Gab Student Manual

Student GBB Manual

Table of Contents I. Introduction

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a. Welcome b. Overview c. GAB History

II. Club Definitions and Requirements a. b. c. d. e. f.

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Club Legal Information Club Responsibilities Club Requirements Club Performance Club Recognition Benefits of Leading a GAB Club

III. What GAB National Offers

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a. GAB Brand Identification b. GAB Membership Value Proposition c. GAB Development Trips i.Brigade Basics ii.In Country Director and Coordinators iii.Partnership NGO's iv.GAB Development Methodology

IV. GAB Clubs

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a. Club Strategy i.Start Up ii.Recruiting iii.Semester/Annual planning b. Club Marketing c. Club Operations i.Membership Requirements ii.Club Organization iii.Transition Strategy iv.Event Planning and Execution v.GAB Club collaboration vi.Internal Club Communication vii.Communication with GAB National

V. GAB Contact Directory

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a. GAB Panama b. GAB National

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I. INTRODUCTION a. Welcome Letter It is my honor and privilege to welcome you to Global Brigades – the nation’s largest international student movement. What you’re about to embark upon is nothing less than a journey. A journey of inspiration, hard work, connection, commitment and more than anything – an international experience like you’ve never had before. It may sound grand, it may sound lofty. But just ask a fellow Brigader. What you and your fellow classmates have in front of you is an opportunity to make history. The people’s lives you will change are real. The spaces you will design and build both exist and thrive because of your leadership and dedication. The most important step now is the first step – to get involved and to make a difference. Global Architecture Brigades provides genuine international design/build experience. This is a unique opportunity to apply your education, intellect and creativity to help growing communities realize their dreams of escaping poverty and experiencing true social and economic development. We encourage students to use this time to build skills, networks, friendships, understanding, portfolios, and a stronger connection to our global community. Thank you for your interest and leadership in Global Architecture Brigades. As a student-led movement, this experience and club is exactly what you make it. Ask for more. Share new ideas. Keep the momentum alive. Wherever this experience takes you and your team, we’re here supporting you, every step of the way!

Welcome to the GAB family,

Catherine Markman Catherine Markman CEO, Global Development Brigades

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b. Overview of Global Architecture Brigades Global Architecture Brigades is a volunteer student-based collaborative dedicated to the research, design, and construction of socially responsible, environmentally sustainable solutions to architectural problems in the developing world. A think-tank design approach utilizes extensive community dialogue and independent research to create efficient, appropriate, and elegant structures to be embraced and utilized by those for whom they were built. Ultimately, extended relationships between brigades and communities will result in not only the implementation of a variety of projects, but also the accumulation of a vast wealth of knowledge from which future students, designers, and communities can learn. Creating these solutions within the current parameters that the field of architecture has set is simply not possible. Students of design must question, reconsider, and ultimately rewrite every aspect of design that they have come to accept. Through this counter-cultural approach to design defiance, architecture can become something not only for the few who want, but also for the many who need. Global Architecture Brigades is a subsidiary of Global Brigades, a U.S.-based nonprofit that unites volunteers around the world to help communities in the developing world. Global Brigades has improved the lives of people through medicine, business, environment, architecture, and law. Subsidiaries of Global Brigades are located on more than 100 university campuses. Each year, over 2000 student volunteers travel to Honduras and Panama to take part in eight day Brigade trips. These trips are highly intense community immersion experiences where students work with local residents, community organizations, government agencies, prominent local NGOs, and international NGOs, including Peace Corps Panama, CHF International, Japanese International Cooperation Agency, and Earth Train, to create positive social impact.

c. Global Architecture Brigades History In 2003, Global Medical Brigades, the first subsidiary of Global Brigades, was formed by a small group of students from Marquette University who, after returning from a medical mission in Honduras, set out to create a campus club that would allow students to take part in international medical relief. In 2008, after five years of growth and development, the program evolved to include development work, and Global Architecture Brigades was piloted at the University of Illinois at Chicago to address the spacial and structural needs of developing countries. In January of 2009, GAB UIC traveled to Barrigon, Cocle, Panama, to assist with the design of an agricultural tourism cabin for a subsistence farmer whose land boasted incredible natural beauty, and had close proximity to the Omar Torrijos National Park. The club returned to site in Late June 2009 to assist with the cabin’s construction, and the structure is slated for completion by the farmer and his two sons under the supervision of GAB in December 2009, less than a year after the project’s inception. In the short time since the pilot project, GAB has spread to fifteen universities across the United States, and two more projects are in the construction process. Increasingly, GAB is resolving more challenging and complex architectural problems that affect communities throughout the developing world.

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II. CLUB REQUIREMENTS a. National and Club Relationship GAB university clubs are separate groups that affiliate with Global brigades (GB). There is a distinction between GB’s 501(c) 3 status and that of GAB clubs. Clubs are led by student volunteers who are GAB members and who adhere to GAB’s mission and vision by closely following the guidelines and regulations of GAB. GAB provides the guidance and support to empower students who volunteer in direct service. There is consistent mutual dialogue and learning between GAB student members and GAB National.

b. Club Responsibilities Below is a breakdown of the key responsibilities and duties of a successful club. It provides an overall outline of GAB values and objectives.

Club Building • • •

Attract new members Retain existing members Provide a setting for the free exchange of ideas and information

Education • • • • •

Create internal list serves by personalizing a webpage through Google Group Inform club members of GAB events and activities through weekly meetings and list serve announcements Keep all levels of communication open and accessible to current members and potential new comers Collaborate with other clubs and GAB National/Panama to learn and refine best practices Expand member’s knowledge of socially and environmentally responsible design principles and practices

Partnership and Networking • • •

Partner with other GB clubs to increase impact of local clubs Partner with other local organizations that equally focus on socially and environmentally responsible design practices Provide ample opportunities for club members to engage with other like-minded organizations and departments to create an open dialogue on campus

Project Documentation • • •

Create illustrative and explanatory documents for the effective planning, budgeting, and construction of your project Develop timelines, budgets and materials lists for efficient planning and purchasing of construction materials Discuss all post-brigade design revisions with GAB Panama staff to verify appropriateness of decisions and potential negative repercussions

c. Club Requirements In order to better prepare you to maintain a successful club, GAB has developed a list of Club Requirements. Clubs that are unable to meet the minimum requirements are considered Associate Clubs and will receive help from GAB National to become official clubs. If your club faces challenges that inhibit you from fully complying with the minimum requirements, please make this known to the GAB Director or your Regional student Advisor. In conjunction with Club Requirements, we have developed a number rubric to encourage you to continue the development of your club beyond its initiation and first project. There are a variety of benefits to becoming a Level 4

III GAB Club, including the ability to expand the scope and complexity of your projects, the showcasing of your success by GAB National, and a higher level of assistance with strategic partnerships and grant writing proposals. To better illustrate our expected level of performance, please review the list below.

d. Club Performance GAB has three categories of clubs to reflect club minimal requirements and levels of performance:

Level I GAB Clubs (1 year) • • • • • •

Members must officially register online Sign official GAB club forms Seek at least 10 founding members Must complete one project (2 brigades, one of design, the other of construction) Hold one annual campus fundraising or awareness event Coordinate with GAB advisors

Level II GAB Clubs (2-3 years) • • • • • •

Official University organization A minimum of 20+ dues paying members* Complete at least 2 projects (4 brigades) Successful transfer of leadership/power of club members Hold 2 annual campus fundraising and awareness events Possess faculty advisor

Level III GAB Clubs (3+years) • • • • •

Established club At minimum 30+ dues paying members (entailing 40% non seniors)* Complete at least 3 projects (6 brigades) Hold 2 annual fundraising and 2 annual awareness events Hold conference/review to present design/build project

*The collection of dues will be administrated and decided at the club level.

e. Club Recognition GAB National will publish club performance metrics in our annual publication and on our website at www.globalbrigades.org. This is a great opportunity to showcase your club’s accomplishments to the network and friends. GAB relies on the innovation and passion from its members to push forward its community- based sustainable design and construction practices. As clubs successfully accomplish their projects, they gain the opportunity to pursue more complex endeavors and lead GAB’s approach and techniques.

f. Benefits of Leading a GAB Club Club leadership provides personal and professional benefits to each person who becomes part of GAB. • Teaches you leadership skills • Enables you to hone your academic skills and talents to real world issues • Provides you with real world architectural experience • Helps you create a national network of like-minded individuals working in the design and nonprofit sectors • Helps you develop entrepreneurial skills • Make a real difference in the world by creating positive social, economic, and environmental change through design 5

III. WHAT GAB OFFERS a. GAB Brand Identification GAB establishes and maintains a unique brand, image, and identity. This brand allows you better leverage when working with international development agencies and funding foundations. GAB’s work in Central America has garnered the trust and partnership of international NGO’s and non-profits like the Peace Corps and CHF International.

b. GAB Member Value Proposition To help you deliver the benefits of GAB affiliation to your student members, we have developed an outline to describe clear value position talking points. Below is a summary of our value proposition list.

Change the world through design GAB offers you the opportunity to learn and utilize design and construction skills and knowledge in pursuit of social change. • GAB members have direct access to a wide-range of opportunities in development, design, construction, and international relations. Some opportunities in the past have included: o Project design, development, and budgeting o Construction coordination o Construction drawing development o Supply chain management o Leadership strategies o Domestic and international logistics o Strategic partnership building *Learn more from your advisor and GAB website about past and current project opportunities. • GAB clubs are always encouraged to pursue a variety of projects in different regions of Panama to develop a broad range of skill-sets. It is GAB’s philosophy that this approach will allow members to not only maximize their learning, but also help contribute new innovations in the pursuit of social change. Members can bring their past experiences to bear on upcoming challenges. • GAB members are professionally trained by supporting in-country development organizations and GAB coordinators on local construction techniques, vernacular design strategies, and general development best practices, all within the context of the projects and local culture. • Interact in an open, collaborative environment with development partners in learning best practices and real world solutions

Expand your network The GAB network is made up of students, alumni, and professionals who are committed to using a socially and environmentally responsible method of design and construction to create solutions for sustainable living. By being part of GAB, you are able to: • • • • •

Join a global network committed to using design for social good Build and create relationships with like-minded individuals on your campus Participate in the GAB membership community (student clubs, alumni, and business professionals) Partner with domestic non-profit organizations to educate members before Brigade trips on development and project specifics Access alumni connections who are active in the domestic design world and the nonprofit sector to mentor GAB clubs on projects and how to use the experiences gained from GAB to leverage one’s ability to succeed after graduation. 6

Get Started Professionally By becoming involved in a socially conscious design/build project, you are taking strategic steps to gather the needed skills and network to pursue your passion. GAB can help you prepare for a career in design and the nonprofit sector. • • • •

Network with former and/or current GAB members who are working in the design or nonprofit sectors Utilize GAB advisors to learn how past GAB members have leveraged their experiences to get into different fields of endeavor after university Attend GAB events, activities, and conferences to learn about job opportunities Interact and continually collaborate with reputable organizations worldwide (Peace Corps, CHF International, Earth Train, Sociedad Amigos de los Niños (SAN), etc.)

Grass Root Initiatives GAB’s grassroots initiatives are created to exert the highest level of success in regards to campus building, community building, and real world design. Student volunteers are our most precious resources; therefore we developed our grassroots initiatives by listening to students’ interests, demands, and feedbacks. This dialogue is created through interaction with advisors and coordinators, filling out of surveys during brigades, and the creation of a truly open and horizontal culture where any GAB member can contact GAB national volunteers to express concerns, offer constructive criticisms, and share visions in ways GAB can better empower students and the communities alike. GAB does not only listen, but also believes fully in empowering students and GAB National/Panama actively addresses all critical points raised. Our end goal is to maintain this collective movement where everyone has equal say and equal opportunity to change the world through their actions.

Methodology Change Initiatives GAB continually promotes effective sustainable change within the communities with whom it interacts. This involves an ongoing discussion of the best ways to leverage the financial and human capital that GAB brings to their projects. This discussion is both internal and external. Internally, GAB promotes constant discussion and content sharing between all GAB clubs to help all clubs better understand the problems and solutions pertaining to development and each club’s particular design/build project. Externally, GAB continually engages and collaborates with different partners to better execute student brigade trips, and to increase understanding of how GAB can improve its support of all clubs and projects.

Opportunities with GAB National/Panama: •

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After graduation, GAB offers internship opportunities at the National level: o Regional Advisors: advise and assist GAB clubs in assigned geographical regions. Advisors focus on club and project operations and are the key contact between individual clubs and GAB National/Panama. o New Initiative Internships are also available in marketing, grant writing, technology solutions, and partnership development. Global Architecture Brigades currently offers in-country Development Internship positions: o Live abroad (Panama) and support GAB Development Directors in the initialization and execution of GAB projects in conjunction with in-country development partners. Global Brigades International Opportunities are also available with: o Global Medical Brigades (In country positions; Honduras, Panama, and Ghana) o Global Water Brigades (In country positions; Honduras) o Global Business Brigades (In country positions; Panama, Honduras)

To explore the possibility of getting involved at the national level, contact your current club regional advisors or talk to any current GAB national volunteers. Positions are generally restricted to individuals who have prior experience in GAB operations domestically and abroad.

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c. GAB Development Trips i. Brigade Basics Brigade A Brigade is typically an eight day experience that facilitates hands-on collaboration with the participating community and local NGOs. GAB projects are divided into two brigades: Question and Answer. During the Question Brigade, students conduct extensive community interviews and carry out in-depth site and materials analyses in order to gather enough information for a nightly charette, during which they actually design the project. This work is reviewed with the community every morning, and a final design is agreed upon during the final day on site. Both students and community work continually following the brigade to create drawings, gather materials, and prepare the site for construction, which takes place with the assistance of the GAB club during their Answer Brigade.

Community Investment Fund One hundred dollars of each student’s in-country costs goes towards a community investment fund. This fund is used to purchase and transport construction materials and tools, and in some cases pay for local labor.

ii. In-Country Directors and Coordinators Country Directors Country Directors are responsible for all GAB systems and processes within their respective country. They play a key role in overseeing all needed infrastructure to support and maintain brigades and brigade projects. Operations Directors usually have extensive knowledge of running NGO’s within the context of the country within which they operate.

Community Coordinators/Directors Community Coordinators/Directors oversee all of GAB’s projects and local NGO partners. They actively seek out strategic partnerships to ensure sustainability by engaging local NGOs. Development Directors oversee all coordinators in the execution of brigade projects. Development Directors are generally local development experts who have extensive experience in local business, government, and culture.

Brigade Coordinators Coordinators help plan and execute GAB brigade trips. They work directly under the Development Director to help individual brigades execute their projects. They are the key connection between GAB’s local NGO partners and brigades on each trip.

Development Interns Interns support GAB Development Directors in the initialization and execution of GAB projects in conjunction with in-country development partners. Interns are usually former GAB participants or have extensive design, construction, or development experience.

iii. Partnership NGO’s GAB looks to partner clubs with credible domestic and international NGO partners that help ensure each project’s short term success and long term sustainability. GAB currently has partnerships with the following organizations:

Peace Corps The Peace Corps has a long history in Panama. The first Volunteers began work in 1963 and continued serving in Panama until May 1971. In February 1990, the Panamanian government asked the Peace Corps to return, and the program has continued without interruption ever since. The central goal of Peace Corps/Panama is to promote sustainable community development, in partnership with Panamanian agencies and NGOs, in Panama’s poorest and most disenfranchised regions. Each project has sector-specific goals related to this commitment.

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Patronato De Nutricion Founded in 1990, Patronato de Nutricion is dedicated to the reduction of extreme poverty and malnutrition through the training of subsistence farmers. The organization of individual farmers into cooperative “Granjas” allows them to produce efficiently and sustainably to provide healthy diets for their families, and to achieve an income with surplus production that might allow them to improve their quality of life. Through grants, donations, and government funds, Patronato de Nutricion purchases land for the farmers to work. Within eight to ten years, most Granjas are successful and sustainable enough to generate a steady income, through which they can purchase the land from Patronato de Nutricion and become an independent farming organization.

Earth Train Earth Train is an international program dedicated to training and unifying the development leaders of the future. Located at the narrowest point of the western hemisphere, Earth Train's 4,000 acre Upland Rainforest Campus sets the stage for a unique focus on sustainable development. Earth Train blends course work, home stays, and community specific field service to provide excellent coaching in a challenging multi-cultural environment. The Earth Train International Center draws students, aspiring professionals, educators, and prominent indigenous leaders into a learning community that promotes increased cross-cultural awareness and understanding of the challenges facing the developing world. Earth Train co-founder Nathan Gray also helped founded Oxfam America.

iv. GAB Development Methodology GAB provides a Development Methodology specifically designed for eight day Brigade trips. The Development Methodology is a platform to help organize students groups so they can execute brigade trips in an efficient and effective manner. The following is a brief introduction of GAB’s development methodology. An in-depth PowerPoint guide is available from your club advisor.

Definition An organization’s methodology is the set of methods, procedures and tasks that an organization repeatedly uses to accomplish its goals. It is the collection of the organization’s best practices that ensures a common, high-quality approach.

GAB methodology scope The GAB methodology supports the entire process of preparation, execution, and follow-through of each brigade project.

A methodology must meet the following objectives: • • • • •

Provide information about the organizations brigade project processes and goals Enable by providing a step-by-step brigade project structure as well as the templates and aids to assist in the execution of each step Reduce the amount of time needed to plan and execute each stage of the brigade project Provide the flexibility for the user to adapt to specific brigade project situations Reduce the organizations brigade project risk

Benefits for GAB student clubs • • • •

Gives an overview of each brigade project Helps to jump start each brigade’s approach Helps to ensure each task is efficient and valuable Ensures that each brigade is in compliance with GAB’s values

Benefits for GAB National • • • •

Captures the technical know-how of GAB National/Panama and sets a baseline Channels and minimizes brigade coordination efforts Reduces project risk Allows GAB to begin the process of quantifying each brigade’s social impact 9

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Leverages the quality and value of individual brigade projects to collect best practices Ensures the compliance of individual brigades with GAB’s goals and values

GAB methodology for University Clubs The GAB methodology serves as a guide to help university clubs manage brigade activities within the GAB methodology framework while ensuring a quality learning experience and a positive community impact.

The GAB methodology framework

GAB Methodology In-depth Please refer to the GAB Methodology for an in-depth guide to development methodologies.

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IV. GAB CLUBS a. Club Strategy i. Start Up The key to starting a GAB club is guidance and support. Contact your regional GAB club advisors to set up a startup conference call where advisors will go step by step through the process of starting a GAB. Advisors will also provide in-depth club start-up material that will help you successfully navigate this process. GAB Regional Advisors are listed in the directory on-line.

ii. Recruiting Below are best practices that successful GAB clubs found in their recruiting process. Ask your regional advisors for an in-depth GBB Recruiting guide. • Promote and publicize club events and brigade opportunities throughout the year to maintain brand. • Promote and publicize events through departmental list serves, recruiting tables, posters, Facebook, class announcements, chalkboard/ whiteboard announcements, etc. • Hold several information sessions. Use power-point presentations and supplement materials to highlight chapter accomplishments, projects, and events. Highlight ways individuals can get involved in club activities particularly, in addition to brigade trips. Preparation is the key for brand new chapters recruiting for the first time. • Provide potential members clear next steps on how they can get involved. At end of every recruiting event provide: o General club meeting times o Trip payment deadlines/ processes o Contact information to receive more information about the club/ upcoming brigade trip • Following-up with possible recruits is critical when forming a high impact team. Make sure to get full names, emails, and numbers of all interested parties. Create a recruiting email list serve (Google groups allows you to do this) to convey information to interested parties. Suggested stages of follow up after info session o General Email to all attendees (inviting them to the email list serve, thanking them for coming, and providing next steps on how to get involved). o Send personal emails to promising individuals (always offer to provide more information/ meet up in person. Also Facebook invite each potential member to the university’s GAB Facebook group). o Call up/ personal meetings (informal discussions) with members who request more information. • Make sure every current GAB member is responsible in actively seeking out future club and project members. • Bulletin boards, flyers, posters, chapter office doors, list serve announcements, and all other forms of publicity must have meeting times, locations, and contact phone numbers/ email provided on them yearround. This requires early planning to secure consistent meeting locations and contact information. • Actively participate in on-campus events year round to better promote GAB. Take part in organization fairs, club days, freshmen orientation, and similar campus events. Your chapter’s brand needs to be continually visible in order to grow. • Have forms available year-round to provide to potential candidates to collect their name, major, class, brigade trip interest and contact information. • Make sure to balance your target recruiting market to ensure students from all age groups, as well as a fair number of Spanish Speakers. This mix of students of different backgrounds will ensure successful brigades and a sustainable chapter. • Actively recruit all year round, and create continuous visibility on campus.

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iii. Semester/Annual planning Although the work of putting together a club may be rewarding, the task of developing the leadership, organization, and processes can be overwhelming. We recommend setting tangible goals that are both practical and meaningful. Thus, we believe in establishing a positive sense of accountability in order to monitor the level of performance and work being put forth. GAB club founders and leaders should approach their club’s management needs with the same tenacity, innovation, and professionalism they bring to their design/ build projects. We offer a strategy of annual planning, budget goals, and metrics to help evaluate and measure the quality and quantity of your hard work. GAB leaders will need to work closely with their advisors at the beginning of each term to set goals, timelines, and deliverable dates for those check points to be examined. Please refer to the GAB Semester/ Annual Planning guide for in depth guide on planning strategically.

Faculty and Professional Involvement Many of GAB’s most successful clubs maintain one common element – they have support and participation from a university faculty member and a design professional. An outside advisor will add a distinct layer of credibility and fundraising support to your club. Operating a successful club requires setting long-term and short-term goals. Short-term goals offer instant outcome but allow for quick changes and adjustment, and long term goals help to deepen motivation while maintaining forward momentum. Overall, both objectives provide sustainability and a way for you to maximize club growth and development. Here are suggested areas for goal setting and measurements: • Membership recruitment and retention as measured by number of members who join and renew in club (60% non-seniors) • Leadership measured by the frequency of innovation, conflict resolution, and openness of the club for contribution from general members • Recruited members’ foreign language proficiency as measured by level of reading, writing and speaking fluency • Strength of membership as measured by member participation/attendance in events, activities, meetings, programs, and other related conjunctures • Brand and reputation as measured by the standing of the club on campus: its ability to develop strategic partners, contribute to the campus’ growth in public service, and foster discussion in the academic field • Activity success level as measured by number of activities planned and completed (also include end of event evaluation questionnaire to monitor quality of event) • Faculty support as measured by faculty participation/attendance in club events and activities • Alumni support as measured by alumni participation/attendance in club events and activities

Timeline Approach The methodology of setting short term and long term goals can be reduced to a timeline approach in managing GAB clubs. Filled with brigades, recruiting and fundraising requirements, mid-terms, finals, and holidays, the academic school year is a very short, yet quite hectic. Club leaders need to maximize their resources by dividing the academic semesters and quarters into smaller and more manageable windows in which to operate. Every single task and project need to be approached in this deadline-driven manner. The GAB Semester Timeline breaks down the critical tasks and establishes when and for how long they need to take place. It is imperative that club leaders recruit talented and dedicated individuals to head these tasks to ensure sustainability moving forward. Consult your GAB advisor to fine-tune the timeline to your club’s specific needs. This is a snap-shot of the first semester for a start-up club:

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b. Club Marketing GAB Branding How you position GAB as an opportunity on your campus depends on your students’ interests. The majority of GAB student clubs present GAB as a grassroots organization that allows students to use the knowledge gained in school to create sustainable design/build project in the developing world. The appeal of GAB lies in the freedom it grants students to design, plan, and construct project without the burdens of design critiques and grades, professional superiors, organized labor, bureaucratic processes, or building codes. In addition, GAB’s partnerships with well known NGO’s such as the Peace Corp and CHF International help position GAB in the development field. Thus, GAB’s responsible leadership and sustainable practices offer students hands-on opportunities to create tangible differences both on campus and abroad.

GAB Club Branding Affiliation with GAB and its leading international partners provides legitimacy and recognition to student clubs. By associating with an established professional organization like GAB, students will gain credibility on campus among other student clubs, the student body, and the administration. Off campus, students can reach out to corporate leaders, donors, speakers, and community members. Once again, each GAB club is branded differently dependent on the interests of its members. This brand and position will affect what type of students and support the club will be able to attract.

Requirements and Best Practices •

Clubs must use the GAB name for their organization. For example, refer to your club as “GAB Name of School” such as GAB UIC. We also require that you use the official GAB tagline and description for communication and marketing purposes. 13

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GAB’s official tagline/slogan: “Research. Design. Build.” GAB’s official description is: “Global Architecture Brigades is a volunteer student-based collaborative dedicated to the research, design, and construction of socially responsible, environmentally sustainable solutions to architectural problems in the developing world.”

How We Can Help •

•

GAB provides marking materials and tools to support each club in assuming a leadership role on campus. These materials include: o GAB example marketing (flyers, informational packets, fundraising packets, etc) o GAB templates (letterheads, Excel files, power points, etc.) o GAB apparel (t-shirts, polos, hats, etc.) o GAB fundraising material o GAB recruiting guide Seek your advisor’s help in putting together a strategy for fundraising, recruiting, and marketing.

c. Club Operations i. Membership Requirements GAB club membership is open to all students. GAB National/Panama promotes diversity because we believe it is an essential element towards fully understanding the problems and finding the solutions for the communities we impact. We welcome all students to join without filtering anyone based on academic interest or work experience. GAB National is intent on empowering students to believe that anyone can make a difference and add to the movement of social change. We embrace those whose willingness and commitment are true and honest. Above all, we like to invite anyone who has an open-mind and ready to take action. HOWEVER: Because GAB clubs will be doing design and construction work, it is mandated that all clubs have AT LEAST 60% participation from students in design and construction-based fields (architecture, urban planning, industrial design, landscape architecture, engineering, etc.). This is necessary because it will simply not be possible for a club lacking in this experience to conduct the necessary critical analysis, create the needed construction documents, and coordinate construction processes.

ii. Club Organization The success of an organization is dependent upon the commitment of its members. GAB believes in team solidarity and proper training to ensure the highest level of efficiency. The strategy that best fits our operation is to help current team leaders develop a training program for incoming leaders. The smooth transfer of knowledge, skills, and experiences will not only help to strengthen the organization as a whole but also create lasting impressions upon the individuals themselves. Just as it is important to serve directly, student leaders need to be able to train, inspire, and communicate the needs and solutions of the project. Note: For a more detailed description of how to start a club, please refer to the Timeline Step-By-Step guide from your advisor.

Club Systems and Processes The task of operating a club can be minimized by setting up clear systems and processes. These should be spelled out in their entirety in the by-laws. Systems and processes should be established for the following: • Vote-based decision making for officer elections and budgetary matters • Payment and reimbursements • Project reporting and documentation • Meeting agenda and procedures • Semester timeline dates and deadlines

Club Roles and Responsibilities The roles of club members may vary from one brigade to the next, but it is important to create an atmosphere cooperation and accountability. Distinguish the specific titles and responsibilities that each member holds to reduce

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confusion and ensure that every task is covered and accomplished. Simultaneously, maintain an open forum for contribution and discussion to help innovate. To accomplish this atmosphere of accountability and cooperation, clubs need to be organized into sub-committees and project teams for particular tasks. Each sub-committee and project team needs to set specific deadlines and tasks for itself and for each individual. The club as a whole needs to be fully aware of these deadlines, as well as who is responsible for enforcing them on behalf of the sub-committee and project team. Deadline setting and task assignment needs to be accomplished with the club as a whole. Although this may seem time consuming, the open sharing of responsibilities and deadlines allow each individual member to contribute when help is needed. Once titles are given and committees are assigned, place every single member of your club into the timeline approach discussed earlier. This ensures that everyone and every task will be accounted for in a timely and organized manner.

Required Committees and Positions Club President • Advisor for all existing club members and leaders • Ambassador to GAB National • Liaison between GAB National and development projects • Leads and supports the Project Leaders • Oversees all initiatives presented by club members • Facilitates discussions, ideas and plans during club meetings • Mediator among club members Vice President • Leads and supports the leaders of the Internal Teams (Fundraising, Recruiting, etc) • Advises the President • Responsible for amending the by-laws and constitution Project Leader and Project Team • Leads the Project Team that is responsible for the development project • Coordinate project strategy and planning • Designates roles and responsibilities to club members for project • Reports project updates to group and Club President • Creates strategy for project Secretary • Responsible for internal documentation • Reference on by-laws and constitution • Enters into contracts and signs on behalf of the club, along with the President • Maintains and enforces all scheduled meetings and agendas Treasurer • Handles all existing accounting/ budgeting of club • Reports financial updates with all club members • Coordinate with GAB National to make sure club members pay for brigades • Handles large donations • Cost projections for project and club operation Recruiting and Marketing Chair and Recruiting and Marketing Team • Leads the recruiting and marketing committee • Responsible to identify membership needs and fill them immediately • Responsible for club brand and outreach to campus, professionals, academics, and alumnus 15

• •

Actively seeks and proposes strategic partnerships on behalf of the club and project needs Plans events and sets forums

Development Chair and Development Team • Leads the fundraising and development team • Responsible for strategizing individual and club-wide on-campus fundraising • Actively seeks grant opportunities and sponsorship partnerships • Works with Treasurer to plan long-term development strategy General Members • Dedicated to the mission and goals of the club • Ambassador of all aspects of the club • Participates in at least one team/committee • Joins at least one leadership track • Provides innovative ideas and feedback to further improve the club • Responsible for all tasks assigned The purpose of describing roles and responsibilities is to emphasize the importance of maintaining such titles and duties. Members are required and expected to perform with the highest level of professionalism and dedication needed for their position. GAB National recommends incorporating a method for measuring the level of achievement and progress within the club.

Organization Basics Annual and Semester Planning is critical to the success of each member and committee. A strategic leadership meeting must take place before the beginning of any project or campaign to set the timeline and deadlines for every person. All officers and members must be keenly aware of the timeline and goals established for the semester and year. Changes must be done at general meeting so everyone is informed.

Communication The most important factor in a successful team is open and effective communication. The easiest way to ensure that members buy into the club and dedicate their time towards its success is to allow them access and knowledge. Club leaders need to establish a streamlined communication medium (emails, regular meetings, agenda’s, etc) to facilitate each member’s roles. Decision making and consequences must be quickly and comprehensively communicated throughout the team to maintain involvement. Suggested tools for communication: • Dedicated list server (Google Groups) at the club level, officer level, and committee level • Consistent and regular meetings, with set locations that allow for a workable work environment • Organized and timely meetings with pre-set agendas for all officers and committees • Vote-based decision making on critical issues and budgetary matters

iii. Transition Strategy By incorporating a transition strategy, GAB wants to make sure that all future incoming leaders and members receive the best quality training offered. Further, in keeping with our values and philosophy, we want to continue to recruit members who are committed and motivated to creating change. Our growing success as an organization has been made possible through these best practices. Below includes an easy to follow step-by-step procedure which will help you prepare those who will carry on your leadership skills and dedication. Transition is separated into two main categories: Project Transition and Leadership Transition

Project Transition Project transition is the transfer of knowledge and strategy from one brigade team to the next. The key goals are to maintain momentum, extend strategy, and minimize discrepancies. In order to successfully transition, project teams should have key student leaders participate in at least two brigades. By serving as primary leader on one 16

trip and then serving in a supporting role in the second, student leaders can ensure that new students are ready to take over the project in full capacity. Project transition also requires comprehensive and clear documentation. Reference material that can be trusted acts as a safety net for all future members and leaders. Clubs leaders must require that the Project Team fully records all aspects of the project in an accurate and timely manner. Students often return to a busy schedule and quickly forget important details from meetings. Clubs have found most success by transcribing notes immediately after each brigade day. Documentation also pertains to the production of clear and concise construction drawings. Because of the nature of our projects, documents must be legible to people who have no experience reading construction drawings. Ideally, these drawings are highly diagrammatic and focus on three-dimensional views as opposed to traditional plan, elevation, and sectional views. These documents will be produced between question and answer brigades, and must be completed at least two weeks prior to construction.

Leadership Transition Changing leadership can be a precarious event for any club. Minimize risk by having established systems and processes that new officers can simply manage. To maintain maximum stability and sustainability, GBB National’s timeline specifies that officer elections and transitions are split into two different semesters. Candidates and leaders should be as diverse as possible so that different points of view and approaches can be synthesized into a best approach. A homogenized leadership team or club becomes intimidating for high-potential members who may be different. The leadership transition is divided into three parts: • Potential leaders and nomination: students with high potential should be identified early on and tabbed for mentoring by senior leaders. Dedication and track record should be taken into consideration when nominating candidates, but all members are encouraged to run for leadership positions. • Election: a standardized election process must be established to select new officers. Requirements for voting are dependent on each club, but the voting body should reflect at least 75% of the membership base. • Training and Transition: once a new officer is elected, the timeline requires that the outgoing officer spend at least one month mentoring and training the incoming officer. The leadership team should prepare a transfer of materials, accounts, and any other relevant tools needed. At the beginning of the training process, the outgoing and incoming officers need to collaborate on a strategy for the next year. This strategy should be based on a survey on changes that other officers and members suggest. Step-By-Step Transition Strategy: • Begin the recruiting process early in the year • Hold election mid-year as to provide new members with ample time for support and training • Create buddy-system for existing officers and new members for best “hands-on” training • Help first-year students cultivate skills necessary to succeed in club • Collaborate closely with new members as to build strong affinity among club • Strengthen networking relationship by developing possible retreats and social events • Set up central location and date/time for important meetings and events • Incorporate leadership opportunities and involvement for all incoming first-year students and underclassmen • Set up informal info-sessions beginning and through-out terms for constant recruitment (i.e. open invitation every week) • Work with advisors for best practices in recruitment as to having set up formal recruiting event • Set goals, timelines, responsibilities, and check points to ensure a successful club throughout each term • In addition to the first orientation meeting, follow up with workshops and training programs to impart on any relevant information to future leaders • Integrate best practices whenever conducting meetings in order to emphasize the quality of work expected of future leaders • Keep record of valuable contacts, create transition checklist, and feedback questionnaires in order to transfer knowledge, leadership and materials as fluid as possible 17

• • • •

Introduce new future leaders to key faculty members, advisors, administration and other important professional contacts Develop strong relationships with faculty advisors for their guidance and wisdom may save you much time and oversights Keep all levels of communication open and assessable to all current and future leaders Send updates to office members, GAB advisors, and GAB Central

Continue collaborating closely with advisors and all other faculty member

iv. Event Planning and Execution Planning and hosting events in promotion of GAB on your campus is about creating a sense of space where members and future members can meet, engage, and decide how they may contribute to the overall impact of the organization. It is also a great opportunity for team leaders to grow and maintain a successful and thriving club for years to come. Organized events and activities have been proven to be the most effective way to educate and motivate newcomers.

Requirements and Best Practices The number of club events may vary from campus to campus due to different school terms or semester system. However, we recommend 4-6 hosted events each year. Each event should be a mixture of education, professional/ social development, volunteerism, and community outreach. Moreover, it is important to invite local clubs to your events when possible. We highly encourage that you seek the help of your faculty members, advisors, or professional networks to attend the event as guest speakers. Having professional guest speakers adds insights and depth to the overall experience for those looking to join a serious club. Regardless of the environment, each event must have a specific fundamental goal.

How We Can Help Global Architecture Brigades offers several resources to help you organize, advertise, and run your event. This includes: • Event Guide Handbook • Event Checklist • Marketing Materials • Speakers Database • Professional Speakers Forum • Recruiting Events • Fundraising Events • Social Events

v. GAB Club Collaboration As suggested earlier, collaborating with other student clubs is important in building a solid working network of individuals. Global Architecture Brigades values a holistic approach to sustainability and change; therefore, developing those relationships will simultaneously strengthen us and make us unique. Discover which clubs are most compatible to you and invite them to co-host some of your events and activities. Likewise, your club should attend other Club events and activities. Equally important, your club should make it a requisite in connecting with other Global Brigades such as Global Medical Brigades, Global Business Brigades, Global Environmental Brigades, and so forth.

vi. Internal Club Communication Consistent communication with your club members is crucial for a strong successful club. Discuss among your members what method would be most effective in reaching everyone. Also, decide the frequency at which everyone is available to commit to and keep it consistent. For example, make it mandatory to have a weekly meeting to plan events, discuss your project, and maintain club operations.

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vii. Communication with GAB National Additionally, we encourage you to update GAB National with your club’s updates. By sharing your updates with us, we can better connect you to the kinds of resources you might need to succeed. Such communication resources includes weekly conference calls with advisors, sending weekly meeting notes to the GAB Director and your Regional Advisor and showcasing your successes to the broader club leader network. We also recommend that you share with us any feedback, suggestions, and best practices that you find may be of help for other clubs.

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V. GAB CONTACT DIRECTORY a. GAB Panamá GAB Panamá director: John Cunningham John Cunningham graduated summa cum laude from the University of Illinois at Urbana/Champaign with a Bachelor of Science and Architectural Studies, after which he returned to his home town of Chicago to work for a small design firm. Shortly after his entrance into the professional field, John grew frustrated with the misappropriation of spending and the divide between design and construction that he found in the field, which led him to develop Architecture Brigades with the assistance of Business Brigades US Coordinator Oisin O’Connor. John moved to Panama in June 2009 to pursue full-time the effort of initiating, planning, designing, coordinating, and building GAB’s community based design/build projects. Email: [email protected] Phone (US): 630 217 4498 Phone (Panama): 6799-6286

GAB Panamá Sub-Director: Gabriela Valencia After graduating from the Universidad de Panama with a degree in Architecture, Gabriela pursued a Masters of Architecture from Ball State University on a Fulbright Scholarship, under the guidance of sustainable design expert Wesley Janz. Her thesis dealt with the organization and design of improvised housing settlements in Panama City, and she hopes to use this expertise to expand the scope of GAB into the urban setting. Email: [email protected] Phone (Panama): 6043-8396

b. GAB National GB Executive: Catherine Markman

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b. GAB US GB Executive: Catherine Markman Catherine Markman is Co-Founder and Director of Global Development Brigades, which include Architecture, Business, Environmental, and Law Brigades. She has spent the last ten years working in both the private and non-profit sectors to under the role of business in sustainable community development. As a Manager for Deloitte Consulting LLP, Catherine works with Fortune 500 companies in international expansion efforts and has help build Deloitte’s Center for Non-Profit Leadership. Her previous experience includes launching a workforce development program for the U.S. Department of Labor, building infrastructure development models for India’s Planning Commission and working in a strategic capacity with a variety of international social enterprises and national organizations including the United Way, Peace Child, Israel and Goodwill Industries. Catherine graduated magna cum laude from Boston University and received her MBA from Oxford University, England.

Contact Info: Email: [email protected] Phone: (310) 806-0204

GB West Coast Advisor: Michelle Menclewicz Michelle Menclewicz is a founding member of the first GBB at UCLA. She has traveled to Honduras three times to help lead and implement UCLA’s Coffee Co-Op project in the mountain community of El Chile. She graduated with honors in International Economics and Spanish from UCLA in 08’ and is currently working for Navigant Consulting.

Contact Info: Email: [email protected] Phone: (949) 290-0986

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GB Midwest Advisor: Alex Dang Alex Dang began his involvement with UCLA’s Winter 2007 Honduras Coffee Co-op project. Alex helped lead the Market Access team to identify key Honduran coffee groups, NGO’s, and government agencies. Alex is currently working on microfinance in Los Angeles with ACCION USA. Contact Info: Email: [email protected] Phone: (213) 220-9757

GB East Coast Advisor: Charlie Lang Charlie Lang is a senior finance major at the University of Texas at Austin. After leading a project team in Panama in the spring of 2008, he remained highly involved in GBB Austin and soon became President. He is graduating in spring 09’ and will be starting work at Deloitte Consulting in Human Capital. His areas of interest include business consulting and development methodology.

Contact Info: Email: [email protected] Phone: (812) 212-1111

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