< PreviousBIG BROTHERS OF GREATER VANCOUVER Mentorship is the key to empowering youth to reach their full potential 20 MAKE THE WORLD BETTER MAGAZINETell us about Big Brothers’ mission. At Big Brothers of Greater Vancouver, our mis- sion is to enable impactful mentoring relation- ships where children and youth can discover their power and potential, in collaboration with our local communities. Our vision is that all children and youth are empowered to reach their full potential through mentorship. What inspired your founders to start Big Brothers? On July 4, 1903, a Cincinnati businessman named Irvin F. Westheimer started a movement that would grow to aff ect millions of lives around the world through child and youth mentoring. When the young professional saw a boy rooting through a garbage can, he took him under his wing and became his “big brother.” He encouraged his friends to do the same with other boys and young men from father-absent homes. Before long, the Big Brothers movement was born. Fast forward ten years to a growing delinquen- cy rate in Toronto and the need for an innovative solution. Several businessmen became aware of what was happening in the United States to com- bat the same problem, and after seeing the posi- tive eff ect the program had for our neighbours to the south, Big Brothers came to Canada. Four decades later on March 8, 1957, fi ve busi- nessmen met in the boardroom of a bakery at the corner of Boundary and Kingsway for the fi rst meeting of Big Brothers of British Columbia. With a strong desire to support the children and youth in the Lower Mainland, founding board members Cecil S. Walker and well-known men’s clothier, Murray Goldman, got involved with Big Brothers shortly after the mentoring movement came out west. Goldman was intro- duced to the idea when one of his clients, former Executive Director Donald Waring, joked that he would agree to buy a suit from him in exchange for his participation. Big Brothers of Greater Vancouver was estab- lished in 1978. We now run our strength-based mentoring programs in Burnaby, Delta, Surrey, New Westminster, the North Shore, Richmond, the Tri-Cities, and Vancouver. We have a broad service area for a diverse group of individuals. Today, young people who need a mentor come from all walks of life. Although the Big Brothers movement was born out of a need to combat a growing delin- quency rate, our mentoring programs now serve a much broader purpose. Th e notion of our strength-based mentoring programs remains the same, but the driving force behind the concept has evolved. A mentor in a child’s life can not only encourage them to reach their full potential, but also create a positive impact in their community. However, for disadvantaged youth, mentors are not always easy to come by. Big Brothers of Greater Vancouver draws on the 100-year-old ethos of now-international organization Big Brothers, connect- ing children and youth with mentors in the Greater Vancouver area. We chatted with Development and Marketing Manager Mandy Wong about Big Brothers of Greater Vancouver’s history, mis- sion, and goals. SEP 2021 • ISSUE 01 21We recognize that the mentor-mentee relation- ship is a shared, meaningful experience for both the child and the volunteer. Everyday experiences mean big impacts for the child, the volunteer, and the community at large. What were some of the challenges you encountered? Th e COVID-19 pandemic has had an immeasurable impact on the lives of the young people that we support. A breakdown of usual routines, schooling, social opportunities, and many other activities has had a profound eff ect on so many children, the eff ects of which we likely won’t fully understand for some time. At the same time, health and safety guidelines drastically impacted our ability to deliver most of our programs, with some switching to virtual delivery, while others were postponed. As a result, we faced huge obstacles to provide young people in Greater Vancouver with programming and support, just when they needed it the most. Funding for the programs became unpredictable with economical impact around the world, and at one point, we weren’t sure if we would be able to keep our agency going. Other than volunteers, our agency is in need of funding to maintain our programs so we can serve as many children and young people as we can through mentorship. What do you consider Big Brothers’ biggest success? Big Brothers of Greater Vancouver has been serving local communities for over 40 years. Our teams and mentoring coordinators are trained to serve long- term friendships and provide guidance on mentor- ship. We believe the knowledge and history we have at Big Brothers of Greater Vancouver has led to our success. What makes your organization unique, and how do you feel Big Brothers makes the world better? Big Brothers of Greater Vancouver believes that when our children are emotionally, socially, and physically healthy, everyone in the community benefi ts. With over 40 years of serving Greater Vancouver communities, we have worked with numerous community stakeholders to develop a variety of essential mentorship programs to meet the needs of children and families. We believe that by providing a mentor to young lives, we will in turn encourage them to live to their full potential and contribute to a better communi- ty’s future. We strive for innovative ways of mento- ring that meet the changing needs of our children, families, and communities, while maintaining the highest standards of program delivery. We are committed to the values of diversity and inclusion. We respect and welcome participation of all individuals. We believe that the diversity of our 22 MAKE THE WORLD BETTER MAGAZINEvolunteers, families, and staff allows us to collec- tively strengthen our organization to intentionally support the communities we serve. Every child referred to us comes on the basis that they will benefi t substantially by forming a continu- ing bond with a caring mentor. Many children we serve are from low income, single parent house- holds or from struggling families lacking positive role models. Th e presence of a reliable, caring mentor provides support for the families as well as their children, and in many cases, connects the family with oppor- tunities they would not otherwise have. In addition, children from new immigrant and refugee families experience considerable isolation and stress due to cultural issues and limited lan- guage skills. Our strength-based mentoring programs build the self-confi dence and capacities of children so that they can develop healthy lifestyles, make informed and responsible decisions, and participate to the greatest extent possible in the social and economic fabric of society. Tell us about your organization’s goals. Every year, we aim to serve as many children and young people as we can through our mentorship programs. We hope to serve over 1,000 mentees in our next fi scal year. Are there any upcoming initiatives or projects you’d like to share, and what do you most want people to know about Big Brothers of Greater Vancouver? Th e Big Brother mentoring program is what we’re most well known for at Big Brothers of Greater Vancouver, and we are always in need of Big Brother volunteers. Th e program provides boys with a role model and a friend to talk to and share the experiences of growing up with. Th rough regular outings of two to four hours, once a week, for a minimum of one year, a friend- ship is developed between the Big and Little Brother that is built on trust, and common interests and values. Furthermore, the result is an impactful ex- perience for both the mentor and the mentee. We’re currently off ering this program virtually through Zoom, or in-person, subject to provincial social guidelines. Other than the Big Brother program, we also have other programs that support children and youth in Greater Vancouver communities. We are always in constant need for volunteers/Big Buddies to support our site-based programs and opportuni- ties, which can be found at https://www.bigbroth- ersvancouver.com/our-programs/ How can people help or contribute to Big Brothers’ mission? If you would like to support Big Brothers of Greater Vancouver, consider volunteering to become a men- tor or donate to support our mentorship programs. We have a waiting list of mentees waiting to be watched with a Big Brother or Big Buddy – with your help, we would be able to make that wait time even shorter. In some areas of Vancouver, children and young people are waiting two to three years to be matched with a mentor. If you would like to volunteer and learn about our programs, please visit our website at https:// www.bigbrothersvancouver.com/our-programs/ To donate and support our mentorship pro- grams, please visit us at https://www.bigbroth- ersvancouver.com/donate-now/ bigbrothersvancouver.com tel: 604.876.2447 facebook.com/BigBrothersYVR twitter.com/BigBrothersYVR linkedin.com/company/bigbrothersyvr instagram.com/bigbrothersyvr youtube.com/bigbrothersvancouver SEP 2021 • ISSUE 01 23WHAT BETTER MEANS TO YOU Always aiming higher, running farther, and never staying stagnant. Diana Tu Marketing Coordinator Sparx Publishing Group 24 MAKE THE WORLD BETTER MAGAZINEing higher, ther, and ng stagnant. SEP 2021 • ISSUE 01 25RAISING THE ROOF Preventing homelessness at a national scale is more than putting roofs over heads The cycle of poverty can be diffi cult to break. It’s not just about being homeless, though that’s a major consideration. It’s also about being able to enter or re-enter the workforce, and having the skills to do so. Raising the Roof considers the full picture of homelessness and comes up with concrete, long-term solutions with proven results. We chatted with Director of Resource Development and Communications Leslie Bellingham about Raising the Roof. 26 MAKE THE WORLD BETTER MAGAZINETell us about Raising the Roof’s mission. Raising the Roof provides national leadership on long-term solutions to homelessness through partnership and collaboration with diverse stake- holders, investment in local communities, and public education. Our vision is for all Canadians to have access to a safe, stable home and the support they need to achieve their potential. What inspired your founders to start Raising the Roof? Raising the Roof was launched in 1996 by members of the Canadian Non-Profi t Housing Foundation. Th e goal was to create a national charity dedicat- ed to fi nding long-term solutions to homeless- ness. After receiving a grant from the McConnell Foundation, our team set up shop in an old ware- house in Toronto’s east end. Raising the Roof launched its fi rst major fund- raising campaign to help the homeless. Based in Toronto, the campaign featured a week of comedy events, public education activities, and a gala featur- ing entertainers. Th e shows, which later expanded to Halifax and Vancouver, continued to raise funds and awareness for the next 15 years. In addition, the campaign raised enough money to benefi t the Toronto homeless community, help us expand across the country, and introduce our now-famous Toque Tuesday, where toque hats were sold throughout Toronto. Over the years, Raising the Roof has initiated several high impact public education campaigns and research projects which are informing national poli- cy today, as well as several innovative pilot projects. Today, we have completed two housing projects in our Reside program, resulting in vacant proper- ties being transformed into homes for people at risk of homelessness, and training people with signif- icant barriers to employment to go on to futures in construction. What were some of the challenges you encountered? Raising the Roof has always been about homeless- ness prevention, which includes our own research and pilot projects. Th ere have been challenges associated with researching the causes of homeless- ness and ways to prevent it, as well as piloting new, untested, innovative prevention measures. We have also been an organization that brings together diverse people, organizations, and stakeholders. Th is has had its own set of challenges, especially as a national organization, learning about unique geographic, cultural, social, and demograph- ic issues across the country. In every community we are a part of, we have prioritized listening to the local community mem- bers who know the needs and resources available in that community. COVID-19 has also produced some challenges. One way was that the funds raised for the home- lessness prevention initiatives were mainly raised through in-person events pre-COVID, so we need- ed to pivot. We are looking to reinstate many of these events in a modifi ed fashion this year, but we have also added new distribution channels for our toque sales, distribution through Home Depot stores Canada-wide this coming Toque Campaign. What do you consider Raising the Roof’s biggest success? While we’re very proud of our pilot programs and research, our biggest success is our Reside program. Th e initial projects proved to be so eff ective, we put all of our resources toward it and have helped end the cycle of poverty for trainees, teaching them hands-on skills and compensating them for their work. Eighty-fi ve percent of the 147 trainees have obtained permanent full-time employment in the trades after completion of the program. Raising the Roof not only provides job oppor- tunities, but support for trainees, including mental health counselling, parenting classes, social workers assistance, and fi nancial management courses. SEP 2021 • ISSUE 01 27Past Reside program trainee, Edward, has a stable, way-paying career in construction, says his mental health and housing security has improved, and he’s saving to purchase a home. In terms of the housing projects that the Reside program works on, one of our most recent successes was a renovation that is now currently rented to two young Black women who were previously living in a temporary, emergency youth shelter. Because of the quiet, space and stability, the women are able to pursue their educational goals. Not only that, the project created 6,000 hours of paid training and saw nearly 87% of trainees go on to unionized apprenticeship programs or full time careers in the construction sector. What makes your organization unique? Raising the Roof is unique in that we are concerned primarily with prevention and long-term solutions to homelessness at a national scale. With our Reside program, we are implementing a holistic solution that not only meets immediate needs, but addresses important root causes of homelessness. Because we have an existing national network of agencies that we support through our Toque Campaign, we are in a unique position to be able to implement the Reside program across the country. How do you feel Raising the Roof makes the world better? Raising the Roof makes the world better by con- necting people and organizations through projects that solve complex social issues in a holistic manner. Th e Canadian Observatory on Homelessness has estimated the average cost of an emergency shelter bed is $1,932 per month. Over 20 years, the cost of one shelter bed would be $463,680. One of our next projects (in Winnipeg), will be creating 10 beds. By investing in this issue now, Canada can save millions of dollars by tackling the issue at the root cause, while also preventing homelessness through careers in the trades. Tell us about your organization’s goals. In 2016, there were 1.34 million empty and tem- porarily occupied homes in Canada. At the same time, 235,000 Canadians experience homelessness each year. Th is presents an enormous opportunity for housing and hands-on training for thousands of people at risk of homelessness. Th ere is also an opportunity for green buildings, improving skills training of trainees, and ensuring long-term sustainability and aff ordability of the homes. We work with sustainability consultants to implement innovative GHG emission reduction measures that greatly exceed National Energy Code for Buildings effi ciency standards, commission de- tailed energy models, and implement leading edge effi ciency technologies. We plan to take our Reside program and ex- pand it to new communities across Canada. With projects located in six cities across three provinces, we have the potential to provide housing stability, income stability, and family support to over 450 people. With the projects we have in the current pipeline, we create sustainable, aff ordable housing for over 50 families and training opportunities for over 300 people. Winnipeg Project 28 MAKE THE WORLD BETTER MAGAZINEAre there any upcoming initiatives or projects you’d like to share? Here are three of our upcoming projects: Winnipeg: • Housing: Renovation of a vacant property into three aff ordable homes made available to Indigenous families who are experiencing homelessness or are at risk of homelessness, and youth aging out of care. North End Community Renewal Corporation and FearlessR2W (an Indigenous organization dedicated to keeping families together and children out of care) will provide property management and indi- vidualized, ongoing wraparound support to the tenants. • Employment: More than 35 people with barriers to employment, mainly Indigenous people, but also newcomers to Canada, people with disabil- ities, previous incarceration and other barriers, will be employed by Purpose Construction. • Timeline: Construction to begin in December 2021 with the goal of completing training and achieving occupancy by September 2022. Orillia: • Housing: Forty residential units, including 24+ units made available at aff ordable rates, specif- ically for women and children fl eeing domestic violence, in cooperation with the Lighthouse and Redwood Park Communities. • Employment: More than 70 people with barri- ers to employment will gain hands-on training and employment opportunities by fi nishing units and providing general labour support through the Community Builders Construction Training Program. • Timeline: Construction to begin in November 2022 and fi rst tenant occupancy by October 2023. Sudbury: • Housing: Renovation of fi ve vacant single-family houses into 10+ units of aff ordable housing, with supports for 25+ individuals and families experiencing homelessness or who are at risk of homelessness. • Employment: Projects will help launch a new social enterprise contractor, Community Builders North. Th rough the renovation of these fi ve properties, 30+ people with barriers to employment, mainly youth under 25, many of whom are Indigenous, will receive hands-on training, wraparound support, and connection to local employers. • Timeline: Construction to begin in December 2021 with the goal of completing training and achieving occupancy at the fi rst property by August 2022, and achieving occupancy at the fi fth property by December 2024. What do you most want people to know about Raising the Roof? Th at we are focused on prevention and long-term solutions for homelessness. Our famous Toque Campaign supports local homelessness prevention initiatives and our national Reside program. How can people help or contribute to Raising the Roof’s mission? Buy a toque! Th ey are sold on our website at www.raisingtheroof.org or in Home Depot stores starting in November. Alternatively, you can help identify vacant properties that would be suitable for aff ordable housing or connect us with local potential partners. You could also orga- nize a toque sales event, connect us with potential places to sell toques in your community, or par- ticipate in a Community Build Day. Community Build Days are fun team-building volun- teer days that help us raise funds for future Reside projects. raisingtheroof.org info@raisingtheroof.org tel: 416.481.1838 facebook.com/RaisingtheRoof twitter.com/RaisingTheRoof linkedin.com/company/raising-the-roof instagram.com/raisingtheroof_cheztoit youtube.com/RaisingtheRoofCanada SEP 2021 • ISSUE 01 29Next >