gab student manual

8/14/2019 Gab Student Manual

1/23

Student GBB Manual


2/23

1

Table of ContentsI. Introduction 2

a. Welcomeb. Overviewc. GAB History

II. Club Definitions and Requirements 4a. Club Legal Informationb. Club Responsibilitiesc. Club Requirementsd. Club Performancee. Club Recognitionf. Benefits of Leading a GAB Club

III. What GAB National Offers 6a. GAB Brand Identificationb. GAB Membership Value Propositionc. GAB Development Trips

i.Brigade Basicsii.In Country Director and Coordinatorsiii.Partnership NGO'siv.GAB Development Methodology

IV. GAB Clubs 11a. Club Strategy

i.Start Upii.Recruiting

iii.Semester/Annual planningb. Club Marketingc. Club Operations

i.Membership Requirementsii.Club Organizationiii.Transition Strategyiv.Event Planning and Executionv.GAB Club collaborationvi.Internal Club Communicationvii.Communication with GAB National

V. GAB Contact Directory 20a. GAB Panama

b. GAB National


3/23

2

I. INTRODUCTION

a. Welcome LetterIt is my honor and privilege to welcome you to Global Brigades the nations largest international studentmovement. What youre 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 youve never had before.

It may sound grand, it may sound lofty. But just ask a fellow Brigader. What you and your fellow classmates havein front of you is an opportunity to make history. The peoples lives you will change are real. The spaces you willdesign and build both exist and thrive because of your leadership and dedication. The most important step now isthe first step to get involved and to make a difference.

Global Architecture Brigades provides genuine international design/build experience. This is a unique opportunityto apply your education, intellect and creativity to help growing communities realize their dreams of escapingpoverty 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, thisexperience 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, were here supporting you, every step of the way!

Welcome to the GAB family,

Catherine MarkmanCatherine Markman

CEO, Global Development Brigades


4/23

3

b.Overview of Global Architecture BrigadesGlobal Architecture Brigades is a volunteer student-based collaborative dedicated to the research, design, andconstruction of socially responsible, environmentally sustainable solutions to architectural problems in thedeveloping world. A think-tank design approach utilizes extensive community dialogue and independent researchto create efficient, appropriate, and elegant structures to be embraced and utilized by those for whom they werebuilt. Ultimately, extended relationships between brigades and communities will result in not only theimplementation of a variety of projects, but also the accumulation of a vast wealth of knowledge from which futurestudents, 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 toaccept. Through this counter-cultural approach to design defiance, architecture can become something not only forthe 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 volunteersaround 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 onmore than 100 university campuses. Each year, over 2000 student volunteers travel to Honduras and Panama totake part in eight day Brigade trips. These trips are highly intense community immersion experiences wherestudents work with local residents, community organizations, government agencies, prominent local NGOs, andinternational NGOs, including Peace Corps Panama, CHF International, Japanese International CooperationAgency, and Earth Train, to create positive social impact.

c. Global Architecture Brigades HistoryIn 2003, Global Medical Brigades, the first subsidiary of Global Brigades, was formed by a small group of studentsfrom Marquette University who, after returning from a medical mission in Honduras, set out to create a campus clubthat 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 atthe 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 agriculturaltourism cabin for a subsistence farmer whose land boasted incredible natural beauty, and had close proximity tothe Omar Torrijos National Park. The club returned to site in Late June 2009 to assist with the cabins construction,and the structure is slated for completion by the farmer and his two sons under the supervision of GAB inDecember 2009, less than a year after the projects inception.

In the short time since the pilot project, GAB has spread to fifteen universities across the United States, and twomore projects are in the construction process. Increasingly, GAB is resolving more challenging and complexarchitectural problems that affect communities throughout the developing world.


5/23

4

II. CLUB REQUIREMENTS

a. National and Club RelationshipGAB university clubs are separate groups that affiliate with Global brigades (GB). There is a distinction betweenGBs 501(c) 3 status and that of GAB clubs. Clubs are led by student volunteers who are GAB members and whoadhere to GABs mission and vision by closely following the guidelines and regulations of GAB. GAB provides theguidance and support to empower students who volunteer in direct service. There is consistent mutual dialogueand learning between GAB student members and GAB National.

b. Club ResponsibilitiesBelow is a breakdown of the key responsibilities and duties of a successful club. It provides an overall outline ofGAB 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 members 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 anddepartments 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 constructionmaterials

Discuss all post-brigade design revisions with GAB Panama staff to verify appropriateness of decisions and

potential negative repercussions

c. Club RequirementsIn 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 helpfrom GAB National to become official clubs. If your club faces challenges that inhibit you from fully complying withthe 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 thedevelopment of your club beyond its initiation and first project. There are a variety of benefits to becoming a Level


6/23

5

III GAB Club, including the ability to expand the scope and complexity of your projects, the showcasing of yoursuccess 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 PerformanceGAB 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 RecognitionGAB National will publish club performance metrics in our annual publication and on our website atwww.globalbrigades.org. This is a great opportunity to showcase your clubs accomplishments to the network andfriends. GAB relies on the innovation and passion from its members to push forward its community- basedsustainable design and construction practices. As clubs successfully accomplish their projects, they gain theopportunity to pursue more complex endeavors and lead GABs approach and techniques.

f. Benefits of Leading a GAB ClubClub 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 changethrough design


7/23

6

III. WHAT GAB OFFERS

a. GAB Brand IdentificationGAB establishes and maintains a unique brand, image, and identity. This brand allows you better leverage whenworking with international development agencies and funding foundations. GABs work in Central America hasgarnered the trust and partnership of international NGOs and non-profits like the Peace Corps and CHFInternational.

b. GAB Member Value PropositionTo help you deliver the benefits of GAB affiliation to your student members, we have developed an outline todescribe clear value position talking points.

Below is a summary of our value proposition list.

Change the world through designGAB offers you the opportunity to learn and utilize design and construction skills and knowledge in pursuit of socialchange.

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 budgetingo Construction coordinationo Construction drawing developmento Supply chain managemento Leadership strategieso Domestic and international logisticso 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 GABs philosophy that this approach will allow members to not onlymaximize their learning, but also help contribute new innovations in the pursuit of social change. Memberscan bring their past experiences to bear on upcoming challenges.

GAB members are professionally trained by supporting in-country development organizations and GABcoordinators on local construction techniques, vernacular design strategies, and general development bestpractices, all within the context of the projects and local culture.

Interact in an open, collaborative environment with development partners in learning best practices and realworld solutions

Expand your networkThe 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 beingpart 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 developmentand project specifics

Access alumni connections who are active in the domestic design world and the nonprofit sector to mentorGAB clubs on projects and how to use the experiences gained from GAB to leverage ones ability tosucceed after graduation.


8/23

7

Get Started ProfessionallyBy becoming involved in a socially conscious design/build project, you are taking strategic steps to gather theneeded skills and network to pursue your passion. GAB can help you prepare for a career in design and thenonprofit 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 differentfields 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, CHFInternational, Earth Train, Sociedad Amigos de los Nios (SAN), etc.)

Grass Root InitiativesGABs 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 wedeveloped our grassroots initiatives by listening to students interests, demands, and feedbacks. This dialogue iscreated 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 expressconcerns, offer constructive criticisms, and share visions in ways GAB can better empower students and thecommunities alike. GAB does not only listen, but also believes fully in empowering students and GABNational/Panama actively addresses all critical points raised. Our end goal is to maintain this collective movementwhere everyone has equal say and equal opportunity to change the world through their actions.

Methodology Change InitiativesGAB continually promotes effective sustainable change within the communities with whom it interacts. Thisinvolves an ongoing discussion of the best ways to leverage the financial and human capital that GAB brings totheir projects. This discussion is both internal and external. Internally, GAB promotes constant discussion andcontent sharing between all GAB clubs to help all clubs better understand the problems and solutions pertaining todevelopment and each clubs particular design/build project. Externally, GAB continually engages and collaborateswith 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: After graduation, GAB offers internship opportunities at the National level:

o Regional Advisors: advise and assist GAB clubs in assigned geographical regions. Advisors focuson club and project operations and are the key contact between individual clubs and GABNational/Panama.

o New Initiative Internships are also available in marketing, grant writing, technology solutions, andpartnership 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 talkto any current GAB national volunteers. Positions are generally restricted to individuals who have prior experiencein GAB operations domestically and abroad.


9/23

8

c. GAB Development Trips

i. Brigade Basics

BrigadeA Brigade is typically an eight day experience that facilitates hands-on collaboration with the participatingcommunity and local NGOs. GAB projects are divided into two brigades: Question and Answer. During theQuestion Brigade, students conduct extensive community interviews and carry out in-depth site and materialsanalyses 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 onsite. Both students and community work continually following the brigade to create drawings, gather materials, andprepare the site for construction, which takes place with the assistance of the GAB club during their AnswerBrigade.

Community Investment FundOne hundred dollars of each students in-country costs goes towards a community investment fund. This fund isused to purchase and transport construction materials and tools, and in some cases pay for local labor.

ii. In-Country Directors and Coordinators

Country DirectorsCountry Directors are responsible for all GAB systems and processes within their respective country. They play akey role in overseeing all needed infrastructure to support and maintain brigades and brigade projects. OperationsDirectors usually have extensive knowledge of running NGOs within the context of the country within which theyoperate.

Community Coordinators/DirectorsCommunity Coordinators/Directors oversee all of GABs projects and local NGO partners. They actively seek outstrategic partnerships to ensure sustainability by engaging local NGOs. Development Directors oversee allcoordinators in the execution of brigade projects. Development Directors are generally local development expertswho have extensive experience in local business, government, and culture.

Brigade CoordinatorsCoordinators help plan and execute GAB brigade trips. They work directly under the Development Director to helpindividual brigades execute their projects. They are the key connection between GABs local NGO partners andbrigades on each trip.

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

iii. Partnership NGOs

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

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


10/23

9

Patronato De NutricionFounded in 1990, Patronato de Nutricion is dedicated to the reduction of extreme poverty and malnutrition throughthe training of subsistence farmers. The organization of individual farmers into cooperative Granjas allows themto 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, andgovernment funds, Patronato de Nutricion purchases land for the farmers to work. Within eight to ten years, mostGranjas are successful and sustainable enough to generate a steady income, through which they can purchase theland from Patronato de Nutricion and become an independent farming organization.

Earth TrainEarth 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 Campussets the stage for a unique focus on sustainable development. Earth Train blends course work, home stays, andcommunity specific field service to provide excellent coaching in a challenging multi-cultural environment. TheEarth Train International Center draws students, aspiring professionals, educators, and prominent indigenousleaders into a learning community that promotes increased cross-cultural awareness and understanding of thechallenges 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 DevelopmentMethodology is a platform to help organize students groups so they can execute brigade trips in an efficient andeffective manner. The following is a brief introduction of GABs development methodology. An in-depthPowerPoint guide is available from your club advisor.

DefinitionAn organizations methodology is the set of methods, procedures and tasks that an organization repeatedly usesto accomplish its goals. It is the collection of the organizations best practices that ensures a common, high-qualityapproach.

GAB methodology scopeThe GAB methodology supports the entire process of preparation, execution, and follow-through of each brigadeproject.

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 inthe 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 brigades approach

Helps to ensure each task is efficient and valuable

Ensures that each brigade is in compliance with GABs 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 brigades social impact


11/23

10

Leverages the quality and value of individual brigade projects to collect best practices

Ensures the compliance of individual brigades with GABs goals and values

GAB methodology for University ClubsThe 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-depthPlease refer to the GAB Methodology for an in-depth guide to development methodologies.


12/23

11

IV. GAB CLUBS

a. Club Strategyi. Start Up

The key to starting a GAB club is guidance and support. Contact your regional GAB club advisors to set up a start-up conference call where advisors will go step by step through the process of starting a GAB. Advisors will alsoprovide in-depth club start-up material that will help you successfully navigate this process. GAB Regional Advisorsare 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 foran 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, classannouncements, chalkboard/ whiteboard announcements, etc.

Hold several information sessions. Use power-point presentations and supplement materials to highlightchapter accomplishments, projects, and events. Highlight ways individuals can get involved in clubactivities particularly, in addition to brigade trips. Preparation is the key for brand new chapters recruitingfor the first time.

Provide potential members clear next steps on how they can get involved. At end of every recruiting eventprovide:

o General club meeting timeso Trip payment deadlines/ processeso 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 fullnames, emails, and numbers of all interested parties. Create a recruiting email list serve (Google groupsallows you to do this) to convey information to interested parties. Suggested stages of follow up after infosession

o General Email to all attendees (inviting them to the email list serve, thanking them for coming, andproviding next steps on how to get involved).

o Send personal emails to promising individuals (always offer to provide more information/ meet upin person. Also Facebook invite each potential member to the universitys 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 projectmembers.

Bulletin boards, flyers, posters, chapter office doors, list serve announcements, and all other forms ofpublicity must have meeting times, locations, and contact phone numbers/ email provided on them year-round. 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 chapters brand needs to be continuallyvisible 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 fairnumber of Spanish Speakers. This mix of students of different backgrounds will ensure successfulbrigades and a sustainable chapter.

Actively recruit all year round, and create continuous visibility on campus.


13/23

12

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 andmeaningful. Thus, we believe in establishing a positive sense of accountability in order to monitor the level ofperformance and work being put forth. GAB club founders and leaders should approach their clubs managementneeds with the same tenacity, innovation, and professionalism they bring to their design/ build projects. We offer astrategy of annual planning, budget goals, and metrics to help evaluate and measure the quality and quantity ofyour hard work. GAB leaders will need to work closely with their advisors at the beginning of each term to setgoals, 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 InvolvementMany of GABs most successful clubs maintain one common element they have support and participation from auniversity faculty member and a design professional. An outside advisor will add a distinct layer of credibility andfundraising support to your club.

Operating a successful club requires setting long-term and short-term goals. Short-term goals offer instantoutcome but allow for quick changes and adjustment, and long term goals help to deepen motivation whilemaintaining forward momentum. Overall, both objectives provide sustainability and a way for you to maximize clubgrowth 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 forcontribution from general members

Recruited members foreign language proficiency as measured by level of reading, writing and speakingfluency

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 strategicpartners, 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 ofevent 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 ApproachThe methodology of setting short term and long term goals can be reduced to a timeline approach in managingGAB clubs. Filled with brigades, recruiting and fundraising requirements, mid-terms, finals, and holidays, theacademic school year is a very short, yet quite hectic. Club leaders need to maximize their resources by dividingthe academic semesters and quarters into smaller and more manageable windows in which to operate. Everysingle 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 totake place. It is imperative that club leaders recruit talented and dedicated individuals to head these tasks toensure sustainability moving forward. Consult your GAB advisor to fine-tune the timeline to your clubs specificneeds. This is a snap-shot of the first semester for a start-up club:


14/23

13

b. Club MarketingGAB BrandingHow you position GAB as an opportunity on your campus depends on your students interests. The majority ofGAB student clubs present GAB as a grassroots organization that allows students to use the knowledge gained inschool to create sustainable design/build project in the developing world. The appeal of GAB lies in the freedom itgrants 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, GABs partnershipswith well known NGOs such as the Peace Corp and CHF International help position GAB in the development field.Thus, GABs responsible leadership and sustainable practices offer students hands-on opportunities to createtangible differences both on campus and abroad.

GAB Club BrandingAffiliation with GAB and its leading international partners provides legitimacy and recognition to student clubs. Byassociating with an established professional organization like GAB, students will gain credibility on campus amongother student clubs, the student body, and the administration. Off campus, students can reach out to corporateleaders, donors, speakers, and community members. Once again, each GAB club is branded differently dependenton the interests of its members. This brand and position will affect what type of students and support the club willbe 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 forcommunication and marketing purposes.


15/23

14

GABs official tagline/slogan: Research. Design. Build.

GABs official description is: Global Architecture Brigades is a volunteer student-based collaborativededicated to the research, design, and construction of socially responsible, environmentally sustainablesolutions 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 materialo GAB recruiting guide

Seek your advisors 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 isan essential element towards fully understanding the problems and finding the solutions for the communities weimpact. 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 themovement of social change. We embrace those whose willingness and commitment are true and honest. Aboveall, 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 haveAT 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 bepossible for a club lacking in this experience to conduct the necessary critical analysis, create the neededconstruction documents, and coordinate construction processes.

ii. Club Organization

The success of an organization is dependent upon the commitment of its members. GAB believes in teamsolidarity and proper training to ensure the highest level of efficiency. The strategy that best fits our operation is tohelp current team leaders develop a training program for incoming leaders. The smoothtransfer of knowledge,skills, and experiences will not only help to strengthen the organization as a whole but also create lastingimpressions upon the individuals themselves. Just as it is important to serve directly, student leaders need to beable 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 fromyour advisor.

Club Systems and ProcessesThe task of operating a club can be minimized by setting up clear systems and processes. These should bespelled 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 ResponsibilitiesThe roles of club members may vary from one brigade to the next, but it is important to create an atmospherecooperation and accountability. Distinguish the specific titles and responsibilities that each member holds to reduce


16/23

15

confusion and ensure that every task is covered and accomplished. Simultaneously, maintain an open forum forcontribution and discussion to help innovate.

To accomplish this atmosphere of accountability and cooperation, clubs need to be organized into sub-committeesand 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 aswho is responsible for enforcing them on behalf of the sub-committee and project team. Deadline setting and taskassignment needs to be accomplished with the club as a whole. Although this may seem time consuming, theopen 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 timelineapproach discussed earlier. This ensures that everyone and every task will be accounted for in a timely andorganized 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


17/23

16

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 andduties. Members are required and expected to perform with the highest level of professionalism and dedicationneeded for their position. GAB National recommends incorporating a method for measuring the level ofachievement and progress within the club.

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

CommunicationThe 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, agendas, etc) tofacilitate each members roles. Decision making and consequences must be quickly and comprehensivelycommunicated 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 membersreceive 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 organizationhas been made possible through these best practices. Below includes an easy to follow step-by-step procedurewhich 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 TransitionProject transition is the transfer of knowledge and strategy from one brigade team to the next. The key goals are tomaintain momentum, extend strategy, and minimize discrepancies. In order to successfully transition, projectteams should have key student leaders participate in at least two brigades. By serving as primary leader on one


18/23

17

trip and then serving in a supporting role in the second, student leaders can ensure that new students are ready totake over the project in full capacity.

Project transition also requires comprehensive and clear documentation. Reference material that can be trustedacts 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 andquickly forget important details from meetings. Clubs have found most success by transcribing notes immediatelyafter each brigade day.

Documentation also pertains to the production of clear and concise construction drawings. Because of the natureof 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 traditionalplan, 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 TransitionChanging leadership can be a precarious event for any club. Minimize risk by having established systems andprocesses that new officers can simply manage. To maintain maximum stability and sustainability, GBB Nationalstimeline specifies that officer elections and transitions are split into two different semesters. Candidates andleaders should be as diverse as possible so that different points of view and approaches can be synthesized into abest approach. A homogenized leadership team or club becomes intimidating for high-potential members who maybe different.

The leadership transition is divided into three parts:

Potential leaders and nomination: students with high potential should be identified early on and tabbed formentoring by senior leaders. Dedication and track record should be taken into consideration whennominating candidates, but all members are encouraged to run for leadership positions.

Election: a standardized election process must be established to select new officers. Requirements forvoting are dependent on each club, but the voting body should reflect at least 75% of the membershipbase.

Training and Transition: once a new officer is elected, the timeline requires that the outgoing officer spendat least one month mentoring and training the incoming officer. The leadership team should prepare atransfer of materials, accounts, and any other relevant tools needed. At the beginning of the trainingprocess, the outgoing and incoming officers need to collaborate on a strategy for the next year. Thisstrategy 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 andunderclassmen

Set up informal info-sessions beginning and through-out terms for constant recruitment (i.e. open invitationevery 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 anyrelevant information to future leaders

Integrate best practices whenever conducting meetings in order to emphasize the quality of work expectedof future leaders

Keep record of valuable contacts, create transition checklist, and feedback questionnaires in order totransfer knowledge, leadership and materials as fluid as possible


19/23

18

Introduce new future leaders to key faculty members, advisors, administration and other importantprofessional contacts

Develop strong relationships with faculty advisors for their guidance and wisdom may save you much timeand 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 wheremembers and future members can meet, engage, and decide how they may contribute to the overall impact of theorganization. It is also a great opportunity for team leaders to grow and maintain a successful and thriving club foryears to come. Organized events and activities have been proven to be the most effective way to educate andmotivate 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 yourevents when possible. We highly encourage that you seek the help of your faculty members, advisors, orprofessional networks to attend the event as guest speakers. Having professional guest speakers adds insightsand depth to the overall experience for those looking to join a serious club. Regardless of the environment, eachevent must have a specific fundamental goal.

How We Can HelpGlobal Architecture Brigades offers several resources to help you organize, advertise, and run your event. Thisincludes:

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 ofindividuals. 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 shouldattend other Club events and activities. Equally important, your club should make it a requisite in connecting withother Global Brigades such as Global Medical Brigades, Global Business Brigades, Global EnvironmentalBrigades, and so forth.

vi. Internal Club Communication

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


20/23

19

vii. Communication with GAB National

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


21/23

20

V. GAB CONTACT DIRECTORY

a. GAB PanamGAB Panam director: John Cunningham

John Cunningham graduated summa cum laude from theUniversity of Illinois at Urbana/Champaign with a Bachelor ofScience and Architectural Studies, after which he returned to hishome town of Chicago to work for a small design firm. Shortly afterhis entrance into the professional field, John grew frustrated withthe misappropriation of spending and the divide between designand construction that he found in the field, which led him todevelop Architecture Brigades with the assistance of BusinessBrigades US Coordinator Oisin OConnor. John moved to Panama

in June 2009 to pursue full-time the effort of initiating, planning,designing, coordinating, and building GABs community baseddesign/build projects.

Email:[email protected] (US): 630 217 4498Phone (Panama): 6799-6286

GAB Panam Sub-Director: Gabriela Valencia

After graduating from the Universidad de Panama with a degree inArchitecture, Gabriela pursued a Masters of Architecture from BallState University on a Fulbright Scholarship, under the guidance ofsustainable design expert Wesley Janz. Her thesis dealt with theorganization and design of improvised housing settlements inPanama City, and she hopes to use this expertise to expand thescope of GAB into the urban setting.

Email: [email protected] (Panama): 6043-8396

b. GAB National

GB Executive: Catherine Markman


22/23

21

b. GAB US

GB Executive: Catherine Markman

Catherine Markman is Co-Founder and Director of GlobalDevelopment Brigades, which include Architecture, Business,Environmental, and Law Brigades. She has spent the last tenyears working in both the private and non-profit sectors to underthe role of business in sustainable community development.

As a Manager for Deloitte Consulting LLP, Catherine works withFortune 500 companies in international expansion efforts and hashelp build Deloittes Center for Non-Profit Leadership. Herprevious experience includes launching a workforce developmentprogram for the U.S. Department of Labor, building infrastructuredevelopment models for Indias Planning Commission and workingin 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 Universityand received her MBA from Oxford University, England.

Contact Info:

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

GB West Coast Advisor: Michelle Menclewicz

Michelle Menclewicz is a founding member of the first GBB atUCLA. She has traveled to Honduras three times to help lead andimplement UCLAs Coffee Co-Op project in the mountaincommunity of El Chile. She graduated with honors in InternationalEconomics and Spanish from UCLA in 08 and is currently workingfor Navigant Consulting.

Contact Info:



23/23

GB Midwest Advisor: Alex Dang

Alex Dang began his involvement with UCLAs Winter 2007Honduras Coffee Co-op project. Alex helped lead the MarketAccess team to identify key Honduran coffee groups, NGOs, andgovernment agencies.

Alex is currently working on microfinance in Los Angeles withACCION USA.

Contact Info:


GB East Coast Advisor: Charlie Lang

Charlie Lang is a senior finance major at the University of Texasat Austin. After leading a project team in Panama in the spring of2008, he remained highly involved in GBB Austin and soonbecame President. He is graduating in spring 09 and will bestarting work at Deloitte Consulting in Human Capital. His areasof interest include business consulting and developmentmethodology.

Contact Info:

Email: [email protected]

Phone: (812) 212-1111

gab student manual

Documents