peach-mentorshipprogramcomplete

PEACH
125 Main Street
Vancouver, British Columbia
Canada V6A 2S5
tel: (604) 602-9525
fax: (604) 602-9507
e-mail: admin@dtes-peach.org
Mentorship Program Guide
Steps to Starting
Business Mentorship
in Your Area
October 2003
Funding provided by:

ACKNOWLEDGEMENTS
PEACH would like to acknowledge the work of Kerry Armstrong, who was hired as a
consultant to develop the framework for a mentorship program with PEACH's input. He
developed all the documentation and steps to implementing this program, and conducted
a pilot. His thoroughness and dedication to quality is greatly appreciated.
We would also like to acknowledge the funding provided by Human Resources
Development Canada (HRDC) to make this program possible.
PEACH
125 Main Street
Vancouver, British Columbia
CANADA V6A 2S5
Tel: (604) 602-9525
Fax: (604) 602-9507
e-mail: admin@dtes-peach.org

A MESSAGE FROM PEACH
Vancouver’s Downtown Eastside (DTES) is the oldest area of the city of Vancouver,
Canada and is characterized by its social and economic diversity. It is comprised of
several communities, including Gastown, Victory Square, Chinatown, Oppenheimer Park,
and Strathcona. Over the past several years, neighbourhood stability has been eroded by
an increase in significant health and social problems, particularly those related to a high
level of criminal activity, the drug trade, and safety concerns. Consequently, there has
been a dramatic downturn in economic activity in the DTES, as evidenced by a decrease
in legitimate economic endeavours and by business closures. This economic deterioration
has caused a general and significant decline in the quality of life in the community. In fact,
recent Canadian census statistics show that the DTES is the poorest urban postal code
area in Canada.
PEACH (Partners for Economic and Community Help) works to create jobs and revitalize
the economy of the Downtown Eastside, by providing loans to businesses run by DTES
residents and/or to businesses operating in the DTES. We are the lender of last resort in
the neighbourhood, and our lending is very risky. PEACH believes that a business
mentorship program, in conjunction with other strategies, can provide support for
community businesses and social enterprises in our area, and facilitate the development
and expansion of human skill and competency in the Downtown Eastside. Mentoring is an
efficient way to provide support, and to help change perspectives, and it offers an
opportunity for individuals, businesses and corporations to take an active interest in their
neighbourhood by participating in peer-to-peer business support.
Research supports the claim that mentoring has positive outcomes for mentors (who are
experienced business people and/or professionals) and business operators (mentees),
but there are definite organizing and knowledge challenges in mentorship as well.
However, potential negative outcomes can be minimized by careful attention to sound
program design and implementation. This said, it must also be kept in mind that, no
matter how good the program, mentoring is a limited intervention within a broader
strategy, not a cure-all.
This guide is a contribution from PEACH to the broader community of service providers. It
is for those intent on contributing to socio-economic development in their regions and
neighbourhoods through the provision of quality, cost effective business supports. As
these providers know, this work is an ongoing process. We at PEACH are still learning
about business mentorship, and like you we will continue to do so as our mentorship
program grows.
Take liberty when using the resources in this guide. Adapt them and make them work for
you in your work.
Good luck!
Mary Morgan
PEACH Executive Director
October 2003
STEPS TO STARTING BUSINESS MENTORSHIP IN YOUR AREA | PEACH | OCTOBER 2003 PAGE 3

TABLE OF CONTENTS
Acknowledgements .......................................................................................................................................... 2
A message from PEACH................................................................................................................................... 3
PART 1: INTRODUCTION
Mentorship – A 21st century solution .......................................................................................... 5
Goal of a business mentorship program ............................................................................... 6
Objectives of a business mentorship program ...................................................................... 6
Expected outcomes .............................................................................................................. 6
Expected impact ................................................................................................................... 6
Definitions ............................................................................................................................. 7
Other terms and symbols...................................................................................................... 7
PART 2: ASSESSMENT.....................................................................................................................................8
1. Conduct a literature review ............................................................................................... 8
2. Identify potential mentees and mentors ............................................................................ 8
3. Interview key informants ................................................................................................... 9
4. Analyze the data gathered ................................................................................................ 9
5. Refine your list .................................................................................................................. 9
PART 3: ESTABLISHING THE PROGRAM FRAMEWORK ...........................................................................10
1. Consult and define.......................................................................................................... 10
2. Clarify your purpose and mandate .................................................................................. 11
3. Articulate eligibility criteria............................................................................................... 12
4. Define the terms for your context.................................................................................... 12
PART 4: DEVELOPING THE PROGRAM INFRASTRUCTURE......................................................................13
1. Identify stages................................................................................................................. 13
2. Develop documentation .................................................................................................. 13
3. Set performance standards............................................................................................. 13
4. Keep track!...................................................................................................................... 14
5. Create promotional materials.......................................................................................... 14
PART 5: IMPLEMENTATION...........................................................................................................................15
Recruitment.........................................................................................................................15
Selection ............................................................................................................................. 18
Matching ............................................................................................................................. 23
Mentoring and monitoring ................................................................................................... 25
PART 6: PROGRAM EVALUATION ................................................................................................................26
PART 7: BEST PRACTICES............................................................................................................................27
1. General ........................................................................................................................... 27
2. Recruitment..................................................................................................................... 27
3. Selection ......................................................................................................................... 28
4. Orientation, training, and skill development .................................................................... 29
5. Matching ......................................................................................................................... 31
6. Mentoring and monitoring ............................................................................................... 31
7. Program evaluation......................................................................................................... 32
LIST OF APPENDICES AND TOOLS.............................................................................................................. 33

PART 1: INTRODUCTION
Mentorship – A 21st century solution
Background
In the 21st century, globalization affects all national economies as it shifts markets and
capital on a global scale. The consequent increase in free trade has affected the
movement of goods and services, and industry’s perpetual search for cheaper labour has
resulted in displaced workers. The effects are global, but they are felt locally. In
industrialized nations, for instance, entry level jobs in manufacturing and related
industries have decreased as a result of these shifts. This has resulted in rising
unemployment in these sectors, with little prospect of change.
Workers have to survive. Faced with decreasing employment opportunities, they have to
look for other ways to generate income. For many people, this has come in the form of
starting their own business, usually a small one. However, while the people who start
these businesses have the skill and knowledge to produce or offer a service in the
marketplace, capital resources are often scarce, and, the new entrepreneurs also typically
lack skills in business management. Unfortunately, this lack of business skills results in
poor business performance and, combined with the current risky and volatile economic
environment, results in a failed business venture.
The end result is another unemployed individual, who still has a family to support.
This is where business mentorship comes in.
Response – A business mentorship program
While there are many factors affecting the performance of new businesses, it is clear that
if micro, small and medium businesses had access to management or marketing
expertise at a reasonable cost, their risk of failure could be minimized. Business
mentorship can provide this access, and is one vehicle to mitigate the risk of business
failure. It has been determined to be an effective action to assist businesses to further
their development and to access management expertise.
Therefore, business support given through a mentor program has the potential to
stimulate economic revitalization and supplement other economic development
strategies. However, matching appropriate mentors with fledgling businesses and their
particular needs requires a process that is deliberate. Before the mentoring can begin, a
mentoring program with clear aims and measurable goals must be established.
This guide outlines the steps to establishing such a program.

Goal of a business mentorship program
The long term goal of a business mentorship program is to improve business
performance through a facilitated business-to-business relationship.
Objectives of a business mentorship program
Specifically, the objectives of the program are:
• To identify potential participants:
• Businesses that identify competency weaknesses
• Business operators or professionals with skill and expertise to share
• To match expertise with business needs
• To provide support in order to ensure benefits to all participants
Expected outcomes
The end result of the program will be:
• Business retention and expansion
• Business growth
• Improved trade and business networks within any
particular area and with other regions
Expected impact
A successful business mentorship program will lead to change at many levels.
At the individual business level:
• Increased sales
• Decreased costs
• Efficient and effective operations
At the community level:
• Provision of needed goods and services to the neighbourhood
• Enhanced neighbourhood pride
• Safer neighbourhoods
• Increased employment opportunities
At the regional level:

• Increased regional economic activity – for example, improved security that
attracts more tourists, who will in turn spend in other regions and business
sectors
• Increased tax revenue
Definitions
In this guide, a business mentor (“mentor”) is a business or a professional person with
an interest and desire to share their knowledge and experience in a structured mentorship
program.
A business mentee (“mentee”) is a business operator with a desire to improve
operations.
Business mentoring is an equal relationship between a business mentor and a business
mentee, where the mentor shares their knowledge and expertise with a mentee to help
them improve their business operation. The relationship is guided by the business
operator’s requirements and fulfilled by the mentor’s knowledge.
As you read this guide, you will expand and revise these definitions for yourself and your
organization. We use “mentor” to mean “business mentor” and “mentee” for “business
mentee.”
Service provider is the organization sponsoring the mentorship program
Other terms and symbols
Tools is the section of the guide (after page 32) with forms, letters, and other documents
that you will need in your program. Please modify these examples to fit with your
organization and area.
TOOL A-1 indicates that you should refer to a document in the Tools section
Appendices is the section of the guide (after page 32) with examples of systems used in
other mentorship programs.
indicates a mentoring program lesson learned by PEACH, or a suggestion
based on our experience
indicates a tip that the authors feel is very important.

PART 2
Assessment
Is a mentoring program suitable for your area? Can your organization facilitate it? Who
could benefit from it? How can you find the right mentors and mentees? To answer these
questions, you will need to do a thorough assessment.
1. Conduct a literature review
Review existing reports regarding economic development strategies in your area, such as
government reports, university reports, and strategy
papers.
Analyze the data in these reports for:
• Physical attributes of the area
• Industrial and other formal sector activities
• Existing micro, small and medium economic
activities
• Recurring and common issues faced by micro,
small and medium businesses
The literature will also help you identify key stakeholders
who can then be interviewed.
Where possible, speak with the authors of the reports, as they will have intimate details
about stakeholders and the issues facing micro, small and medium business. Often the
report authors will know not only the issues, but also the constraints and barriers to
economic development in the area.
2. Identify potential mentees and mentors
Use the literature review to identify potential sources of mentees and mentors.
For example:
Mentors Mentees
• Chamber of Commerce
• Board of Trade
• Business faculties in
universities and colleges
• Business associations
• Community development corporations
• Credit unions
• Non profits that lend to businesses
• Government banks

3. Interview key informants
• Interview front line staff and directors from entities that provide financial and
non-financial services to micro, small and medium businesses, to identify
what would best serve their clients and customers. See TOOL A-1 for
interview questions for service providers.
• To identify mentor desires, interview representatives and members of entities
where experienced business people network. See TOOL A-2 for interview
questions for mentors.
• Interview micro, small and medium business owners to identify what they
would like to get out of a mentee relationship with a mentor. See TOOL A-3 for
interview questions for business operators (mentees).
4. Analyze the data gathered
Further analyze the data gathered so far to determine the following:
• What are the needs of micro, small and medium businesses in your area?
• What do potential mentors want to get out of the mentorship relationship?
• To service the needs of business and the benefits sought by potential mentors
in your area, what should the mentorship program’s mandate be?
5. Refine your list
Use the information you now have to refine the lists you created in the second step. The
result will be a list of potential sources of mentors and mentees that can be used during
the Implementation phase of your program.

PART 3
Establishing the program framework
Once you have determined that a mentoring program is an appropriate tool in your area,
you need a framework for that program. The framework step is where you take the time to
translate your commitment to socio-economic development into an effective mentorship
program plan.
This is the step that is often overlooked or short changed because of compliance with a
contract requiring you to start as soon as you get the money to implement your program.
Decide that implementation begins with this step and take the time at the beginning to
lay out your program. Design a program that demonstrates an understanding of mentoring
as a process with defined, evolving stages. Developing all the necessary procedures and
forms ensures a quality professional mentorship program that works.
The framework needs to be done before you publicize
that you are offering a mentorship program.
1. Consult and define
Look back at your assessment, talk to staff and board members, and define the
geographic area and the types of businesses your program will serve.
Take into consideration:
• Business operator (mentee) needs from various segments of the population
(newly arrived immigrants, women, first nations, gays and lesbians, recently laid
off employees who are starting a business, etc.)
• Availability of business expertise
• Economic impact you are trying to achieve
• Strength and experiences of existing business development supports (financial
and non-financial) in the region
• Geographical region within which you have the capacity to work

2. Clarify your purpose and mandate
Clarify the program’s purpose and mandate with your staff and board members.
Purpose
If you are not sure what you want to accomplish, it will be difficult to set the course
to accomplish it! To implement a strong quality program, decide what you want to
accomplish with it. For instance:
• Strong businesses?
• Sustainable jobs?
• Job creation?
• Opportunities for experienced business people to give back to their
community?
Take the time to figure out your purpose, and this will set the course for your program.
Mandate
Develop the purpose of your program into a written mandate statement. Ensure that the
mandate:
• Expresses achievable goals that constitute real change
• Grows out of locally-defined needs
• Defines who your organization is serving, and why
• Can be understood, embraced and articulated by all concerned
In the writing of your mandate, take the time to ensure that it is:
• Specific and precise – not general, broad or obscure
• Concise – one or two sentences
• Clear – not vague, ambiguous or confusing
• Goal-oriented – stated in terms of desired outcomes
The mandate statement will be the message you convey in your promotional
material to attract mentors, mentees and potential funders.
EXAMPLE
The following example of a mentorship program mandate is from the University of Toronto
at Scarborough:
Program Mandate
Mentorship relationships will encourage and assist in the development and growth of
students within the Division of Management and Economics at the University of
Toronto at Scarborough. The program will help students develop career plans,
understand the transition to the workplace, and build self-confidence and networking
skills.

3. Articulate eligibility criteria
Articulate the eligibility criteria to participate in the program. Who will your mentors and
mentees be? This will be defined by the decisions you have made so far. Now is the time
to get very specific, to ensure your program participants fit your purpose and mandate.
Some ideas:
Mentor selection criteria Mentee selection criteria
• A minimum five years professional or
business experience and/or professional
or business expertise developed through
education and training
• An interest in giving back to the
community
• Good communication skills, patience and
a non-judgemental manner
• Empathy for a mentee and their business
• The ability to support and guide the
mentee by using effective questioning
techniques
• Availability to meet regularly with a
mentee
• Availability to attend a mentor orientation
and training meeting
• Has been operating their current
business for at least one year
• Is willing to participate in a
business assessment that will
identify business strengths and
weaknesses
• Has a legal business
• Business has potential for growth
• Is willing to set a business goal
that is based on the business
assessment
• Is willing to follow a work plan
• Is open to input that will guide
them towards their goals
4. Define the terms for your context
When the program gets underway, your organization and the participants in your program
have to use the same terms when they communicate. Take some time now to make sure
that everyone agrees on what the terms mean.
The definitions below are the ones PEACH developed for our business
mentorship program. You might want to add details that are specific to your
context. Discuss this with staff and board members.
It is extremely important to agree on what mentoring is not!
Mentoring is not free labour or business consulting.
• Mentoring is an equal relationship between two people. The relationship is
guided by the business operator’s requirements and fulfilled by the mentor’s
knowledge.
• A mentor is a business or a professional person with an interest in and desire
to share their knowledge and experience in a reflective manner, through the
provision of opinions, advice and ideas.
• A mentee is a business operator with a desire to improve operations.

PART 4
Developing the program infrastructure
If your organization is going to undertake a mentorship program, you need the
infrastructure to handle it. This guide assists you in the development of the systems you
will need to put in place. It is a good idea at this point to appoint a mentorship co-ordinator
from the staff or board, who will oversee implementation.
1. Identify stages
Identify the stages in the program for both mentors and mentees:
• Recruitment
• Selecting
• Matching
• Monitoring
How will the different parts fit together? You and your group need to understand the big
picture.
At PEACH we developed a flowchart to assist us in deconstructing and
visualizing the mentorship program process. We found this a very useful aid in
developing our mentorship program. We strongly suggest that you brainstorm
and take the time to develop a flowchart to assist you in developing your program. See
Appendix 1 for an example of the PEACH Mentorship Program Flowchart.
As you will see in the following chapters/steps, each of the four stages above has several
parts, and each part needs a system.
2. Develop documentation
Once you have clarified your systems, you will have an idea of the information you will
need to document along the way. In the Tools section of this guide are examples of forms
that are essential for each of the four stages. Choose those that match your framework,
and modify them to fit your program.
See TOOLS A-1 TO M-3 for developing recruitment, selection, matching and monitoring
documentation. A list of these tools is provided on page 32.
3. Set performance standards
Set performance standards to guide the program, so you can assess it as you go.
For example, decide now:
• Number of businesses to be recruited per quarter
• Number of mentors to be available per quarter

• Improvement in business operations of participating mentees, such as:
• Sales have increased
• Financial management systems are in place
• Operational systems are in place (i.e. customer tracking, marketing
schedules, human resource policies and procedures)
• Number of employees has increased
4. Keep track!
Develop a Management Information System (MIS) for the program, where whatever is in
the application forms is somehow part of the MIS.
Try to do your MIS using software such as Microsoft Access, a database program where
you can make fields relate and pull out reports that can be used for marketing. You will
need to identify:
• Fields needed to track businesses applying to get mentors
• Fields needed to track professionals and business people applying to be
mentors
• Indicators you would like to track to measure impact of the mentoring with the
businesses participating as mentees. This could be increase in sales, in
employees, more contracts, etc.
5. Create promotional materials
With your purpose, mandate, framework and infrastructure in place, now is the time to
find participants for your program. The program begins with recruitment, and consistent
promotional material will give you consistency in your recruiting.
Identify points that will sell the program and attract desirable mentors and mentees.
Brochure
Prepare a brochure that includes:
• The purpose and mandate of the mentoring program
• The criteria needed to participate as a mentor or mentee
• The benefits of being a mentor or mentee
• The process through which one participates in the program in either capacity
• The characteristics sought in mentors and mentees
• The location where people can find more information (your office, your
website, etc.), See TOOL R-1 for an example of a brochure for a
mentorship program.
Website
If you have a website, create links to information on the mentoring service
within your website to other related sites in your area (e.g. business
incubators, business organizations, business associations, etc.).

PART 5: IMPLEMENTATION
Recruitment
For effective recruitment, the service provider needs both:
• A systematic recruitment plan that specifies time frames and tasks
• A strategic recruitment plan with specific targets
Again, identify points that will sell the program and attract desirable mentors and
mentees.
This section provides you with some recruitment steps to follow. This is where you will
use the promotional material you developed in the last chapter.
1. Making contact
Contact organizations, associations, and institutions that would be appropriate for
mentors and mentees.
Mentors Mentees
• Chamber of Commerce
• Board of Trade
• Business faculties in universities
and colleges
• Community development corporations
• Credit unions
• Non profits that lend to businesses
• Government banks
When you contact these organizations,
• Start with a call or email. Send information about the program electronically, by
fax, or in a package.
• Set up an appointment to discuss the process of the mentorship program with a
staff person. This is very important, as having people from other institutions
promote your program will make it easier to get people excited and interested.
• Provide brochures to the referral agencies so they can promote the program to
their members or clients. (See TOOL R-1 for a sample brochure.)
• Set up a time for an
information session where
you can speak directly with
potential participants.
PEACH found it was easier to start by recruiting mentees
– businesses that wanted mentors. The specific needs for
mentors were then identified and a targeted recruiting
effort conducted. If you use this approach, a positive
outcome will be that the MIS will have a pool of mentors
to draw from with various areas of expertise.
• Start your list of contacts for
sources of mentors and
mentees (the businesses
that would be interested in
having a mentor).

2. Inquiries at your office
Your brochure, website, and word of mouth will lead people to you. You need to be
prepared.
• For in-person inquiries, provide a brochure and appropriate cover letters and
application forms (depending on whether they are a mentor or mentee). Take
contact information if the party wants to be contacted by mentoring service
staff.
• For phone and email inquiries, direct them to the website, and send a
brochure and appropriate cover letters and application forms. Take contact
information if the party wants to be contacted by mentoring service staff. Have
digital media versions of documents that can be sent as email attachments.
• See TOOL R-2 for an example of a mentor application cover letter, TOOL R-3
for a mentor application form, TOOL R-4 for a mentee application cover letter,
and TOOL R-5 for a mentee application form.
Use clear language and avoid jargon when people are inquiring
about the program. This is an opportune time to market your
program and really get people interested.
Cover the following in your conversation with people inquiring.
Mentors Mentees
• Describe mentoring as an opportunity for
stewardship and social responsibility and,
an opportunity specific to your program
area
• Outline benefits to mentors, such as
networking, learning opportunities, and an
increased individual and business profile
• Include the background and mission
statement of your organization
• State that skills training and supports are
provided for mentors
• State that mentees are screened to ensure
their motivation to learn, change, and to
keep goal and time commitments
• State that a mentee business assessment
will need to been conducted to identify
clear mentoring objectives and determine
that the business has growth potential
• Outline liability and confidentiality policies
and agreements
• Be clear about mentor time commitments
for all parts of the mentoring process
• Outline the selection criteria.
• Suggest business areas for which
assistance is available, e.g.
accounting/finance, marketing, business
planning
• State that the program is specifically for
the area your organization is servicing
• Clarify that there is no cost
• State that mentors are screened, skilled
and experienced volunteers who are
given mentoring training
• State that assistance is provided to
identify specific, realistic business goals
• Emphasize mentoring as a reciprocal
relationship, not top-down
• Include the background and mission
statement of your organization
• Outline liability and confidentiality
policies and agreements
• Be clear about mentee time
commitments for all parts of the
mentoring process
• Outline the selection criteria

When PEACH conducted a mentoring service survey, the points in the
above table were identified as being of primary concern and interest to
potential mentors and mentees – what they wanted to know before
attending an information session. Including these points when promoting
the mentoring service will increase the potential for attracting participants to
the program.
3. Information meetings
Schedule a meeting, and invite everyone who has expressed interest in the mentorship
program. Be prepared with a PowerPoint presentation or flipchart. Be sure to have
application cover letters, application forms, and brochures on hand. See TOOL R-2 for an
example of a mentor application cover letter, TOOL R-3 for a mentor application form,
TOOL R-4 for a mentee application cover letter, and TOOL R-5 for a mentee application
form.
These information meetings are usually 30 to 40 minutes.
The session should cover the following:
• Introduction to the organization and program
• Program features
• Eligibility
• Components of the program and process overview
• Recruitment
• Selection for mentees and mentors
• Matching
• Mentoring
• Evaluation
• Time commitments
• Conclusion
See Appendix 2 for a Mentorship Program Information Session outline.

Selection
To create a program that is effective and achieves impact, careful attention and time will
be needed in selecting participants. If you select mentors who are not interested in
dialogue and a mutually respectful relationship, your program may do more harm than
good with the business operators you hope to support. And if you select mentees
(business operators) who are not interested in doing the work themselves, with supports
from someone with expertise, your program could lose credibility in the business world.
Before you begin selecting, review the eligibility criteria you established earlier, and
modify them as needed. Be systematic in your selection process. This conveys
professionalism and minimizes subjective selection.
PEACH designed a program that is very rigorous in its selection process and
this has resulted in success. Parties selected to participate in the PEACH
Mentorship Program must meet the following eligibility criteria.
Mentor selection criteria Mentee selection criteria
• A minimum five years
professional or business
experience and/or professional
or business expertise
developed through education
and training
community
• Good communication skills,
patience and a non-
judgemental manner
• Empathy for a mentee and
their business
• The ability to support and
guide the mentee by using
effective questioning
techniques
• Availability to meet regularly
with a mentee
• Availability to attend a mentor
orientation and training
meeting
• Has been operating current
business for at least one year
• Is willing to participate in a
business assessment that will
identify business strengths
and weaknesses
• Business has potential for
growth
• Is willing to set a business
goal that is based on the
business assessment
• Is willing to follow a work plan
• Is open to input that will guide
them towards their goals

Selecting mentors
1. Application
Upon receipt of a mentor application:
• Start a Mentor Application Checklist for the applicant. See TOOL S-1 for a sample
checklist.
• Check that the application is complete; if not complete, communicate
this to the applicant.
• Assess the application:
• Assess the application to determine whether the applicant’s
experience, qualifications, skills, community experience, and time
availability fall within the mentor criteria. (See Part 1 of TOOL S-2
for a sample mentor application assessment form.)
• Respond to the applicant within two business days.
• If rejected, send a written reply. (See TOOL S-3 for a sample mentor
application rejection letter.)
• If approved, call and set a date and time for an interview.
2. Mentor interview
• Ask interview questions that gauge communication skills, patience, manner, and
empathy, as outlined in selection criteria. (See TOOL S-4 for sample mentor
interview questions.)
• As a follow-up to the interview, conduct a reference check. Do not underestimate
the importance of this step! See TOOL S-5 for a sample mentor reference check
guide.
• Assess the interview and reference responses using the sample mentor
application assessment form in TOOL S-2 .
3. Mentor applicant is accepted or rejected
• If rejected, phone and then send written notification (TOOL S-3 ).
• If accepted, phone to notify the applicant and to let her or him know when the
next mentor training and orientation session will be. Follow up by sending written
notification. (See TOOL S-6 for a sample mentor application acceptance letter.)
4. Mentor training and orientation
This step is part of the selection process, as you will use the orientation session to learn
more about the individual mentor’s personality and communication style in order to make
effective matches. Your training and orientation session might include:
• Overview of mentoring. Be sure to let mentors know that you will use their skills
effectively, and that more than one mentor may support a single mentee with different
aspects of their business.

• General characteristics of businesses in the area being serviced by the program –
diversity, problems faced, advantages – and how these might affect the mentoring
relationship.
• Case studies of examples of common mentee issues. Working in small groups, have
mentors come up with plans to address the issues.
• An example of a mentee not being prepared for a mentor session after the mentor
has put in lots of time to prepare. Discuss possible responses.
• A review of adult education principles:
• Adults are autonomous and self-directed
• Adults have accumulated a foundation of life experiences and
knowledge that may include work-related activities, family
responsibilities, and previous education
• Adults are goal-oriented
• Adults are relevancy-oriented – they must see a reason for
learning something
• Adults are practical, focusing on the aspects of a lesson most
useful to them in their work
• As with all learners, adults need to be shown respect.
See Appendix 3 for an example of a Mentor Orientation and Training Session. At the end
of this training, make notes about each mentor’s style and skills.
Selecting mentees
1. Mentee application
Upon receipt of a mentee application:
• Start a Mentee Application Checklist for the applicant. See TOOL S-7 for a sample
checklist.
• Check that the application is complete; if it is not complete, communicate this to the
applicant.
• Assess the application to determine that:
• The applicant’s business is not a start-up
• The business is legal and registered
• The applicant is willing to participate in a business assessment
• The applicant has some idea of the kind of mentor expertise required
• The applicant is willing to commit time to the process. See Part I and II of the
Mentee Application Assessment Form in TOOL S-8 for an example.
• Respond to applicant within two business days
• If rejected, send a written reply. See TOOL S-9 for a sample mentee application
rejection letter and if approved, call and set a date and time for an interview at
the applicant’s place of business.

2. Mentee interview
Interview the applicant at their place of business. This will give you an idea of the state of
the mentee’s operation. You might be surprised at what you can discover about
organizational capacity and marketing capacity just by the appearance of the office or
shop.
• Ask interview questions that gauge ability and willingness to work with a mentor
as outlined in selection criteria, and explain the next steps. (See TOOL S-10 for
sample mentee interview questions.)
• Assess the interview using the mentee application assessment form in TOOL S-8
• Reject or continue with the process:
• If the applicant does not meet the eligibility requirements and your
assessment indicates that she or he will not benefit from the process, phone
the applicant and let them know the reasons. Follow up by sending a letter.
(See TOOL S-9 for a sample letter.)
• If the applicant continues to be eligible, phone them to set up an appointment
to do a business assessment. Explain how it will work and that it will take at
least two hours. Make sure that she or he gets a list of the documents to
bring to the first assessment meeting. (See TOOL S-11 for a listing of mentee
business assessment items.)
3. Mentee business assessment
The business assessment is the core of the mentorship program. The Business
Assessment Guide in the Tools section provides information to help you determine the
weak areas of the mentee’s business. This guide helps you to assess how much the
business operator understands their market and how their business operates. The guide
is divided into the following areas:
• General information
• Business description
• Market
• Marketing strategy
• Financial management
• Organization
The process of conducting a business assessment must be interactive. It is conducted as
a dialogue with the tool acting as a guide for the dialogue. For many business operators,
this may be the first time they have been asked to articulate some of the details of how
their business operates. The process discloses where any disorganization and confusion
lies. See TOOL S-12 for a sample business assessment guide template.
Reject or continue with the process:
• If your experience with the applicant during the business assessment process
indicates that she or he will not benefit from the business mentorship process,
phone them and let them know the reasons. Follow up by sending a letter and a

copy of the completed business assessment. (See TOOL S-9 for an example of a
mentee rejection letter.)
• If the applicant continues to be eligible, communicate with them by phone or in
person about the next step – developing the work plan. At this point in the
process they are an approved mentee! You will be working closely with them.
• Regardless of whether the applicant has been accepted, provide them with a
copy of the completed business assessment, with a cover letter summarizing the
findings. It is critical that you be transparent and accountable in your process. For
many business operators (mentees), the assessment will be the first time they
have seen something in writing letting them know how their business works, or
on the contrary does not work.
4. Development of the mentor work plan
This is where the mentee’s business assessment provides the information to develop a
plan which will guide the mentoring process.
• Identify the weak areas of the operation from the data gathered from the
business assessment.
• From the data, deconstruct the weak areas into specific tasks that can be
accomplished. This will give you a mentor work plan for this mentee. This plan
may involve different mentor expertise areas, and different mentors.
• Have the mentee review and agree to the plan. Explain that the work plan will be
used to find the right mentors for the specific areas of expertise required for the
mentee’s business.
Specific tasks make it easy to develop SMART goals: Specific, Measurable,
Accurate, Reliable and Timely. This will help to provide focus for the mentor
and mentee and contribute to a more successful mentoring relationship.
CASE STUDY | SAMPLE DEVELOPMENT OF A MENTOR WORK PLAN
The business assessment reveals that the business operator (mentee) does not know how many
sales she needs to cover costs and break even. There is no bookkeeping system, which makes it
impossible to generate financial statements. The statements would reveal how many sales she
needs to cover the cost of doing business. With access to financial statements, she could develop
a marketing plan with sales targets to start making a profit.
The following activities are then laid out in a work plan:
• Set up bookkeeping system
• Create receipt-filing system
• Develop chart of accounts with sub accounts
• Create chart of accounts in accounting software program
• Data entry of receipts and invoices into accounting software program
• Generate Income and Cash Flow statements for the past six months
• Determine break even point
• Develop cash flow projections for the next six months
See Appendix 4 for a sample Mentor Work Plan developed for a mentee by PEACH.

Matching
With a group of approved mentors and mentees in the MIS, it is time to match them up.
Matching should consider the following:
• Matching business needs with mentor skills
• Matching business needs with mentor time availability
• Matching business operator gender, ethnicity, socio-economic status with the
appropriate mentor gender, ethnicity, socio-economic status
1. Identify potential mentors
Identify potential mentors to match a mentee’s need for expertise.
The mentorship program in this guide is mentee-driven. Begin with your list of mentees,
choose one, and identify potential mentors for them.
• Search the MIS for potential mentors.
• If a mentee needs skills that cannot be matched with current mentor candidates,
start a mentor search with industry specific or professional associations.
• When a potential mentor is identified who you think would be appropriate for
some aspect of the mentee’s work plan, provide the profile to the mentee.
• If the mentee would like to meet the identified mentor, contact the mentor and
provide the individual with a profile of the mentee’s business and work plan.
• Ask the potential mentor to review the work plan to ensure that the mentoring
goals, the specific tasks, and the time frame involved are clearly understood and
that the mentor agrees with them.
• The mentor gives feedback on the plan, making suggestions for changes in
proposed activities for his or her area of expertise, or in the timeline. If changes
are suggested, communicate to the mentee what changes are proposed and the
reasons why.
• Both parties agree to the work plan details before a matching meeting is arrange.
the matching session. If there is no agreement, then a matching meeting should
not be planned.
This is the mentor’s initial involvement with the mentee’s business. It is an
opportunity to gage the potential mentor’s interest as well as an opportunity
to provide assistance to a mentor in how to develop appropriate mentoring
tasks to ensure the mentees businesses challenges are addressed.
• If both the mentor and mentee are interested, a meeting is set up for them.
The mentorship coordinator will be present at this meeting.

2. Introductions
The Mentorship needs to be prepared for this meeting. Ensure that you have the
following documents prepared:
• The confidentiality and Liability Form. See and TOOL MA-2 for a sample
confidentiality and liability agreement.
• A mentorship agreement form which has the goals, tasks, dates assigned for the
tasks to be completed, and time and a space on the agreement for them to fill in
the date and place of their first mentoring meeting. Three copies are made for
the meeting. This information will come from the work plan which has been
discussed, modified and agreed upon by both the potential mentor and the
mentee. See TOOL MA-1 for a sample mentoring agreement. Include a
statement about monitoring in the mentoring agreement. See TOOL MA-1 for a
sample form.
At the first meeting, each party introduces themselves – the mentee describes their
business and the mentor describes their expertise and skills.
3. Parties decide whether to enter into an agreement
When a mentee meets a mentor, the two of them will probably
decide at that meeting whether they can work together.
• If both parties decide at the first meeting that they want to
begin to work together, the confidentiality and liability
form is signed by both parties. The mentorship agreement is signed and dates
assigned for the tasks to be completed. This is signed by all three parties:
Mentor, Mentee and Mentorship Coordinator.
• At the first meeting, either party may also request a specified reasonable time to
consider the match. In this case, you, as the mentoring coordinator, will contact
both parties within the specified time frame and arrange a second meeting to
complete the mentorship agreement. If they decide to go ahead, proceed with the
development of the agreement.
• If one or both parties do not feel the match is right, the process starts again with
a new search for an appropriate mentor.

Mentoring and monitoring
This is your opportunity to see your mentorship program in
action. The mentors and mentees that you brought together
can begin to follow the work plan. The mentorship coordinator
should stay in touch with them to see how it is going and assist where appropriate.
1. Mentor and mentee monitoring
The mentor and mentee will provide your most valuable feedback.
At PEACH we have learned that once the match is made, encouraging
the mentor and mentee to work through problems directly with each
other contributes towards building open, honest and productive mentoring and makes for
a stronger program. Frequent intervention by the mentoring coordinator that is unsolicited
can weaken a mentoring relationship.
2. Contact is made with the mentor and mentee
• Within three business days of the first scheduled mentor/mentee meeting
• Every two weeks for the first two months, or more frequently if necessary
• Random contact over the mentoring agreement period
• More frequent contact if problems arise that requires intervention.
It is important that both parties know they can contact the mentorship coordinator at any
time. They also need to know that they have the option of discontinuing the mentoring
relationship for any reason, but that this decision should be discussed with the mentorship
coordinator before the relationship is terminated.

PART 6
Program evaluation
The purpose of evaluation is to measure outcomes. This is where you find out how your
program is working, so you can make changes if you need to.
1. Evaluations by mentors and mentees
With mentor and mentee evaluations, you can make improvements to service in the areas of
recruitment, selection and matching. This is how your organization can develop a market
driven (mentee driven) program!
Both parties complete a program evaluation when a mentor completes his or her agreement
tasks. See TOOL M-2 for a sample program assessment questionnaire for mentors and TOOL
M-3 for a sample program assessment questionnaire for mentees.
2. Quarterly reports
Quarterly reports might include:
Impact on business
• Jobs created
• Revenue increased
• Mentoring goals achieved
Mentor and mentee data
The number of mentors and mentees who:
• Attended information sessions
• Applied to the program
• Were approved
• Dropped out during the process
• Completed a mentorship agreement
• Were satisfied or dissatisfied with the program
Program data
• Mentors participating, categorized by skill set and/or profession
• Mentees participating, categorized by types of business or sectors
• Average number of hours mentors and mentees spent preparing for and completing
work plans
• Number of mentees who changed their mentor goals during the process

PART 7
Best practices
With these suggestions, you can build on the experiences of other mentoring programs.
1. General
• Provide appropriate and adequate staffing, training and support resources for
program development and operation.
• Clarify the program’s mandate and goals, since these will guide program
development, ensure it is on track, and help measure outcomes.
• Fit all aspects of the program to the service provider’s setting and mission.
• Design a program that demonstrates an understanding of mentoring as a
process with defined, evolving stages including orientation, relationship
development, and dissolution.
• Develop a structure and plan for the mentor/mentee relationship – neither mentor
nor mentee should have to do this.
• Prepare and support each participant throughout the process.
• Develop the program as a marketable product – for funding as well as promoting
to potential business mentors and mentees.
2. Recruitment
For effective recruitment, the service provider should:
• Have a systematic recruitment plan that specifies time
frames and tasks.
• Have a strategic recruitment plan with specific targets.
• Identify points that will sell the program and attract desirable
mentors and mentees.
For mentees*
• Highlight the benefits of being mentored, as related to business development,
motivation, planning and advice.
• Focus on skill and performance improvement as a secondary benefit.
• Make networking, access to resources, and information a third level of benefits.
• Avoid or make minimal references to personal benefits such as support,
understanding, and encouragement. Avoid references to psychosocial functions
such as role modelling, acceptance or friendship.
• Target isolated businesses that don't have good connections or know how to get
them. These may tend to be smaller inner city enterprises, since larger ones may
be more likely to have support or mentoring resources.
*The order of this list reflects the positive outcomes most reported by mentees.

For mentors
• Highlight benefits related to networking, collegiality, and reciprocity.
• Focus on career satisfaction, motivation or promotion of their businesses as a
secondary benefit.
• Make improved skills and job performance a third level of benefits, along with
pride or personal satisfaction.
• Avoid reference to benefits such as insight into others' roles, personal /
interpersonal development, or confidence, since these are the least reported
positive mentor outcomes.
• Identify and describe mentor responsibilities and eligibility requirements, as this
will assist in self-screening.
• Make mentor definitions or requirements sufficient to meet the mentees’ needs,
but not much more advanced than that. This will increase the mentor pool, and
make matching easier.
• Emphasize the needs and characteristics of the business operators who will be
mentored.
• Engage the mentor's interest by providing value such as learning and growth;
provide skill training, mentor interaction, brainstorming, or networking
opportunities.
• Network with other organizations for help with recruiting.
• Encourage “word of mouth” recruiting since it is more effective than a general
advertising strategy for finding good candidates.
• Have recruitment strategies for specific demographics (i.e. male mentors).
• Make recruitment "customer friendly" and appealing to the mentor.
• Find mentors who have direct or related experience with the issues in your area.
3. Selection
• Make the selection process "customer friendly" and appealing. It should be
encouraging and welcoming to appropriate potential mentors and mentees, and
effective at deterring others.
For mentees
• Consider the mentee’s experience and confidence to accept and engage in a
professional mentoring relationship.
• Assess if the level of business understanding is sufficient to benefit
from professional advice.
• Determine the ability to establish and achieve business objectives.
• Determine whether the business operator requires learning resources
or formal/informal education to prepare for or enhance mentoring, or instead of
mentoring. Support the mentee in finding these resources.

• Assess the business operator's openness and willingness to learn; determine
whether expectations with regard to time and effort commitments are realistic;
assess willingness to be accountable to the mentor, to maintain contact, and to
follow through with tasks.
• Determine if and to what extent complexity of personal issues or issues of socio-
economic disadvantage will affect the degree and pace of mentoring.
• Ask about the perspectives and past experiences of the mentee with
assistance/consulting/mentoring (what helped, what hindered) as a means to
assess preparation and training needs before mentoring begins.
• Designate pre-matching business or mentoring tasks that demonstrate to the
mentoring program and to mentors the mentee’s desire to be mentored. For
example, completing a questionnaire or assessment, or participating in an
orientation session.
For mentors
• Base screening on program goals, context and approach.
• Develop mentor screening procedures from the perspective of the needs and
characteristics of the business operators (mentees).
• Determine the appropriateness of the applicant’s motivation to be of assistance,
and their level of interest.
• Assess the applicant’s openness and self-awareness. Ask about perspectives
and past experiences with helping/mentoring (what helped, what hindered) as a
means to assess preparation and training needs before mentoring begins.
• Screen potential mentors with regard to their willingness to learn and grow, as
well as their ability to appreciate a mentee's uniqueness, talents and experience.
• Assess awareness of the problems affecting your area.
• Assess behaviours or characteristics that may inhibit mentee growth. These
should include expectations that the mentee conform to mentor expectations
(“cloning”) or an unwillingness to recognize mentee autonomy.
• Assess whether the applicant has realistic expectations regarding the time
required to carry out the mentoring role or if mentoring will create added pressure
or conflict for the mentor.
• Determine the applicant’s time availability and proximity to mentees.
• Assess the applicant’s understanding of the mentoring program goals and
expectations.
• Assess the applicant’s listening, coaching, counselling, facilitating, and
networking skills.
• Determine the type and degree of training the mentor applicant would require to
be an effective mentor (e.g. communication skills).
• Assess the mentor’s business knowledge and experience to determine whether it
is current and useful.
• Assess the mentor’s ability to provide sensible, manageable and realistic
business advice.

• Ensure that the applicant understands the matching process. Demonstrate that
program mentees have a positive attitude toward mentoring, are capable of trust
and cooperation, and have realistic expectations.
4. Orientation, training, and skill development
For mentors
• Provide training to mentors on how trust is developed with the mentee and what constitutes
best outcomes from a mentee’s perspective.
• Identify knowledge and skills mentors need, and develop training materials and activities
specific to program context and issues.
• Use adult education principles in training mentors. These include participatory techniques
that encourage engagement and ease, starting from the participant’s experience and being
task/goal oriented.
• Set up the mentoring structure, including time, boundaries, clear expectations, and on-going
support.
• Ensure that the mentor’s time is spent working with the mentee and not in setting up the
mentoring structure.
• Identify requirements for support and monitoring. Include materials such as written program
descriptions, mentoring handbooks, description of mentoring stages, orientation meetings,
etc.
• Address as many mentoring relationship issues as you can during program orientation and
training, and provide strategies for avoiding pitfalls and creating success.
• Ensure that the mentoring focus is task-based rather than social because the mentoring
relationship develops out of tasks.
• Train mentors with respect to the needs and characteristics of the business operators.
• Ensure mentors develop a clear understanding of their roles and develop strategies for
building an effective relationship with the mentee.
• Design a trust-building component into the program for the
mentor, i.e. welcoming, introducing, ice-breaking. The mentor
needs to feel safe.
• Develop mentor skills, including communication skills and the
importance of active listening.
• Maintain the mentor's interest by providing opportunities for
learning and growth, such as skills training, mentor interaction,
brainstorming, or networking.
• Provide ongoing mentor training and support that involves the active and reflective
participation of mentors. Include training on values, cultural differences, cultural biases, and
cultural diversity. Develop mentors’ awareness of personal and cultural values and how
these may affect the relationship with the mentee.

5. Matching
• Understand that mentor/mentee matching is critical to the program's success and that
opinion regarding best matching strategies varies and can be contradictory. Some suggest
matches not be based on similarities, but rather on the mentor's ability to understand and
accept the mentee’s experience. Others suggest conflicts arise when similarities are not
considered. Both technical and personal fit should be equally considered.
• Consider issues related to gender and race when making matches. Reported negative
mentoring outcomes often involve misunderstandings and incompatibility related to
gender/cultural biases – particularly noted are female mentee/male mentor and black
mentee/white mentor pairs (study based primarily on U.S. data).
• Consider socio-economic differences when matching. Some literature suggests this is a
more important issue affecting match compatibility than race or gender.
• Take more care in matching where the mentoring relationship will be of a longer duration.
• Be guided by the principle that matches should be made from the mentee’s perspective,
while considering mentor preferences.
• Identify matching procedures and guidelines and make them contextually sensitive.
• Increase matching success by allowing both parties to have input and choice. Provide an
opportunity for mentors and mentees to meet informally, for example, in a group setting.
For mentees
• Provide an opportunity for the mentee to select the mentors they would like.
For mentors
• Before matching, provide evidence to the mentor of mentee desire to participate in a mentor
relationship.
• Consider having two mentors work with a mentee, even if they are both providing mentoring
on the same business goals. This is a way to provide support to mentors. If more than one
mentor is involved in the work plan, arrange for them to meet. They will be able to provide
support to each other, share information, and ensure work plan continuity.
6. Mentoring and monitoring
• Start with a short-term commitment (three months) that is clear and structured.
• Start with a goal focusing on one small aspect of the business that allows for a process of
problem analysis, opportunities for change, and an action plan (discovery, planning, action).
Establish a clear, uncomplicated goal and ensure that it can realistically be accomplished
during the term of commitment.
• Set time limited, structured commitments rather than vague, open-ended commitments.
Mentors are more willing to agree to this arrangement. This also creates an opportunity for
the relationship to continue beyond the initial time limit since an ongoing mentor commitment
will depend on the success of the initial commitment.
• Ensure the mentoring relationship maintains a task-based focus. This will help the mentoring
relationship develop and will increase the potential for successful outcomes.
• Provide ongoing feedback mechanisms for mentees and mentors.

7. Program evaluation
Measure outcomes such as:
• Match quality (reported participant satisfaction)
• Reported changes in knowledge or skills
• Achievement of stated mentee goals
• Percent of recommendations that were implemented
• Number of business changes
• Number of personal changes
• "Bottom line" results
Program productivity can be measured by:
• Participant retention
• Duration of match vs. expected/planned duration
• Mentor hours
• Number of matches
• A cost/benefit analysis can be done (program cost vs. mentor hours created, mentor hourly
cost vs. paid consultant hourly cost).
• Define concrete and measurable outcomes. Measure as objectively as possible.
• Have a data-collection strategy that is simple, integrated and ongoing.
• Always evaluate the program from the mentee’s point of view and against the program goals.
• Use outcome measurement as a guide for program improvement and a means to
demonstrate success to the community and funders.
• Measure impact during and after program participation.
For mentees
• Enhance mentee self-confidence by ensuring that problem-
solving and planning skills are developed and thereby available
after mentoring.
For mentors
• Ensure that the relationship with the mentee is experienced as
reciprocal and interactive.
• Recognize mentors for their efforts.

APPENDICES AND TOOLS
Appendices
Appendix 1: PEACH Mentorship Flowchart
Appendix 2: Mentorship Program Information Session Outline
Appendix 3: Mentor Orientation and Training Session Outline
Appendix 4: Example of Mentor Work Plan
Tools
Assessment
Interview Questions for Service Providers Tool A-1
Interview Questions for Mentors Tool A-2
Interview Questions for Mentees Tool A-3
Recruitment
Mentorship Brochure Tool R-1
Mentor Application Cover Letter Tool R-2
Mentor Application Form Tool R-3
Mentee Application Cover Letter Tool R-4
Mentee Application Form Tool R-5
Selection
Mentor Application Checklist Tool S-1
Mentor Application Assessment Form Tool S-2
Mentor Application Rejection Letter Tool S-3
Mentor Application Interview Questions Tool S-4
Mentor Reference Check Guide Tool S-5
Mentor Application Acceptance Letter Tool S-6
Mentee Application Checklist Tool S-7
Mentee Application Assessment Form Tool S-8
Mentee Application Rejection Letter Tool S-9
Mentee Application Interview Questions Tool S-10
Mentee Business Assessment Items Tool S-11
Mentee Business Assessment Tool S-12
Matching
Mentoring Agreement Tool MA-1
Confidentiality and Liability Agreement Tool MA-2
Monitoring and assessment
Mentor Assignment and Monitoring Form Tool M-1
Program Evaluation Form for Mentors Tool M-2
Program Evaluation Form for Mentees Tool M-3

APPENDIX 1: PEACH MENTORSHIP FLOWCHART PAGE 1 OF 1
Business Visit &
Interview
Business Diagnostic &
Work plan
Development
Flowchart for
Mentees
Application
Assessment
Screen
Out
Screen
Out
Point of
Inquiry
(Office, Web
Site)
Screen
Out
Application
form
submitted
Information
Meeting
Screen
Out
Screen
Out
Application
Assessment
Screen
Out
Screen
Out
Point of
Inquiry
(Office, Web
Site)
Screen
Out
Application
form
submitted
Information
Meeting
RecruitmentSelection
Interview
Orientation &
Training
Screen
Out
Flowchart for
Mentors
Matching
Monitoring

Appendix 2: INFORMATION SESSION OUTLINE
Mentorship Program Information Session
Time: 45 Minutes
Materials:
• Flip Chart Presentation of Eligibility Criteria, Program Process, Time
Commitments
• Name Address phone sheet
If information session is for Mentors: If information session is for Mentees:
Mentor Application Cover Letters ms07-03
Mentor Application Forms ms07-04
Mentee Application Cover Letters ms07-09
Application Forms for Mentees ms07-09
• Session Evaluation Forms
Activities
i. Introduction to the organization and program
• Circulate a sheet to get everyone’s name, address, contact phone number and
email address
• Give background of your organization and context of where you are working
• Why a Mentoring service? - Brainstorm
• How mentoring is different from other forms of business development support
• Benefits for mentors and mentees
ii. Program Features
• Free to business mentees
• Opportunity for experienced professionals and business people to give back to
the community
• Program developed through consultations with business operators and mentors
• What businesses want help with - general areas of assistance
iii. Eligibility: (Have the criteria written out on a Flipchart Paper)
Mentor Selection Criteria Mentee Selection Criteria
• A minimum 5 years professional or
business experience and/or professional
or business expertise developed
through education and training.
community.
• Good communication skills, patience
and a non-judgemental manner.
• Empathy for a mentee and their
business.
• The ability to support and guide the
mentee by using effective questioning
techniques.
• Availability to meet regularly with a
mentee.
• Availability to attend a mentor
orientation and training meeting.
• Has been operating current business for
at least 6 months.
• Is willing to participate in a business
assessment that will identify business
strengths and weaknesses.
• Business has potential for growth.
• Is willing to set a business goal that is
based on the business assessment.
• Is willing to follow a work plan.
• Is open to input that will guide them
towards their goals.
PAGE 1 OF 3

iv. Program process overview Have prepared on a flipchart.
Recruitment
• Information sessions
• Interested parties send in competed application forms
Selection
Mentees
• Meet Criteria
• Interview at place of business
• Interactive Business Assessment (Describe process)
• Development of mentor work plan based on outcomes of Business
Assessment
Mentors
• Meet Criteria
• Interview
• Orientation Training Session
Matching
• Identify appropriate mentors to match specific needs identified in the work
plan that comes out of the mentee business assessment.
• Meeting
• Mentorship agreement defined by mentor and mentee
• Commitments, liability and confidentiality
Monitoring and assessment
• Formal monitoring
• Assessment
• What and how is progress measured
v. Time commitments (Have prepared on a flipchart paper)
Activity Time Commitment
Information session 30-40 minutes
Interview 30-40 minutes
Mentor Orientation/Training 90 minutes
Mentee Business Assessment 4 Hours
Mentoring At least 2 hours/month
Evaluation 30 minutes
vi. Conclusion
Distribute application packages –Application Cover Letters and
Application Forms
Review the application form
Distribute brochures and review contact information
Distribute Information Meeting Evaluation Form to all
participants and collect the completed forms
PAGE 2 OF 3

PAGE 3 OF 3
Mentorship Program Information Session Evaluation
Date: Location of Session:
What topics benefited you most today:
Which topics did you not find beneficial:
Which topics do you think need further elaboration:
Which topics do you think were left out:
Other suggestions:
Strengths Areas for improvement
Your overall evaluation of the session:
☺
Happy Okay Unhappy

Mentor Orientation and Training Session
Time Length: 90 minutes
Objectives:
1. To familiarize mentors with the general business problems of potential
mentees.
2. To introduce effective techniques in transferring skills and knowledge.
Materials:
Prepared Flip Charts (see below)
Markers
White board
Business Scenarios
Handouts with Adult Education Principles
Liability and confidentiality forms
Evaluation forms
Activities
1: Introductions – 15 minutes
• Welcome everyone
• Provide each person with a large post it and marker.
• Instruct them to write a few words on why they want to be a mentor.
• One by one, they give name, their business skills and then why they want
to be a mentor. Have each person stick their post it on the board.
• As the facilitator, group the reasons of shy people want to be mentors.
Relate that to what has been found in best practices.
“Mentoring is an efficient way of providing this support and of helping to
change current perspectives. It offers an opportunity for individuals,
businesses and corporations to take an active interest in the area by
participating in peer-to-peer business support.”
2. Economic challenges of the area – 10 minutes
• Brainstorm the barriers to business development in the area.
• Provide a description of the average business operator in the area
that your program is servicing.
• Compare the business barriers to the mentee business skills
• Conclude with your program’s expectations of impact from your
mentorship program
3. Business Scenarios – 35 minutes
• Divide group into pairs or groups of threes, depending on the size.
• Give each group a business scenario. Instruct them to come up
with a series of activities to address the issue and have them write
it on a flip chart. Give them 15 minutes.
PAGE 1 OF 4

• In the full group, have each group or pair presents their business
scenario and their response. Open it up for discussion to get other
input. 20 minutes
4. Challenges in mentoring – 15 minutes
Have the following written on a flipchart:
You have spent 3 hours preparing for a session with your mentee.
You spend 1 hour working directly with her in setting up a system to
track customers. You ask her to have a print out of the customers
she services in the next month ready when you see her next.
When you arrive at your session, she has not done a thing. What
would you do?
• Choose one of the groups to record the suggestions for a response on
a flip chart paper.
• When they are finished, discuss each point
• Determine an appropriate response.
5. Adult Education Principles – 10 minutes
Present the following principles on a flip chart paper. Also have them on a
handout for people to take home.
Adult Education Principles
• Adults are autonomous and self-directed.
• Adults have accumulated a foundation of life
experiences and knowledge that may include work-
related activities, family responsibilities, and
previous education.
• Adults are goal-oriented.
• Adults are relevancy-oriented. They must see a
reason for learning something.
• Adults are practical, focusing on the aspects of a
lesson most useful to them in their work.
• As do all learners, adults need to be shown
respect.
• Discuss how Ault Education principles can be incorporated in to
mentoring sessions. Where possible give examples.
6. Conclusion – 10 minutes
• Thank people for coming
• Introduce the liability and confidentially agreements
• Get them to fill out the evaluation forms
PAGE 2 OF 4

Business Scenarios
1. A business operator has hired and fired 4 staff people over the past 6
months all for the same position. She says that she can’t find the right
person. You ask her of the skill sets needed for the position. She lists out
10 skills that range from customer relations to production processes.
What sort of advice would you give her?
2. A business owner says that his sales are really low. You ask him to
describe his typical customer. His description is of a high-end customer
when his product is for middle-income people. How would you go about
assisting him in redefining his marketing strategy?
3. A business operator says that he is always short of cash. You ask him
what his terms of payment are with his customers, and he says 30 days.
You ask him what his terms of payment are with his suppliers, and he
says 90 days. What would you suggest he do in order to improve his cash
flow?
PAGE 3 OF 4

PAGE 4 OF 4
Mentor Training & Orientation Evaluation
(Date: )
For you, What topics were discussed for the first time today:
What topics benefited you most today:
Which topics did you not find beneficial:
Which topics do you think need further elaboration:
Which topics do you think were left out:
Other suggestions:
Strengths Areas for improvement
Your overall evaluation of the session:
☺
Happy Okay Unhappy

APPENDIX 4: Example of a Mentor Work Plan
wk 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
1. MARKET
1 - Profile current customers
a) develop current customer profile criteria: i.e. customer type,
ordering frequency, products ordered, average orders,
market segment percentages, etc
b) produce current customer profiles
c) Develop customer tracking system with feedback loop
2 - Identify growth areas
a) analyze existing market
b) identify opportunities - consumer demand, competition,
legal & industry issues
Mentoring hours
wk 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
2. MARKETING STRATEGY
1 - Develop products for identified market segments
a) identify & describe target markets
b) develop product/service descriptions for identified markets
2 - Develop production and distribution requirements
a) supplies, production equipment,
b) product/service distribution requirements
3 - Develop promotional strategy for each market
a) develop a marketing template adapted to market segments
i.e. e-bulletin : price, discounts, promotional message,
timeframe, timing, customer benefits
b) establish marketing outcome measurements
Mentoring hours
wk 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
3. FINANCIALS
1 - Set up Bookkeeping system
a) Create receipt & invoice filing system
b) Develop Chart of accounts with sub accounts
c) Create chart of accounts in accounting software with links
d) Data entry of receipts and invoices into Accounting Program
2 - Develop Financial Plan
a) Generate 6 mo. Financial Statements (Income & cash flow)
b) Determine Break Even Point
c) Develop cash flow projections for next 6 months
Mentoring hours
1

APPENDIX 4: Example of a Mentor Work Plan
O
wk 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
4. ORGANIZATION
1-Develop organizational elements
a) develop a production flow chart to identify positions
b) develop organizational chart
c) develop job descriptions
d) staff development plan
Mentoring hours
2

TOOL A-1: INTERVIEW QUESTIONS FOR SERVICE PROVIDERS
PARTNERS FOR ECONOMIC AND COMMUNITY HELP
(PEACH)
125 Main Street, Vancouver, BC V6A 2S5
Tel: (604) 602-9525 Fax: (604) 602-9507
PEACH Mentoring Survey
Who is PEACH? Partners for Economic and Community Help (PEACH) is
developing a business mentoring service for all business communities of the
Downtown Eastside. Its objective as an organization is to help local residents,
organizations and businesses re-vitalize the community by promoting capacity
building, enhancing entrepreneurship and business development.
What is mentoring? Mentoring is a relationship between a business person
(mentee) and another business or professional person (mentor). The
relationship is guided by the requirements of the business operator and fulfilled
by the mentor’s knowledge.
How does mentoring work?
- The business operator identifies a specific business area where help is needed.
- The mentoring service then provides an expert who will guide the business
operator to clarify the problem, identify and choose a solution, and implement the
solution. Mentors are unpaid volunteers who are recruited, screened and trained
by the mentoring service. The mentoring service ensures that mentors are
expert and are able to help the business operator.
- The business operator and mentor agree to work together on a specific goal,
and agree how much time and for how long they will work together to complete
the goal. There is no cost to business operators.
Why are you asking these questions? We are just beginning to set up the
service. We want to ask you a few questions to find out what you think. Your
answers are important to us because they will be used to decide how the service
should be set up.
PAGE 1 OF 2

TOOL A-1: INTERVIEW QUESTIONS FOR SERVICE PROVIDERS
PAGE 2 OF 2
Mentoring survey –
QUESTIONS FOR SERVICE ORGANIZATIONS
1. What information would you want to know about a business mentoring service
before promoting it to your membership?
2. What’s the best way of getting this information to you? (i.e. print material, by
email…)
3. What would make a business mentoring service interesting to your members?
4. What would make your members uninterested?
5. What’s would be the best way for you to get information out to your members
about a mentoring service?
6. What should the selection criteria be for business mentors?
7. What should the selection criteria be for business operators who want a
mentor?
8. What factors should be considered in matching businesses with mentors?
9. Of the mentoring program activities listed below, which ones could another
organization do, or help with? Please give the names of specific
organizations if any come to mind.
• For mentors: Recruiting, Screening, Skills Training*, Mentoring
Support**
• For mentees: Recruiting, Screening, Mentoring Support
*This could include communication skills, relationship/trust building, etc.
**To ensure that the mentoring relationship is working well after a match has
been made.

TOOL A-2: INTERVIEW QUESTIONS FOR MENTORS
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
should be set up.
PAGE 1 OF 2

TOOL A-2: INTERVIEW QUESTIONS FOR MENTORS
PAGE 2 OF 2
QUESTIONS FOR BUSINESS MENTORS
1. What motivates someone to be a mentor?
2. Who are you most likely to mentor for?
3. What mentoring opportunities would be least attractive? Who would you not
want to mentor for?
4. What information would you want about a mentoring service before
considering being a mentor?
5. What is the best way for you to receive information about a mentoring
service? (i.e. brochure, by email, etc.)
6. What should the selection criteria be for mentors?
7. What would make the application and screening process 'friendly" or easy?
8. What information or training would a mentor need for mentoring preparation?
9. What factors should be considered in matching mentors with business
operators?
10.How and at what point would a mentor want to participate in selecting a
business to work with?
11.What should mentor responsibilities be? Not be?
12.What boundaries, guidelines or commitments would you want for a mentoring
relationship?
13.How should the program monitor how things are going and/or offer support?
14.What would indicate that mentoring is successful for you?

TOOL A-3: INTERVIEW QUESTIONS FOR MENTEES
PAGE 1 OF 2
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
should be set up.

TOOL A-3: INTERVIEW QUESTIONS FOR MENTEES
PAGE 2 OF 2
QUESTIONS FOR BUSINESS OPERATORS (MENTEES)
1. If you are having business problems where do you go for help?
2. What aspects of business could you use help with? (List as many as you
want)
3. What would you want to know about a mentoring service before getting in
touch? What would make it interesting to you? What would put you off?
4. How would you like to get information about a mentoring service? (for
example, brochure, by email, etc.)
5. What would make the application process 'friendly" or easy?
6. What should the selection criteria be for businesses who want a mentor?
7. What should the selection criteria be for mentors? What would you look for in
a mentor? What would you not want in a mentor?
8. What things would be helpful to do before getting a mentor? What
preparation would be necessary? (For example, filling out a business
questionnaire, attending an orientation, etc.)
9. What boundaries, guidelines or commitments would you want for a mentoring
relationship?
10.How and at what point would you like to participate in mentor selection?
Would you want to help find a mentor for yourself? If yes, how?
11.Should the mentoring service monitor how things are going in a mentoring
relationship and/or offer support? If yes, how?
12.What would indicate that mentoring is successful for you?

TOOL M-1: MENTOR ASSIGNMENT AND MONITORING FORM
PEACH Mentoring Service
Mentor Assignment and Monitoring Form
Date: __________________________________
Mentee Information
Name_________________________________________________________________
Business Name: ________________________________________________________
Email__________________________________Phone__________________________
Mentor Information
Name_________________________________________________________________
Email__________________________________Phone__________________________
Mentoring Agreement
Agreement Date: ________________________End Date___________________
First Meeting Date: ______________________Meeting Frequency___________
First Monitoring Contact Date: ________________________________________
Mentee:
Mentor:
Record dates and comments for ongoing monitoring contacts at 2 week intervals:
PAGE 1 OF 1

TOOL M-2: PROGRAM EVALUATION FORM FOR MENTORS
Mentor’s Evaluation of the Program
Participant:
Evaluation Date:
1. Did the information you were
given about the program
adequately reflect the reality of
the mentoring situation?
Yes
No
Comment:
2. Was the preparation before
matching beneficial and
adequate to the mentoring
situation?
Yes
No
Comment:
3. What preparation did you find
beneficial?
4. What preparation did you not
find beneficial?
5. What preparation do you think
needs further elaboration?
6. Which preparation do you think
was left out?
7. Do you think your mentee was
adequately screened and
prepared for mentoring?
Yes
No
Comment:
8. Do you think you were well
matched with your mentee?
Yes
No
Comment:
9. Do you think you personally
benefited from the mentoring
experience? If yes, how?
Yes
No
Comment:
10.Were you able to achieve the
mentoring goal?
Yes
No
Comment:
11.What factors contributed to
achieving the goal?
12.What factors were obstacles to
achieving the goal?
13.Do you think you were give
adequate support from the
Mentoring Service?
Yes
No
Comment:
14.Would you want to mentor
another business mentee?
Yes
No
Comment:
PAGE 1 OF 2

TOOL M-2: PROGRAM EVALUATION FORM FOR MENTORS
PAGE 2 OF 2
15. Program Strengths 16. Areas for Improvement
17.Your overall evaluation of the program: Happy Okay Unhappy
18.Your overall evaluation of your experience: Happy Okay Unhappy

TOOL M-3: PROGRAM EVALUTION FOR MENTEES
Mentee’s Evaluation of the Program
Participant:
Evaluation Date:
1. Did the information you were
given about the program
adequately reflect the reality of
the mentoring situation?
Yes
No
Comment:
2. Was the preparation before
matching beneficial and
adequate to the mentoring
situation?
Yes
No
Comment:
3. What preparation did you find
beneficial?
4. What preparation did you not
find beneficial?
5. What preparation do you think
needs further elaboration?
6. Which preparation do you think
was left out?
7. Do you think your mentor was
adequately screened and
prepared for mentoring?
Yes
No
Comment:
8. Do you think you were well
matched with your mentor?
Yes
No
Comment:
9. Do you think you personally
benefited from the mentoring
experience? If yes, how?
Yes
No
Comment:
10.Were you able to achieve the
mentoring goal?
Yes
No
Comment:
11.What factors contributed to
achieving the goal?
12.What factors were obstacles to
achieving the goal?
13.Do you think you were give
adequate support from the
Mentoring Service?
Yes
No
Comment:
14.Would you want to have another
mentor for your business?
Yes
No
Comment:
PAGE 1 OF 2

TOOL M-3: PROGRAM EVALUTION FOR MENTEES
PAGE 2 OF 2
15. Has your sales increased since
implementing your mentor work plan?
Yes
No
Comment:
16. If yes, by how much?
17. Has your business expanded
since participating in the mentorship
program?
18. if yes, how many people have been
hired?
15. Program Strengths 16. Areas for Improvement
17.Your overall evaluation of the program: Happy Okay Unhappy
18.Your overall evaluation of your experience: Happy Okay Unhappy

Tool MA- 1: Mentoring Agreement
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
Mentoring Agreement
We are voluntarily entering into a mentoring partnership and have agreed to the
following terms:
Mentoring Goal (refer to the mentoring plan): ____________________________
________________________________________________________________
________________________________________________________________
Schedule of meetings, duration of mentoring (refer to the mentoring plan):_____
________________________________________________________________
________________________________________________________________
Place for first meeting:______________________________________________
________________________________________________________________
Additional points:
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
Monitoring and Evaluation
The mentor agrees to maintain a record of mentoring meetings, including tasks
completed, the date and time of the next meeting, the tasks agreed upon for
completion before the next meeting. (This recording can be done in the space
provided in the Mentoring Plan).
PEACH agrees to contact the Mentor and Mentee at the following intervals
and to offer appropriate support if necessary:
o Within 3 business days of the first scheduled Mentor/Mentee meeting
o Every two weeks following the initial monitoring or more frequently if
necessary.
PAGE 1 OF 2

Tool MA- 1: Mentoring Agreement
PAGE 2 OF 2
Both the Mentor and Mentee have the option of discontinuing the mentoring
relationship for any reason. However, this decision should be discussed with
PEACH before the relationship is terminated.
Both the Mentor and Mentee agree to complete a program assessment
questionnaire at the completion of the mentoring agreement. The purpose of
the assessment is to measure Mentor and Mentee outcomes in order to
make improvements to the service.
We understand that if any problems arise in this mentoring partnership we can seek
the support of the PEACH Mentoring Coordinator.
Signed by:
Mentor ______________________________________Date _______________
Mentee ______________________________________Date _______________
PEACH ______________________________________Date _______________

Tool MA-2: Confidentiality and Liability Agreement
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
Mentoring Confidentiality and Liability Agreement
As a Mentor for the PEACH Mentoring Service, I agree to take all steps
reasonably necessary to hold in trust and confidence information which I know or
have reason to know is considered confidential by the Mentee. I agree to use
confidential information solely to assist the Mentee in their business and for no
other purpose.
In consideration for the provision of mentoring assistance, I agree, as the
Mentee, to waive all claims against PEACH and/or the Mentor arising from this
assistance.
Mentor Name: _______________________________________________
Date: ______________________________________________________
Signed: ____________________________________________________
Mentee Name: ______________________________________________
Date: ______________________________________________________
Signed: ____________________________________________________
PAGE 1 OF 1

Tool R-1: Mentorship Brochure
MENTORING
PAGE 1 OF 2
SERVICE
FEATURES
RECIPROCAL
Mentoring is a sharing
relationship. Business
operators agree to a work
towards a specific business
goal and Mentors agree to
provide guidance in achieving
the goal.
INDIVIDUALIZED
PEACH will help you choose
a mentoring opportunity that
fits your interests and abilities.
CONFIDENTIALITY AND
LIABILITY
All mentoring agreements
include strict liability and
confidentiality policies.
TIME SPECIFIC
Time commitments are
realistic and manageable.
BUSINESS MENTORING
SERVICE SPONSOR
PEACH
Partners for Economic and
Community Help
PEACH provides financial
services and supports to
businesses, social enterprises,
and enterprising cooperatives
in the Downtown Eastside.
PEACH works in collaboration
with other agencies providing
business support services in
the neighbourhood.
Funding provided by
Human Resources
Development Canada
PEACH
125 Main Street
Vancouver, BC
V6A 2S5
Phone (604) 602-9525
Fax (604) 602-9507
www.dtes-peach.org
PEACH
Partners for Economic and
Community Help
BUSINESS MENTORING
SERVICE
Do you want to use your
business or professional
experience and expertise to
give back to the community?
Would you like to improve
your business performance
with access to skills and
expertise?
We can find the match for
you!
WHATIS

Tool R-1: Mentorship Brochure
BUSINESS
MENTORING?
PAGE 2 OF 2
Mentoring is an equal
relationship between two
people. The relationship is
guided by the business
operator’s requirements and
fulfilled by the mentor’s
knowledge.
WHAT MENTORING IS NOT
Mentors are not business
consultants. They are
coaches who provide
opinions, advice and ideas to
business operators.
HOW IT WORKS
There is no cost to business
mentees.
Business operators and
business mentors are
recruited and screened.
Mentors and Business
Operators choose each other
and agree to work together.
Mentor training and mentoring
support is provided to ensure
success.
WHO ARE THE BUSINESSES
BEING MENTORED?
Mentees are businesses that
are motivated to learn.
They are selected for their
interest, commitment, and
ability to benefit from the
guidance of a business or
professional mentor.
They have participated in a
business diagnostic that
clearly identifies realistic
mentoring objectives that will
contribute to business growth.
WHO ARE THE MENTORS?
Mentors are successful role
models in an area of business.
They are recruited to work
with business mentees on a
voluntary basis.
They act as personal coaches
to provide opinions, advice
and ideas.
HOW DO I PARTICIPATE?
Step One
Get in touch with us for more
information about the service.
Step Two
Complete an application form
and an interview.
Step Three
Mentors participate in the
mentor orientation.
Mentees participate in an
interactive business
assessment.
Step Four
PEACH matches mentors and
business.
Get in touch with us
if you are interested
in participating!
PEACH
125 Main Street
Vancouver, BC
V6A 2S5
Phone (604) 602-9525
Fax (604) 602-9507
www.dtes-peach.org

TOOL R-2: MENTOR APPLICTION COVER LETTER
PAGE 1 OF 2
PARTNERS FOR ECONOMIC AND COMMUNITY
HELP (PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
INFORMATION FOR PROSPECTIVE MENTORS
Who is PEACH?
PEACH is a non-profit organization funded by the Vancouver Agreement.
We play an important role in the economic revitalization strategy of the
Vancouver Downtown Eastside (DTES), which includes the neighbourhoods of
Gastown, Victory Square, Chinatown, Oppenheimer Park and Strathcona.
Economic development includes the improvement of social conditions through
the creation of jobs so that residents can access the services and goods
they need to live with dignity and respect. To achieve this goal, PEACH-
provides appropriate financial services and supports to businesses (sole
proprietors, partnerships, enterprising cooperatives, corporations and social
enterprises) that are interested in doing the same.
Why a Mentoring Service?
After two years of experience distributing loans to business operations in the
Downtown Eastside, PEACH has identified challenges to business issues –
financial management, marketing, and distribution. Because PEACH
encourages capacity building in order to increase community self-reliance,
mentoring is an extremely attractive opportunity to achieve this goal.
Mentoring encourages business-to-business relationships, peer support
networking, and the development of local expertise.
What does a mentor do?
• Participate voluntarily
• Provide guidance and direction
• Give feedback on ideas
• Help identify appropriate needs or skills upgrading for the business and
business operator
• Help Mentees network with appropriate groups and individuals to help
support the business
• Maintain confidentiality.
What mentors don’t do
• Provide consulting advice
• Get involved in the day-to-day running of the Mentee’s business
• Have any rights to intellectual property of the Mentee or their business.

TOOL R-2: MENTOR APPLICTION COVER LETTER
PAGE 2 OF 2
What qualifications does a mentor need?
Prospective Mentors should have:
• A minimum 5 years professional or business experience.
• Professional or business expertise developed through education and
training.
• An interest in giving back to the community.
• Good communication skills, patience and a non-judgmental manner.
• Empathy for a mentee and their business.
• The ability to support and guide the mentee by using effective
questioning techniques.
• Be available to meet regularly with a mentee.
• Be available to attend mentor orientation meeting(s).
How much time is involved?
Mentors take part in the following activities and need to be able to make the
necessary time commitments.
Mentors will attend:
• An information session – 30 to 40 minutes
• An application interview – 30 to 40 minutes
• Mentor orientation – 2 hours
• Participate in a matching meeting – 30 to 60 minutes
• Provide one-on-one mentor support for at least 2 hours per month over
a three month period. The timeframes of meetings between Mentor and
Mentee are jointly agreed upon.
• Complete an evaluation of the service so that we can assess outcomes
and the future direction of the Service – 30 minutes
If you feel that you meet all or most of the criteria, we welcome you to fill out
the accompanying mentor application and drop it off or mail it to us. It will be
passed on to the Mentoring Service Coordinator. We guarantee that you will
be contacted within 2 business days to set up an appointment to discuss your
application and let you know the next steps forward.
Thank you for your interest!

TOOL R-3: MENTOR APPLICATION FORM
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
Mentor Application Form
The information you provide is confidential and will be used only to assist PEACH in
assessing your application to the Business Mentoring Service.
1. Name:______________________________________________________
2. Business Name:______________________________________________
3. Business Address:____________________________________________
4. Phone:____________________
5. Fax:______________________
6. Cell:______________________
7. Email:____________________
8. Did you attend an information meeting? _____If yes, when? ___________
9. List any relevant training or qualifications: (i.e. Trade Certificates, Diplomas,
Degrees, Training Programs, Courses, Workshops, etc.)
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
10. If you are not currently operating a business or professionally active, when
did your activity end? (If you are not currently a business operator or professionally active,
please list your previous experience, the roles you held and the number of years of experience in
the questions that follow).
______________________________________________________________
______________________________________________________________
11. Type of business or professional occupation:
______________________________________________________________
______________________________________________________________
______________________________________________________________
PAGE 1 OF 4

12. Years of experience:
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
13. Work role: (Describe major duties and responsibilities.)
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
14. Other experience in business:
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
15. Why do you want to be a mentor?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
16. Please describe any previous mentoring or volunteer experience, including
the length of time involved: (This can include experience being mentored.)
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
PAGE 2 OF 4

PAGE 3 OF 4
______________________________________________________________
17. What personal skills can you contribute to a mentoring relationship? (I.e.
Communication skills, coaching skills, inter-personal skills.)
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
18. What business or professional skills can you contribute to a mentoring
relationship?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
19. In which areas would you prefer to mentor?
1 - Business Planning, Business Management
2 - Human Resources, Communications
3 - Accounting, Finance
4 - Distribution, Trade
5 - Legal
6 - Sales and Marketing
7 - Technology, Internet
8 - Other
20. Are you able to attend the mentor orientation session?
______________________________________________________________
21. How many hours per moth are you able to spend with a business mentee?
______________________________________________________________
______________________________________________________________
22. Is there any additional information that you consider relevant.
______________________________________________________________

______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
23. How did you hear about the mentoring service?
______________________________________________________________
______________________________________________________________
References
24. Please give two business references who can be contacted to support
your application:
1 - Name:______________________________________________________
Address:______________________________________________________
Phone:________________________________________________________
Relationship:___________________________________________________
2 - Name:______________________________________________________
Address:______________________________________________________
Phone:________________________________________________________
Relationship:___________________________________________________
Signed:_______________________________Date:____________________
We appreciate that you took the time to complete this application.
PAGE 4 OF 4

TOOL R-4: MENTEE APPLICATION COVER LETTER
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
INFORMATION FOR PROSPECTIVE BUSINESS OPERATORS
LOOKING FOR MENTORS (MENTEES)
Who is PEACH?
PEACH is a non-profit organization funded by the Vancouver Agreement.
We play an important role in the economic revitalization strategy of the
Vancouver Downtown Eastside (DTES), which includes the neighbourhoods of
Gastown, Victory Square, Chinatown, Oppenheimer Park and Strathcona.
Economic development includes the improvement of social conditions through
the creation of jobs so that residents can access the services and goods
they need to live with dignity and respect. To achieve this goal, PEACH-
provides appropriate financial services to businesses (sole proprietors,
partnerships, enterprising cooperatives, corporations and social enterprises)
that are interested in doing the same.
Why a Mentoring Service?
After two years of experience distributing loans to business operations in the
Downtown Eastside, PEACH has identified challenges common to businesses:
financial management, marketing, and distribution. Because PEACH
encourages DTES capacity building in order to increase community self-
reliance, mentoring is an extremely attractive opportunity to achieve this goal.
Mentoring encourages business-to-business relationships, peer support
networking, and the development of local expertise.
What does a mentor do?
• Are voluntary participants
• Provide guidance and direction
• Give feedback on ideas
• Help identify appropriate needs or skills upgrading for the business and
business operator
• Help Mentees network with appropriate groups and individuals to help
support the business
• Maintain confidentiality.
What mentors don’t do
• Provide consulting advice
• Get involved in the day-to-day running of the Mentee’s business
• Have any rights to intellectual property of the Mentee or their business.
PAGE 1 OF 2

TOOL R-4: MENTEE APPLICATION COVER LETTER
PAGE 2 OF 2
What qualifications is PEACH looking for in a business mentor?
Mentors have a minimum 5 years professional or business experience, as well
as expertise developed through education and training. They are interested in
giving back to the community and have the communication skills, patience and
non-judgmental manner necessary to support and guide you in your business.
Mentors also make a commitment to meeting with you on a regular basis.
What are the requirements for applying to get a business mentor?
• Have been operating the current business for at least 6 months.
• Operate a legal business
• Are willing to participate in a business diagnostic that will identify
business strengths and weaknesses.
• Have a business that has a potential for growth.
• Are willing to set a business goal that is based on the business
assessment.
• Are willing to follow a work plan.
• Are open to input that will guide them towards their goals.
How much time is involved?
Business operators take part in the following activities and need to be able to
make the necessary time commitments.
• Attend an information session – 30 – 40 minutes
• Participate in an application interview – 30 to 40 minutes
• Participate in a Business Assessment – 3 hour
• Attend a matching meeting – 30 to 45 minutes
• Participate in regular one-on-one meetings with a mentor - at least 2
hours per month over a three-month period. (The timeframes of
meetings between Mentor and Mentee are jointly agreed upon).
• Complete an evaluation of the service so that we can assess outcomes
and the future direction of the Service – 30 minutes
If you feel that you meet all or most of the criteria, and can commit the required
time, we welcome you to fill out the accompanying application and drop it off or
email it to us. It will be passed on to the Mentoring Service Coordinator. We
guarantee that you will be contacted within 2 business days upon receipt of
your application to set up an appointment to discuss your application and let
you know the next steps forward.
Thank you for your interest!

TOOL R-5: MENTEE APPLICATION FORM
PAGE 1 OF 4
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
BUSINESS MENTEE APPLICATION FORM
The information you provide is confidential and will be used only to assist PEACH in
assessing your application to the Business Mentor Service.
1. Name:______________________________________________________
2. Business Name:______________________________________________
3. Business Address:____________________________________________
4. Phone:____________________
5. Fax:______________________
6. Cell:______________________
7. Email:____________________
8. Did you attend an information meeting? _____If yes, when? ___________
9. Do you belong to any business or professional organizations or
associations? (Please list)
______________________________________________________________
______________________________________________________________
______________________________________________________________
10.Have you had business experience prior to your current business? (Please
list the types of business and years of experience.)
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
11.Please describe the type of business you operate. What is your business
product or service?
______________________________________________________________
______________________________________________________________
______________________________________________________________
12.What is your business structure? (i.e. sole owner, partnership, etc.)

______________________________________________________________
______________________________________________________________
______________________________________________________________
13.Number of employees, business size?
______________________________________________________________
______________________________________________________________
______________________________________________________________
14.How long has the business been in operation?
______________________________________________________________
______________________________________________________________
15.What are your business duties and responsibilities?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
16.Why do you want a mentor?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
PAGE 2 OF 4

17.What outcomes do you expect from a mentoring relationship?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
18.Are you receiging Busienss Advice from any other source?
Yes No
If yes, from who?
Friend Loans Officer
Family Member Business Consultant
Colleague/Peer Agency
Other: Other:
19.Are you interested and open to having an assessment conducted on your
business?
Yes No
20.Are you willing to follow a mentoring plan based on the assessment?
Yes No
21.How many hours per month are you able to meet with a business mentor?
______________________________________________________________
22.Are you able to make a commitment to meet regularly with a business
mentor over a three month period?
Yes No
23.Please describe any experience you have had with mentoring or
volunteering, including the length of time you participated. (This can include
formal or informal experience being mentored or being a mentor.)
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
PAGE 3 OF 4

PAGE 4 OF 4
24.Is there any other information that you would like to provide?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
25. How did you find out about the mentoring service?
______________________________________________________________
______________________________________________________________
Signed:____________________________________Date:_______________
We appreciate that you took the time to complete this application.

TOOL S-1: MENTOR APPLICATION CHECKLIST
Mentor Application Checklist
Name:______________________________________________________
Process
(check)
Activity and Comments Date
Completed
Document
Filed (check)
Application Form Received
Application Form Assessed
Application Rejected. Letter sent.
Interview Date Set
Interview Completed
References Checked
Application Assessed
Application Accepted. Letter sent.
Orientation and Training Completed
PAGE 1 OF 1

TOOL S-2: MENTOR APPLICATION ASSESSMENT FORM
PEACH Mentor Application Assessment
Applicant Name: _______________________________________________________________
Date of application:
PART I – APPLICATION FORM
I. Education and Experience Score
1. Formal Qualifications, Workplace Qualifications (question 9)
• Give one point per qualification listed.
• If no formal qualifications = 0 (not eligible)
Maximum 5
2. Experience is Current: (question 10)
• If current, give 5 pts
• not active for one year = 4 pts
• not active for two years = 3 pts
• not active for four years = 2 pts
• not active for five years = 1 pt
Maximum 5
3. Years of Experience (question 12)
• more than 20 years = 5 pts
• 15 – 20 years = 4 pts
• 10 to 15 years = 3 pts
• 5 to 7 years = 1 pt
less than 5 years experience = 0 (not eligible) Maximum 5
Total education, training and experience points – max. is 15 points
Min. 10 points
PAGE 1 OF 4

II. MENTORING and REFERENCES Score
4. Reasons for mentoring: (question 15)
• Give one point for each reason that is not self-related Maximum 5
5. Mentoring or volunteer experience: (question 16)
• Give one point for every six months Maximum 5
9. Personal skills offered: (question 17)
• Give one point for each skill listed Maximum 5
10 Business or professional skills offered: (question 18)
• Give one point for each skill listed Maximum 5
11. Time available for mentoring (question 20 and 21)
less than 2 hours: 0 - not eligible
2-4 hours: 1 point
5-6 hours: 2 points
• Not eligible if unavailable for orientation
12. Period of Commitment (question 21)
Less than 3 months: 0 - not eligible
3-4 months: 1 point
4- 5 months: 2 points
5-6 months: 3 points
14. References: - #1 – (question 24)
• Reference rating: Give one to five points for personal, interpersonal description. Give one
to five points for expertise description. Maximum per reference is 10 points. Divide total
for both references by two. Maximum is 10 points.
___ / personal
___ / expertise
16. References: - #2 – (question 24)
___ / personal
___ / expertise
Total = _____
Divided by 2 =
Total mentoring and reference points –
max is 35 points;
min. 6 points but weighted with reference
check
PAGE 2 OF 4

PAGE 3 OF 4
PART II – APPLICATION INTERVIEW
17. Knowledge of region and population which program is servicing (interview
question 1)
poor excellent
Give rating between 1 and 5
Maximum 5
18. Communication Skills (interview question 2)
poor excellent
Maximum 5
19. Teaching Skills (interview question 3)
poor excellent
Maximum 5
Total interview points – max is 15 points; min. 9 points
TOTAL SCORE
Maximum is 50 points
Minimum 15 weighted with reference check
Approved Not Approved Letter sent

Matching Areas
Type of business (expandable list)
Business and Financial Services
Creative / Arts
Education / Training
Health / Medical
IT Industry
Manufacturing
Personal Services
Retail / Sales
Tourism / Leisure
Other
Areas of expertise
5 - Legal
8 - Other
PAGE 4 OF 4

TOOL S-3: MENTOR APPLICATION REJECTION LETTER
PAGE 1 OF 1
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
(Date)
(Mentor Applicant Name)
(Business Name)
(Address)
Dear (Name of Applicant),
Your application for consideration as a mentor in the PEACH Mentoring Service
has been assessed. It has been determined that you cannot be accepted as a
mentor at this time for the following reason(s):
(State the specific aspects of the mentor eligibility criteria that the
applicant does not fulfil and say what might be done to prepare for a future
mentor application)
Please contact me if you have any questions about this determination.
Sincerely,
(Name)
Mentoring Coordinator

TOOL S-4: MENTOR APPLICATION INTERVIEW QUESTIONS
MENTOR INTERVIEW
Name:________________________________________________________
Business name or Profession:_______________________________________
Type of Business if Business Owner:
Ask the following questions and record the responses:
1. What issues do you think influence business operations in name the
region you are working in?
2. Imagine that your business mentee has not completed a task you both
agreed to at your last meeting. What would you do?
3. Imagine that you have noticed your business mentee’s record keeping is
extremely disorganized and is negatively affecting business operations.
How would you bring about a change?
PAGE 1 OF 1

TOOL S-5: MENTOR REFERENCE CHECK GUIDE
Mentor Reference Check Guide
Date: Interviewer:
Applicant name:
Reference name:
Reference phone #:
(State that the applicant has given permission for the call. Create a context for the call with a
brief description of the mentoring service and mentor criteria, roles and responsibilities).
In what capacity do you know (applicant) and for how long?
How would you describe (applicant)?
What areas of expertise do you think (applicant) can offer a mentee?
How does (applicant) relate to people in general?
Do you believe (applicant) would be a good mentor to a business mentee? Why
or why not?
Are you aware of any issues or problems that might affect (applicant’s) ability to
work with a business mentee?
Are there any other comments you would like to make?
PAGE 1 OF 1

TOOL S-6: MENTOR APPLICATION ACCEPTANCE LETTER
PAGE 1 OF 1
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
Mentor Acceptance Letter
(Date)
(Mentor Applicant Name)
(Business Name)
(Address)
We are pleased that you have chosen to participate as a mentor in the PEACH
Mentoring Service.
We will soon be inviting you to take part in a mentor orientation session where
you will meet other mentors, learn about mentoring roles and responsibilities, and
receive useful information for creating and maintaining a productive mentoring
relationship. When you have completed the orientation, you will be provided with
information on a prospective mentee business for your consideration. We will
then schedule a first meeting with you and the mentee to prepare for the mutual
development of a mentoring agreement.
We look forward to your participation in our mentoring service. Please contact
me if you have any questions or require additional information.
Sincerely,
(Name)

TOOL S-7: MENTEE APPLICATION CHECKLIST
Mentee Application Checklist
1. Name:______________________________________________________
2. Business Name:______________________________________________
Process
(check)
Activity and Comments Date
Completed
Document
Filed (check)
Application Form Received
Application Form Assessed
Business Visit Date Set
Visit and Interview Completed
Business Diagnostic Date Set
Business Diagnostic and Work Plan
Completed
Application Assessed
Application Accepted. Letter sent.
PAGE 1 OF 1

TOOL S-8: MENTEE APPLICATION ASSESSMENT FORM
PAGE 1 OF 3
Mentee Application Assessment
Applicant Name: _______________________________________________________________
Applicant Business Name: _____________________________________________________
Date of application:
PART I – APPLICATION FORM
I. Business and Experience Score
1. Business or Professional Memberships (question 9)
Give one point per qualification listed. Maximum 3 pts
2. Business Experience (question 10 and 14)
• more than 10 years = 5 pts
• 5 – 10 years = 4 pts
• 6 months to 1 year = 1 pt
• less than 6 months experience = 0 (not eligible)
Maximum 5 pts
Total education, training and experience points – max is 8 points
min. 2 points
II. MENTORING Score
3. Reasons for wanting a mentor: (question 16)
Give one point for each reason stated Maximum 5 pts
4. Expected Outcomes: (question 17)
Give one point for each outcome stated Maximum 5 pts
5. Business Assessment Participation: (question 18) Yes 1 No - 0 If no, not
eligible
6. Business Mentoring Plan: (question 19) Yes 1 No - 0 If no, not
eligible

PAGE 2 OF 3
7. Time available monthly for mentoring (question 20)
less than 2 hours: 0 - not eligible
2-4 hours: 1 point
5-6 hours: 2 points
8. Period of Commitment (question 21)
Less than 3 months: 0 - not eligible
3-4 months: 1 point
4- 5 months: 2 points
5-6 months: 3 points
9. Mentoring Experience: (question 22) Give one point for every six months
Maximum 5
Total mentoring and personal skills points – max is 18 points
min. 7 points
PART II – APPLICATION INTERVIEW
14. Communication Skills/Openness (interview question 1)
poor excellent
Maximum 5
15. Communication Skills/Openness (interview question 2)
poor excellent
Maximum 5
16. Learning Skills (interview question 3)
poor excellent
Maximum 5
Total interview points – max is 15 points; min. 7
TOTAL SCORE (Maximum is 41 points)
Minimum 16 points
Business Analysis Indicates Business Viability and Achievable Goal If either of
these
conditions is
not met,
applicant is
not eligible
Approved Not Approved Letter sent

PAGE 3 OF 3
Matching Areas
Type of business
(expandable)
Business and Financial Services
Creative / Arts
Education / Training
Health / Medical
IT Industry
Manufacturing
Personal Services
Retail / Sales
Tourism / Leisure
Other
Areas of expertise
needed
5 - Legal
8 - Other

TOOL S-9: MENTEE APPLICATION REJECTION LETTER
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
(Date)
(Mentee Applicant Name)
(Business Name)
(Address)
Your application for consideration as a mentee in the PEACH Mentoring Service
has been assessed. It has been determined that you cannot be accepted as a
mentee at this time for the following reason(s):
(State thee specific aspects of the mentee eligibility criteria that the
applicant does not fulfill and say what might be done to prepare for a
future mentee application)
Please contact me if you have any questions about this determination.
Sincerely,
(Name)
PAGE 1 OF 1

TOOL S-10: MENTEE APPLICATION INTERVIEW QUESTIONS
MENTEE INTERVIEW AT PLACE OF BUSINESS
Name:________________________________________________________
Business name:_________________________________________________
Business Type:
Ask the following questions and record the responses:
1. What issues do you think would influence the relationship between a
mentor and a mentee?
2. Imagine that your business mentor has asked you to complete a task
before your next meeting that you do not agree with. What would you do?
3. Imagine that you and your business mentor have agreed on a mentoring
goal that you will work towards.
What is the best way for the mentor to guide you towards the goal?
How would you help to bring about the changes needed to reach your
goal?
4. Set up appointment to do Business Diagnostic. Give a list of the items to
bring to the first Business Diagnostic meeting (business license copy,
financial documents, examples of existing promotional materials and
business cards).
PAGE 1 OF 1

TOOL S-11: MENTEE BUSINESS ASSESSMENT ITEMS
PAGE 1 OF 1
(PEACH)
Tel: (604) 602-9525 Fax: (604) 602-9507
PEACH MENTORING SERVICE
INTERACTIVE BUSINESS ASSESSMENT ITEMS
Please bring the following items to the business assessment meeting. You may
not be able to provide all these items, but bring those that are available.
Business Licence Copy
Financials
1. Chart of accounts
2. Balance sheet – for the last two years (or since business began, if less
than 2 years)
3. Profit and loss statement for the last six months
4. Cash flow with actuals and projected
Human Resources
5. List of employee positions including length of time position has existed
Marketing
6. List of customers (business names) including length of time with customer
and relevant customer data
7. Promotional materials

TOOL S-12: MENTEE BUSINESS ASSESSMENT
PEACH MENTORING SERVICE
INTERACTIVE BUSINESS ASSESSMENT
GENERAL INFORMATION Fill out what you can from the Application Form
1. A brief description of your qualifications, experience, or education in the field in
which the business operates.
2. What motivated you to start the business?
3. Are you receiving business advice from other sources? If yes, from who?
Friend Loans Officer
Family Member Business Consultant
Colleague/Peer Agency
Other: Other:
BUSINESS DESCRIPTION Fill out what you can form the application form.
1. Business Sector:
a) Manufacture
b) Retail
c) Service
d) Wholesale
2. What specific activities is your company currently engaged in?
3. List the main products produced / sold and/or services offered:
4. Which is the best-selling product?
MARKET
1. Have you carried out any market research?
2. If yes, what kind of research has been carried out?
3. What is the main market geographic area?
PAGE 1 OF 7

4. Describe your customers (by groups) –
GROUP # GROUP GROUP
DESCRIPTION
Market %
1
2
Etc.
5. Who is actually buying your product/service? –
CUSTOMER NAME TYPE OF
CUSTOMER
TIME SINCE INTIAL
TRANSACTION
TRANSACTION
FREQUENCY
Etc.
6. How do you track your customers?
7. What needs does your product/service satisfy for the customers, and what are the
benefits of the product to the customers?
PRODUCT NEED BENEFIT
Etc.
8. How many potential buyers for your product/service exist in the geographic market
area being served?
9. What share of the market (from #8) do you have? (relates #5 to #8)
10. How do you reach your market?
a) Own network
b) Retail
c) Agents
11. What materials do you purchase, from which suppliers, and at what cost?
SUPPLY SUPPLIER SUPPLY
COST
Etc.
PAGE 2 OF 7

12. Have you looked for alternative, cheaper suppliers?
13. Who are your main competitors, and what makes your product/service different from
competitors’?
COMPETITION PRODUCT/SERVICE DIFFERENCE
Etc.
MARKETING STRATEGY
1. What is the message about your product/service that attracts customers?
2. Do you have a promotional plan? Yes or No. If yes, what is it (including seasonal or
cyclical promotion)?
3. What (if any) discounts are offered to customers?
a) Discounts on quantity purchased
b) Discounts on monetary amount
4. What marketing tools do you use? 5. What does it cost?
a) Business cards
b) Brochures
c) Media
• Newspapers
• Television
• Radio
d) Free samples
e) Recommendations (word of mouth)
f) Fairs
g) Catalogues
h) Web site
i) Direct Marketing (emailing, phoning)
Other:
5. What are the costs of using each of these promotional tools?
MARKETING TOOL COST
Etc.
PAGE 3 OF 7

6. What are the effects of promotion? In what way are the effects of promotion
measured?
MARKETING
TOOL
EFFECT MEANS OF
MEASUREMENT
Etc.
FINANCIALS
GENERAL
1. Describe how you file your receipts and invoices?
2. Describe the financial systems (if any) that are established in your business? Are
bookkeeping systems manual or computerized? Do you have a chart of accounts
3. Who is in charge of financials? What are the internal controls?
4. In your own words, explain what the following statements are and what they are used
for:
Profit/Loss Statement
Balance Sheet
Cash Flow
5. Do you use financial statements to analyze your business performance?
6. FINANCIAL FLOW CHART. As they explain what happens when money comes in
to the business or goes out, make a flow chart to create a visual for the business
operator. (Begins at sale or job completion, includes invoicing, payments, filing,
tracking, bookkeeping, who performs each task).
PAGE 4 OF 7

CASH FLOW
1. In what way are the products / services paid for and what are the costs for each (i.e.
banking fees):
a) Cash, credit card, cheques
b) Compensation
c) Through bank account
2. What are the terms of payment (i.e. c.o.d., 30 days, etc.)?
3. Total sales in the past year?
4. What are you’re high and low seasons?
High Seasons Low Seasons Season Average Sales
Etc.
7. How are payables and receivables managed?
METHOD PAYABLE RECEIVABLE
MANUAL
COMPUTER
4. Are you using any credit facilities at the moment? Yes or No
5. Who is the credit provider?
6. Amount?
7. What are the conditions?
8. When did you get it?
9. What was the total amount of expenses in the past year?
10. What were the seasonal expense totals?
11. What are the costs of producing your product(s) per single unit?
12. What is the profit made on a single unit?
13. On what basis is the price of the product set?
14. How many items or billable hours do you need to enable you to cover all your
business costs?
PAGE 5 OF 7

ORGANIZATION
LOCATION
1. Is your business location owned or leased? If leased, when does the contract expire?
2. Are all production processes located in one place? Yes or No
3. If no, what is outsourced and why?
ORGANIZATIONAL STRUCTURE
4. PRODUCTION FLOW CHART (includes the sequence of phases in the production
of the product; number of employees working in each phase; equipment and machines
that are used in separate phases and sub-phases; how old the machines are and what is
their expected useful life; are there any bottlenecks in the production?; are there any
measures of protection at the work place?).
5. MAP OF SPACE (for space adequacy and space analysis)
HUMAN RESOURCES
6. ORANIZATION STRUCTURE CHART
7. Number and description of employees
Description Number
a) Male
b) Female
c) First Nations
d) DTES residents
JOB TITLE: POSITION MONTHLY PAY
PAGE 6 OF 7

PAGE 7 OF 7
8. Is there a job description for each position?
JOB DESCRIPTION
JOB TITLE:
SUPERVISOR:
LINE RESPONSIBILITY:
KEY ROLE:
LOCATION:
QUALIFICATIONS:
JOB SUMMARY:
PRIMARY
RESPOSIBILITIES:
MONTHLY PAY:
9. Do you have a recruiting strategy? (Includes: job description, advertisement through
appropriate channels with deadline for response, shortlist, interviewing, reference
check, candidate ranking, offer made, orientation to mission, values, organizational
culture, job summary and responsibilities):
10. Do you have an equity plan? Yes or No. If yes, please explain.
11. Are there professional development plans for employees (evaluation, goals, training,
etc.)?
12. If there are more than three employees, is there a Human Resources manual?
13. Do you intend to employ additional workers in the next 6 months? If yes, why and to
do what?

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