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					Vodafone: World of Difference
                                 Progress report for Andrew Lamb

                                                    Author: Sacha Grodzinski
                                                             Chairman of EWB-UK


                          Section                                   Page
                             1. Overview                             1
                             2. Main Achievements                    2
                             3. Organisational Highlights            4
                             4. Expenditure to date                  6
                             5. Future Activities                    7

                              Appendix A – Job Description             9

1. Overview:
This report outlines Andrew Lamb’s progress as the CEO of Engineers Without Borders UK (EWB-UK).
The report explains how well Andrew has managed to meet his job description which is in Appendix
A for reference.

Due to the nature of the organisation, Andrew’s role ranges from that of a true CEO to heavily
supporting the volunteers on the National Executive. Section “3. Organisational Highlights” gives a
glimpse of what has been achieved by the whole organisation under Andrew’s leadership and co-

The report concludes will the expenditure to date and a section that outlines the work still remaining
for Andrew during the Vodafone World of Difference Grant.

Author: Sacha Grodzinski
Date: 29th April 2009                                                                                 1
2. Main achievements:
This section uses the heading from the job description (Appendix A) to outline Andrew Lambs
achievements to date.

Managing People:
Under Andrew’s leadership the National Executive and Branches are a highly motivated body of
volunteers and employees. Andrew has ensured that the National Executive understand and can
manage their budgets in-line with the operational plan. He has focused particularly on supporting
EWB-UK’s Training and Research Managers (both paid employees) in understanding the
requirements of the DFID Development Awareness Fund (finances, budget management, claims and
forecasting) and has undertake their appraisals.

Andrew has facilitated the National Executive in achieving the Operational Plan. Due to the different
levels of experience and the volunteering nature of the organisation Andrew’s role varies daily from
that of a true CEO to helping at very high-levels of details. It is not an overstatement to say that
Andrew has had a large input in motivating and leading the achievements of the whole organisation
which are set-out in section 3. Organisational Highlights .

At present Andrew is in the process of setting up a series of internships to increase the capacity of
the organisation over the summer months these will provide invaluable work experience to those
recruited. He is also looking to facilitate a smooth hand-over as some of the student volunteers will
step-down from their posts on graduation.

Managing Today:
Andrew has increased the levels of communication through-out the organisation and enabled
Branch Societies to better understand position within it. This was achieved through visiting 17 of the
25 branches reviewing the Branch Affiliation Agreement. EWB-UK is continually getting recognised
as a worthwhile organisation by both students and academic. This has lead to academics staff at
Exeter, Loughborough and Liverpool approaching Andrew to start Branch Societies at their
respective universities.

All the administrative tasks asked of Andrew to date have been completed. This includes playing a
large role in preparing last year’s accounts, which has lead to improvements in our internal finance
systems. Andrew has also undertaken other financial improvements such as changing out
accounting software, better attention to petty cash and a new ‘income slip’ to formally allocate

Andrew has been actively involved with fundraising for the organisation and EWB-UK has now raised
a significant amount of money from donors including securing a £10k increase from Anglo American,
one of our major sponsors, despite the poor economic climate.

The Trustees are pleased with the dedication and level of work that Andrew is undertaking and he
has presented a number of emerging opportunities to the board. It should be noted there were
some teething problems at the start due to several factors including:
 Andrew was only in the role for a matter of days before he had to present at his first Trustees
 The expectations of the Board of Trustees were not clearly communicated to Andrew and there
    was a slight imbalance between what Andrew and the Trustees envisaged the CEO role to be.
 There were delays in setting up a Chief Executive Working Group to steer, support, mentor and
    monitor Andrew.
Author: Sacha Grodzinski
Date: 29th April 2009                                                                                   2
Managing the Future:
Andrew is currently working with the National Executive to produce a new Operational Plan and
corresponding budget. The current budget runs until June, but this needs revising and extending as
the organisation has recently changed its financial year.

Andrew is working on a computer system to better manage information about our donors and has
managed to diversify our funding streams by securing money from outside of the UK Engineering
Sector, which is where our primary sponsorship has come from to date.

To increase both Andrew’s and EWB-UK’s capacity to measure organisational risk and impact
Andrew has attending training courses. These were run by recognised bodies such as British
Overseas NGOs for Development (BOND) and will ensure that the organisation uses current best
practice in evaluating these areas. Andrew has also untaken a course on Logical Frameworks and
will impart this knowledge to improve how EWB-UK plans and monitors future Placements and
Research Projects.

It should also be noted that Andrew has improved relationships with other UK NGOs that are
working within the Development Sector including Shelter Centre, the Shelter Forum, the Global
Poverty Project, Hover Aid, Institution of Civil Engineering, Institution of Mechanical Engineers,
WEDC, the Russell Group Community Co-ordinator Network, SAFAD, ETB, Engineering Subject
Centre, EngineerAid, AKTP, British Council, Practical Action and Oxfam.

Managing Identity:
Through attending public engagements, Branch Societies, National Events and training courses
Andrew as continually shared the vision and aims of the organisation. He has encouraged a more
pro-active approach within publicity resulting in a number of articles in engineering journals and
broadsheet newspapers such as the Observer.

The organisation has also held a number of high-profile events including the photo exhibition launch
at the Institution for Mechanical Engineers, which then went on to tour the country. There was also
a three week long series of lectures, talks and workshops for professional in London about the role
of engineers in development.

Managing Projects:
The Trustees have identified that the Strategy for Placements needs to be reviewed and Andrew is
working with members of the Board of Trustees and the National Executive to revamp the strategy
so that Placements can utilise more of the opportunities that are currently presenting themselves.

Andrew also had a number of specific projects to work on, his progress on these is:

Membership System: A Taskforce has been established to outline what the organisation will require
from a membership system. The output from this Taskforce will become the project brief for two
summer interns that Andrew has secured through IAESTE

Financial System: The 2008/09 Accounts have been produced and are in the process of being
reviewed by an independent reviewer. The organisation is currently in the process of changing both
its financial year and bank. Financial reporting has vastly improved; Managements Accounts are now
produced on a monthly basis, expenses are processed with the month and creditors and debtors are
monitored more closely.

Author: Sacha Grodzinski
Date: 29th April 2009                                                                                3
Identity: Once last year’s accounts have been reviewed EWB-UK will register with the Office of the
Scottish Charities Commission (OSCR), the documents are already prepared. Little progress has been
made to date on securing the EWB-UK name or logo.

Planning: Andrew is currently co-ordinating the National Executive to produce a budget and
Operational Plan for 2009/10. The Placements Strategy is currently under review and the Outreach
Strategy has been finalised while Andrew has been in post.

Board of Advisors: The Board of Trustees has passed the resolution to establish a Board of Advisors
and Paul Jowitt is being approached to be the inaugural member.

Impact Measurements: Andrew attended training course by BOND and will look to form a structured
framework for measuring our impact over the next few months.

To date Andrew has met the vast majority of his internal reporting requirements, but has not always
been punctual with reporting back to Vodafone. He has maintained regular dialogue with the
Chairman, but now that the Chief Executive Working Group has been established EWB-UK can offer
more assistance to Andrew in terms of managing his workload and sourcing appropriate support.

Author: Sacha Grodzinski
Date: 29th April 2009                                                                                 4
3. Organisational highlights:
As EWB-UK has a very high level of volunteers which change almost annually Andrew’s role ranges
from what you would expect of a CEO right down to heavily supporting our National Executive. It is
therefore important to briefly outline some of the wider achievements that have occurred under
Andrew’s leadership.

Placements: Applications for Placements increased from 129 last year to 226, it is suspected this is
due to an increase in the number of Branch Societies and increased publicity. At present the 36
placement volunteers are being selected and they will work overseas with 20 partner organisations
in 14 different countries over the summer and beyond.

Research: In April the second National Research Conference was hosted by the Royal Academy of
Engineers at their conference facilities in London. This event saw 96 delegates from 15 academic and
10 development organisations present 20 papers. The preceding from this conference have been
compiled into a 200 page published document.

Training: A total of 2761 candidates have attended the 52 talks and workshops and 11 training
courses run by EWB-UK this year, the majority of this has occurred while Andrew has been in post.

Education: An educational workshop was undertaken at the Royal Academy of Engineering. Due to
the success of this event the Academy are looking to explore future routes of collaboration with our
Education Programme.

Outreach: The Outreach Stragety has been finalised and was launched at an event at Bristol
University. Numerous Branches Societies are using our ‘Water for the World’ and ‘Food for Thought’
sessions in schools throughout the country. Work is continuing to tie these in with the current syllabi
and to develop new sessions.

Bursaries: Efforts have been made to secure restricted funding for Bursaries, in-line with the 5 Year
Strategy and there are initial sign that the programme will be half funded for 2009/10.

Author: Sacha Grodzinski
Date: 29th April 2009                                                                                   5
4. Expenditure to date:
                               Grants                    22500

                               Office Equipment          14.37
                               Activity Expenses        123.59
                               Accommodation            148.33
                               Rail & Coach              803.7
                               Vehicle                  129.46
                               Accountancy              534.75
                               Office supplies         1385.42
                               Printing                  79.83
                               Telephone/Internet       202.05
                               Cleaning                  18.75
                               Staffing                8327.04
                               Staff development        266.35

                                              Total 12033.64

Andrew’s expenditure is low for the following reasons:
    Only 5 of the 6 months remuneration is included
    Andrew has not undertaken any international travel yet
    Items that were budgeted for have actually been given in-kind
    Some of Andrews expenses will be used to support projects that will happen over the
      summer, such as the development of the membership system
    Accommodation costs have been reduced as Andrew has utilised the hospitality of friends in
      London and close to various Branch Societies.

Author: Sacha Grodzinski
Date: 29th April 2009                                                                         6
5. Planned activities:
This section outlines some of the planned activities that Andrew will be undertaking during the
remainder of the Vodafone World of Difference Grant.

       Finalising the 2009/10 Operational Plan and Budget with the National Executive, presently.

       Manage the two IAESTE interns and the development of our membership system over the

       Co-ordinating the recruitment and hand-over of the National Executive positions at the end
        of the summer

       Andrew will be presenting to the All Party Parliamentary Group on Engineering and
        Information Technology (APPEITG) at an evening event in June.

       Establish some form of protection for EWB-UK’s name and logo and complete the
        registration with Office of the Scottish Charities Commission (OSCR).

       Develop an overall system to measure the impact of all areas of the organisation

       The institution of Civil Engineers has asked EWB-UK to contribute to revamping its
        Presidential Apprentices Scheme when Prof. Paul Jowitt becomes president in November

       The National Conference and AGM is planned for October 2009. The event will be hosted by
        Bristol University and will bring together over 150 active members of the organisation.

Author: Sacha Grodzinski
Date: 29th April 2009                                                                                7

                            Job Description:
                           Chief Executive
Employer:          Engineers Without Borders UK (EWB-UK)
Job title:         Chief Executive
Date issued:       30th November 2008
Purpose:           To manage the operations of Engineers Without
                   Borders UK
Responsible to:    Board of Trustees
Reporting to:      Chief Executive Working Group
Working with:      National Executive Team; Branch Presidents
Responsible for:   National Executive Team
Location:          Cambridge, UK
Period of employment: 1 December 2008 to 30 November 2009

Engineers Without Borders UK is a student-led international development
organisation that works towards a world where access to technology and
infrastructure is not a barrier to poverty alleviation. Our mission is to
‘facilitate human development through engineering’. EWB-UK has six
programme areas: Placements; Research; Training; Education; Bursaries;
and Outreach and six support areas: Professional Network; Branch
Support; Fundraising; Publicity; Information Technology; Finance and
Organisational Development.

At present the charity’s operations are co-managed by student Chief
Executive Officers (CEOs), but due to the growth of the organisation the
demands on the Co-CEOs have surpassed what can be expected from
student volunteers. The charity now seeks to secure a full-time Chief
Executive to manage, promote and raise funds for the organisation.

Author: Sacha Grodzinski
Date: 29th April 2009                                                   8
You will be funded in this role by a restricted grant from the Vodafone

Job Purpose
The job-holder will head the charity’s activities, identity and financial
management in line with the operational and strategic plans and oversight
from the Board of Trustees. Through managing both the activities of, and
the people on, the National Executive, he/she is integral in allowing EWB-
UK to operate and develop.

 As the face of the organisation, the job-holder will promote and represent
EWB-UK at industry, academic, institutional and development sector
events to: build awareness; support; and raise funds for the organisation.
They will also improve internal communications by being a stronger and
more accessible link between all areas of the organisation, especially its
branches and membership.

 As the chair of the National Executive the job-holder should be conscious
of potential risks within the organisation and will be responsible for
reporting these, along with the financial accounts and Key Performance
Indicators (KPIs), to the Board of Trustees.

Main Responsibilities
                  1.   Develop a system of appraisal and performance review for National Executive
                  2.   Recruitment of National Executive and overseeing programme team
                       recruitment (Yearly)
Managing People

                  3.   Identify significant contributions to EWB-UK by volunteers, expressing thanks
                       and making recommendations to the Board of Trustees for formal recognition
                  4.   Agree National Executive objectives, with performance review (Quarterly)
                  5.   Oversee training and development for National Executive (Monthly or Bi-
                  6.   Manage and support National Executive in line with objectives and Operational
                       Plan (Weekly)
                  7.   Provide strong leadership to the National Executive and Branch Presidents

Author: Sacha Grodzinski
Date: 29th April 2009                                                                              9
                      1. Improve internal communication within the EWB-UK community (Ongoing)
                      2. Respond to emergency situations at any time as they may arise, and make sure
                          that appropriate delegation is made in absence. (Ongoing)
                      3. Ensure that all subscriptions, insurance and other such commitments are met
                      4. Maintain relations with solicitors and ensure that we meet all the requirements
                          of the Charities Commission and Companies House (Ongoing).
                      5. Bring to the attention of the Board of Trustees, either at meetings or as needed,
                          any emerging risks, issues, challenges or opportunities that they should be
                          aware of (Ongoing)
Managing Today

                      6. Ensure that all necessary reporting to DFiD is undertaken on time and that they
                          are consulted on any changes to how the DAF Grants is used (Ongoing)
                      7. Report to the Board of Trustees, including timely preparation of Key
                          Performance Indicators and the delivery of management accounts (Monthly)
                      8. Prepare Key Performance Indicator report and any other papers for presentation
                          at Board of Trustees meetings (Quarterly, or as requested)
                      9. Overall control of monthly financial reporting and presentation of management
                          accounts to National Executive and the Board of Trustees (Monthly)
                      10. Actively fundraise for the organisation through corporate presentations, grant
                          and trust applications and by encouraging branch events (Weekly)
                      11. Provide support and oversight to branches, understand risks and opportunities
                          and develop systems to manage these, and support the continuity of branches
                      12. Work towards achieving the Operational Plan (Daily)
                      13. Deal with correspondence as appropriate (Daily)
                      1. Support for programmes, including: ways to improve and develop programmes
                          to better deliver impact to ultimate beneficiaries, the development sector and
                          programme participants; accountability to donors; ensuring handover of
                          programmes year on year; improving synergy between programmes; fostering
                          knowledge management and knowledge sharing of programmes (Ongoing)
                      2. Exploration of new opportunities, including: communities of practice,
                          stakeholders and strategic relationships; overall organisational development;
Managing The Future

                          staying informed and sharing of latest needs, thinking, ideas and methodologies
                          within the development and engineering communities; documentation and
                          reporting of new opportunities as appropriate (Ongoing)
                      3. Safeguarding EWB-UK’s niche by ensuring all developments are in-line with the
                          organisation and resist over diversification of the charity (Ongoing)
                      4. Develop systems so that the EWB-UK is sustainable and not necessarily
                          dependant on a paid Chief Executive (Ongoing)
                      5. Develop, with National Executive, the Operational Plan and Budget for the
                          coming year, and maintain an up-to-date 5 Year Plan, for sign off by Board of
                          Trustees (Yearly)
                      6. Review progress against Operational Plan to inform subsequent Operational
                          Plans (Quarterly)
                      7. Significant support to fundraising, including: the diversification of the donor
                          base; developing information management systems; securing multi-year
                          unrestricted funding; ensuring organisation meets targets (Weekly)

Author: Sacha Grodzinski
Date: 29th April 2009                                                                                  10
                    1. Keep EWB-UK exciting, dynamic and student-led (Ongoing)
                    2. Visits to branches to learn from, inform and inspire members, support projects
Managing Identity

                       and drive EWB-UK programmes (Monthly)
                    3. Public speaking and representation where appropriate at events where EWB-
                       UK’s representation is required or is beneficial, and identify opportunities for
                       others to represent EWB-UK at such events (Monthly)
                    4. Significant support to publicity, both proactive and reactive, to promote EWB-
                       UK, its activities, mission and values (Weekly)
                    5. Share the vision, mission and purpose of the organisation to develop a common
                       understanding both internally and externally (Daily)
                     Work with the Board of Trustees to identify specific projects from the strategy
                       or otherwise which need to be implemented in the near term (Ongoing)
                     Work with the National Executive and the Branch Presidents to identify specific
                       projects that could be developed to better achieve the strategy (Ongoing)
                     Consult fully with stakeholders and gather information as required for specific
                       projects, document outcomes and report on findings and recommendations as
                       appropriate (Ongoing)

                    Specific Projects for year 2008/9:
                    1. Membership system: develop an agreed definition of membership through
                       consultation and establish and implement the required processes and
Managing Projects

                       infrastructure. Include a facility for identifying and tracking alumni. (Deadline:
                       Annual General Meeting 2009)
                    2. Financial system: ensure effective and secure financial management, including
                       the production of accurate management accounts, procedures for expenses and
                       payments. Ensure that accounts are prepared for a full independent audit
                       auditing (Deadline: 31st March 2009)
                    3. Identity: to protect the EWB-UK name and current logo, be this through an
                       understanding with MSF or through a full Trademark and to register EWB-UK as
                       a charity in Scotland (Deadline: 31st March 2009)
                    4. Planning: co-ordinate the development of the Operational Plan, Budget and an
                       up-dated 5 Year Plan (Deadline: 31st March 2009)
                    5. Board of Advisors: to define the role of Advisors through consultation and
                       recommend Advisors to the Board of Trustees for approval (Deadline: 30th April
                    6. Impact measurement: develop an overall system to measure the impact of all
                       programme and support areas together, for both ultimate beneficiaries and
                       members (Deadline: 30th November 2009)
                    1. Report to Board of Trustees (Quarterly and additionally as necessary)
                    2. Report to Chief Executive Working Group (Quarterly, one week before Board of

                       Trustees meeting; Monthly with information reported to Vodafone Foundation)
                    3. Report to Vodafone Foundation as required for the World of Difference grant
                    4. Consult with Chair of Trustees (Weekly)

Author: Sacha Grodzinski
Date: 29th April 2009                                                                                 11
Person Specification
In order to fulfil these responsibilities, you will have knowledge of the
following and/or evidence of their successful application (The Vodafone
‘World of Difference’ grant is restricted to Andrew Lamb):
 Leading and developing teams
 Co-ordination of volunteer workers
 Communication and interpersonal/influencing skills
 Establishing and maintaining administrative processes/systems
 Ability to influence positively across culturally diverse stakeholders
 Budget management
 Working with email, internet, spreadsheets and word processing
 Experience of line managing staff
 International development issues and/or engineering practice
 Leading teams of volunteers
 Completer/finisher
 Website design and desktop publishing
 Indication – through previous involvement – of ability to work in line
  with and contribute to the mission and values of EWB-UK. For
  example: previous involvement in an international development
  project; contribution to a school outreach activity; or similar.

Work Environment
Engineers Without Borders UK seeks high professional standards from
everyone involved in the organisation. We seek diligence and excellent
team work from our people, as well as transparent feedback and
meaningful reporting systems. We promote an honest, empowering
climate between our staff and volunteers. We expect the job-holder to
work within and enhance the values which underpin our approach.

The job-holder will be adaptive so as to be effective within our young and
growing organisation. She/he will take responsibility for his/her own
effectiveness and learning and will bring to the attention of the Chief
Executive Working Group any issues which could affect their ability to
progress the work – including professional development needs and

The job-holder can expect EWB-UK to be a good employer. EWB-UK
provides salary and benefits in line with the standards of our sector. EWB-
UK will provide adequate resources including office space, information and
Author: Sacha Grodzinski
Date: 29th April 2009                                                      12
communication technology and other tools within the capacity of our
budget. We will give the job-holder a full induction, ongoing support in
the job and appraisal.

Decision Making
The job-holder will be responsible for making decisions so that the charity
operates professionally and so he/she can complete his/her own specific
tasks (as outlined above). Decisions about how the organisation might
evolve, increase its visibility, or develop a new programme area, or any
other significant advancement or change will be on the authority of the
Board of Trustees through the Chief Executive Working Group. The job-
holder shall operate within the strategic and operational plans of the
organisation (which are reviewed from time to time) and within good
practice developed by EWB-UK.

Working Time and Travel
Full-time job at 37.5 hours per week, excluding lunch breaks, with no
time off in lieu of extra hours worked. This job is not suitable for home

A flexible approach to working is desirable. The job-holder may decide to
travel to meetings and conferences with key contacts within the capacity
of their budget. For other events, such as internal EWB-UK meetings and
conferences, the job-holder will be required to travel and this could
involve nights away from home. International travel is likely to be
required for the job.

Contract Terms
Post:                 Full-time contract
Workplace:            Engineers Without Borders UK office at the
                      Humanitarian Centre
Location:             Gresham Road, Cambridge, CB1 2ES, UK
Period:               The grant lasts 1 year (1stDecember 2008 until
                      30th November 2009)
Probation:            Three month probation period
Salary:               £22,750 (£25,000 minus National Insurance)
Legal Responsibility: Director of Engineers Without Borders UK
Leave:                24 days paid leave p.a.
Benefits:             Free use of University of Cambridge gym.

Author: Sacha Grodzinski
Date: 29th April 2009                                                    13