
and ongoing support and guidance
throughout the program match.
Recreation Mentors are kind, caring
people from all walks of life who enjoy
participating in sports and recreation
activities. They spend 1–4 hours a week
with a youth.
Current locations are at CODA’s Canada
Olympic Park and the YMCA Calgary.
Additional administrative support to the program
coordinator enables the coordinator to have more time
for events, for developing relationships with mentors
and little sisters, and for recruiting volunteers.
11
Thank You to Our Partners and Friends
Chair’s Circle
Best Buy Canada
BMO Financial Group
Cadillac Fairview
COGECO
Correctional Service Canada
President’s Circle
Cisco Systems Canada
Federal Express Canada
Invesco Trimark
The Keg Spirit Foundation
The Muttart Foundation
Leader’s Circle
American Eagle Outfitters Foundation
Arby’s
Avon Canada
Canada Remembers
Universal Studios Home Entertainment
Burlington Electricity Services Inc.
Canadian Greetings
F.K. Morrow Foundation
Fisher & Ludlow
In Tandem Canada
National Crime Prevention
Strategy
The Ontario Trillium Foundation
WestJet
Youth Justice Canada
Champion’s Circle
Certified General Accountants of Ontario
Entertainment One
Nexen
Vintage Hotels
The Printing House
Builder’s Circle
J.U.I. Social Committee
J.P. Bickell Foundation
Living Lighting
Ontario Insurance Adjusters Assoc.
PartSource
Print Three
Temple Scott Associates
The Co-operators Group
Winners
wwwork!
Xerox Canada
In-Kind Donors
Best Buy Canada
Bowling Proprietors Assoc. of Canada
Cadillac Fairview
Cisco Systems Canada
COGECO
Engine Communication and Events
JAN Kelley Marketing
Leader Manufacturing
Mandarin Restaurant
Shaw Communications
Universal Studios Home Entertainment
Vintage Hotels
WestJet
Not an Alumni Member yet?
Join online at www.bbbsalumni.ca or fill in this form and send it to:
Big Brothers Big Sisters Alumni
Rekindle the Magic!
113E-3228 SOUTH SERVICE RD, BURLINGTON, ON L7N 3H8 or fax (905) 639-0124
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12 Big Brothers Big Sisters of Canada Issue Two 2008