towards 2020 - pro bono australia · 2017. 3. 21. · an atec* biodigester will provide a family...

towards

Engineers Without Borders Australia Annual Report 2015-16

2020

3engineers without borders annual report 2015-16engineers without borders annual report 2015-162

about usWelcome to the Engineers Without Borders Australia (EWB) 2015-16 Annual Report. EWB Australia is a member-based, community organisation with over 13 years of experience creating social value through engineering. We work to build knowledge and capacity in our community partners to provide access to water, sanitation and hygiene, appropriate housing, clean energy, and digital technology. We use education to redefine engineering as a community- centred profession and encourage more people to consider engineering as a career of purpose.

the global challengeEWB Australia engages and collaborates with communities in Australia and internationally, enabling the engineering and related technical sectors to contribute to and lead social and environmental change, and be responsive to current and future factors such as the Sustainable Development Goals and climate change. EWB Australia does not seek to be first and foremost a service deliverer; rather a catalyst, facilitator, broker, innovator, collaborator and capacity builder. We believe that education, capacity building, knowledge sharing, appropriate technology and solutions, and long term partnerships are a key to ensuring our impact is sustainable. We focus on four thematic areas so that more people and engineers can respond to these major humanitarian challenges:

clean water, sanitation and hygieneOne third of the world’s population does not have access to adequate sanitation.1 Approximately 783 million people live without safe drinking water.2

appropriate housingIt is estimated that 100 million people are homeless worldwide

and as many as 1 billion lack adequate housing.3 An estimated 105,237 of these people live in Australia.4

clean energy1.3 billion people worldwide (18% of the global population) do not have access to electricity, and 2.6 billion people are without clean cooking facilities.5

digital accessDigital Access across the Indo-Pacific is generally very poor. This prevents people from accessing information on changing weather patterns, current events, disasters and early warning systems, as well as general information on agriculture and markets to facilitate adaptation.

Working towards a future in which everyone has access to the engineering knowledge and resources required to live a life of opportunity, free from poverty.

our missonWe connect, educate and empower people through humanitarian engineering. Humanitarian engineering uses a people-centred, strength-based approach to improve community health, wellbeing and opportunity.

our valuesWe act with integrity, upholding our values of community, sustainability, respect, learning and quality in all that we do.

our visionEveryone has access to the engineering knowledge and resources required to lead a life of opportunity, free from poverty.

contentsabout us executive message our 2020 Strategy our global impactaim 1: solutions for social change aim 2: redefining engineeringaim 3: a global movementewb program pipeline aim 1: investing in our people aim 2: transforming our systemsaim 3: growing our resourcesour financialsaim 4: increasing our profilewins and failures report

246 810121416 18 2022242830


Across the globe, 2015-16 has been a year of upheaval, disruption and an uneasy sense of the western world withdrawing into itself. We see this when we observe the drivers behind Britain’s decision to leave the EU and some of the dynamics that characterised the USA’s presidential election. We have also witnessed a growing number of conflict related humanitarian crises, and the widening gap between emergency funding appeals and the commitments of developed nations to resource humanitarian responses.

Amazingly in the midst of all of this the international community achieved two major collaborative milestones: the agreement to sign and commit to the 17 Sustainable Development Goals; and the Paris Climate Agreement where 195 nations adopted the first ever universal, legally binding global climate deal.

In this global context, our organisation, Engineers Without Borders Australia, has an increasingly critical role to play in harnessing the expertise, innovation, resources and knowledge of the global engineering community for making a serious impact on the development challenges the world faces, with a mission to:

connect, educate and empower people through humanitarian engineering; using a people-centered, strength based approach to improve community health, wellbeing and opportunity and embodying the notion of being ‘without borders’

The current generation pursuing their professional education, and entering the workforce, will seek innovations and solutions to complex challenges that have eluded previous generations. An engineer’s problem solving skills and training, when aligned with a humanitarian approach, are amongst the most valuable resources our society has to draw upon.

At EWB Australia, this year has seen the growth of several initiatives that directly contribute to mobilising that generation of engineers. This year the EWB Challenge enabled over 9,500 first-year engineering students to engage in real world problem solving focused on design briefs relating to the relocation of long term refugees in Zambia. Our Design Summit program has delivered eight humanitarian engineering summits in four

executive message

Peter Baynard-Smith Phil Clark

Our mission:We connect, educate and empower people through humanitarian engineering. Humanitarian engineering uses a people-centred, strength-based approach to improve community health, wellbeing and opportunity.

countries with over 330 students participating. Design Summit students (including journalism students for the first time) are building a knowledge and understanding of the complexity and contexts of international development so as to communicate with the public, and actively inform policy debate and build bridges across cultural divides.

We have established our first Social Enterprise, ATEC* Biodigesters, in partnership with Live & Learn Environmental Education. ATEC* is manufacturing and selling household biodigester units across three rural provinces in Cambodia. These 12 months have seen further iteration of the design, establishing a manufacturing partnership, a retail network, and a sustainable business model for ATEC*.

In Australia, our EWB Connect initiative has been pioneering the creation of a pro bono engineering culture across the profession. Over 12 community and industry partners are now collaborating on a pro bono basis on social impact as diverse as indigenous business development, wind farm feasibility assessment, water source protection, and community housing.

As CEO, I am thrilled and privileged to have joined EWB Australia in May 2016. The commitment, passion and hard work of the volunteers, members, staff, Board and Advisory Committees across EWB has been hugely evident to me as I have begun my own EWB journey. Our 3,275 members are making a difference locally, nationally and internationally, and are the future leaders in humanitarian engineering.

I look forward to the 12 months ahead as we continue to build the organisational capability and programs that can truly deliver on our 2020 Strategy and inspire and mobilise a global community in engineering for social change and sustainable development.

CEO Board Chair


In late 2015 we launched our Engineering a Better World 2020 strategy to coincide with the United Nations’ adoption of the Sustainable Development Goals (SDGs). The 2020 strategy shares our aims and objectives for the coming five years (2016 – 2020) and articulates the outcomes we seek to achieve through our humanitarian engineering work.

external aims

Aim 1: Solutions for Social ChangeWe will enable appropriate solutions to alleviate poverty and accelerate inclusive, sustainable development through engineering and technology.

Aim 2: Redefining EngineeringWe will redefine engineering as a community centered profession that provides leadership in the creation of a more sustainable and inclusive world.

Aim 3: A Global MovementWe will inspire and mobilise a global community in engineering for social change.

internal aims

Aim 1: Investing in Our PeopleWe will invest in our people and build our culture of passion, purpose and impact.

Aim 2: Transforming Our SystemsWe will improve the impact of our work and the systems and tools we use to support our operations.

Aim 3: Growing Our ResourcesWe will increase our financial and social capital.

Aim 4: Increasing Our ProfileWe will build our profile, influence and support base..

The 2015 - 16 Annual Report is an exploration of how we are working towards the achievement of our 2020 vision. We would like to acknowledge that while all programs contribute to multiple aims, we have limited our use of each program as an example to one, for brevity’s sake.

the engineering a better world 2020 strategy

An ATEC* Biodigester will provide a family with a smoke-free cooking environment and sufficient clean biogas for cooking over the entire course of its 25-year lifetime.

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# $

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EWB connect (pro bono engineering)

( 7 active community partnerships ( 50% Indigenous organisations

EWB members/friends( 36% female membership( 3,275 members/friends

school outreach & regioneering program( 13,000 students engaged( 12.5% Aboriginal and Torres

Strait Islander participants Australia

CambodiaIndia

Zambia

NepalVietnam international

program( 22 field professionals( 25,000 volunteer hours

Timor-Leste

design summits( 336 participants ( 44% female representation

our global impact

EWB challenge( 9,513 students in 2016( 30 university partners

Our School Outreach and Regioneering program reached 13,000 school students in 2015-16 with 12.5% of them from Indigenous or Torres Strait Islander descent.

Malaysia


In 2015-16, a number of our programs contributed to creating engineering and technological solutions for social change, the first external aim of our 2020 strategy.

We believe in the power of engineering and technical professions and skills to create life-changing and life-sustaining contributions to society. Over the last 12 months the impact of our

international development program Creating access to the services our community partners need.

EWB Australia’s International Program works in partnership with organisations in the Indo-Pacific region to improve access to and the quality of essential services and appropriate technology for all community members.

In 2015-16 we have 22 Field Professionals working in Cambodia and Timor-Leste with our partner organisations and facilitating EWB Australia projects. Our International Program focuses on strengthening our community partners’ technical and organisational capacity, through shared learning, education and training, high quality engineering and development practices and collaborating within the areas of:aim 1: solutions

for social changeWater, Sanitation and Hygiene (WASH)

Community Housing

Clean Energy

Appropriate Technology and Design

Key achievements/impact:

ewb connectConnecting community organisations with pro bono engineering, design and construction services in Australia.

After 16 months of operation (July 2016), EWB Connect has successfully linked 6 engineering and professional services businesses to 7 community organisations and pro-bono projects around Australia. Currently (Nov 2016), EWB Connect projects support 16 community partners of which 50% are Indigenous organisations.

EWB connect case studies:

Woodend Community Wind Farm

EWB Connect is assisting the Macedon Ranges Sustainability Group to establish a community owned wind farm just outside of Melbourne.

EWB Connect facilitated the support of DNV GL to provide pro bono technical services that includes advising on the ideal location of the wind measurement mast, placement of the anemometer sensors, scenario modelling, and analysis to explore which wind turbine layout options will produce the optimum amount of energy on the site.

Indigenous Water Supply Project

The Lama Lama people in Cape York have had challenges with accessing clean potable water for nearly a decade. EWB Connect facilitated pro bono services for the preparation of detailed designs and costings to assist the community to unlock funding for new water infrastructure. Gavin Bassani, local Lama Lama man and head of the Yintjingga Aboriginal Corporation (YAC) explains;

The situation has become critical for the 50 or so people who live in the Port Stewart area. We are currently pumping from a 44-gallon drum hand dug into the sand of the Port Stewart River after our original water intake was destroyed by a cyclone in 2006.

Arup, one of EWB Connect’s founding members, are providing specialist water engineering services on a pro bono basis, and worked with Centre for Appropriate Technology and the local community to design a robust, long term, fully costed, reliable solution.

International Development Program has led to significant outcomes in our work with community partners in Cambodia and Timor-Leste. The EWB Connect Program has continued to grow in its mission of creating a culture of pro bono practices in the sector, and is looking to increase its number of corporate and community partners in years to come.

We will enable appropriate solutions to alleviate poverty and accelerate inclusive, sustainable development through engineering and technology.

external aims

)

*

+

,

This year EWB has supported 22 Field Professionals whose work has

directly impacted 35 local organisations.-♥

Our Field Professionals have contributed approx. 25,000 of

volunteer hours that would be valued at over $800,000

of professional wages.

Our work has directly impacted 1,900+ people in Timor-Leste, Cambodia and Vietnam, 70% in rural areas.

1,900+people

$800,000+


aim 2: redefining engineering

humanitarian design summitsOver the last 12 months, our Design Summit program, a two-week overseas study tour with our community partners, has grown from three trips in 2015 to 8 between December 2015 and July 2016. We have expanded our presence from Cambodia, to India, Nepal and Malaysia. The introduction of journalism students to these trips has led to collaboration between participants of different skills, directions and professions connected by the idea of using human and community-centred approaches to create change. Thanks to the large number of scholarships supported by the New Colombo Plan, the Design Summit program has proven its popularity among Australian university students and will see a further 300 participants travel in late 2016 and early 2017.

ewb challenge The EWB Challenge is a design program embedded in the curriculum of first-year university students around Australia and New Zealand, providing students the unique opportunity to learn about humanitarian engineering and design in a real-world context. Each year, the EWB Challenge team works with one of our community-based partner organisations to develop a design brief and supporting resources that empower students to explore a rich, real-world design context while simultaneously supporting the work of the partner organisation with innovative, appropriate and well-researched ideas.

In 2015, the EWB Challenge partner organisation was Reignite Action for Development in Cameroon, and in 2016 it is UNHCR Zambia, with a particular focus on the Mayukwayukwa Refugee Settlement.

The EWB Challenge Program is generously sponsored by BHP Billiton Sustainable Communities.

EWB Australia seeks to empower a new generation of engineers and technically skilled people to respond to global social and environmental challenges. By repositioning engineering and technical fields as vehicles of social and environmental change we can create tangible solutions to global challenges through a generation of passionate and skilled leaders

research program The Research Program allows EWB Australia to work collaboratively with community partners, universities and research institutions on initiatives that assist communities with development outcomes, provide the next generation of engineers with real world experience, and build the capacity of all involved.

It’s great to know that this (research) won’t be put on a dusty shelf on the back of my supervisor’s bookcase once it’s over; it’s going to be put to use by a local organisation that is doing great things in a developing community.

- Harrison Fugate, Research student

66 students completed research projects

in a wide range of areas

We will redefine engineering as a community-centred profession that provides leadership in the creation of a more sustainable and inclusive world.

94student design reports

shared with Reignite Action for Development at

the conclusion of 2015.

The EWB Challenge was delivered with 30 university partners in 2016.

138 Reviewer positions filled by industry professionals in the 2015-16 financial year.

7,617 students participated in the EWB Challenge in the 2015 academic

year, which increased to 9,513 students in 2016.

/

2015 2016

in engineering and related technical fields. We also believe that while engineering and technical professions have a huge part to play in creating solutions to global problems, they don’t have all the answers. By collaborating with other professions engineers can create more effective solutions built from a diverse range of knowledge, experience and skills.

44% Female representation

Our education programs are creating a generation of engineering and technical students skilled and knowledgeable in human-centred design concepts.

336 Students on 8 Summits

Male

Female

13 universities involved in research

0


aim 3: a global movement

The Sustainable Development Goals (SDGs) demonstrate the world’s commitment to work together, utilising our diverse range of skills and knowledge, to develop resilient solutions and responses to these challenges. Engineers Without Borders Australia aims to create a global

We will inspire and mobilise a global community in engineering for social change.

school outreachOur School Outreach program uses fun, interactive workshops to inspire students to consider that STEM careers are a way of creating positive social and environmental change.

In 2015-16 School Outreach has expanded to students in rural areas through its Regioneering program. The program reached areas such as the Torres Strait, and Alice Springs, highlighting the importance of STEM pathways in creating positive social change in these communities. 12.5% of students reached were Indigenous. The program is now working with the Yorta Yorta nation to increase Indigenous access to STEM (Science, Technology, Engineering and Mathematics) curriculum and career choices. As part of Link Festival 2016, the School Outreach program participated in a Future Link stream, which saw 180 school students attend the festival.

link festivalEWB Australia, in partnership with Wildwon, hosted Link Festival - Design, Technology and Social change in 2016. This year Link Festival included a two-day event in Melbourne and one day in Sydney. Focused on the theme of emergence, it shared five principles:

1. Solve real world problems.

2. Things start here.

3. We think big and small.

4. It’s all about the content.

5. It gives us faith in humanity.

Over 600 attendees and speakers participated in Link Festival at Federation Square in Melbourne and the Sydney Recital Centre. They reported an experience of 8.6 /10. 80% of attendees said they would recommend the Festival to their colleagues.

12.5% Indigenous

movement of those dedicated to achieving positive social and environmental change. While we focus on engineering and technical professions we invite anyone who shares our values to work with us.

stories of indigenous engineeringCurrently, the number of Indigenous engineering students is only 0.5% of total engineering university entrants.6 In early 2016, EWB Australia were commissioned to undertake work aimed at creating awareness of pathways into engineering for Indigenous youth. The result is the Stories of Indigenous Engineering project which tells the stories of Indigenous STEM leaders and aims to share their journey and inspire others. You can visit the project at www.ewb.org.au/stories-of-indigenous-engineering.

In 2015-16 we had 3,275 members and friends and over 1,200 active volunteers.

13,000 students engaged

69% of session run by female engineering students and graduates%

80% recommend Link to a colleague8.6 out of 10 for experience

613 link festival attendees1

2 ⋆ ⋆ ⋆ ⋆ ⋆ ⋆ ⋆ ⋆ ⋆ ⋆


ewb australia program pipeline our programsEngineers Without Borders Australia’s programs build a culture of humanitarian engineering in our communities. Each program develops an individual’s competencies for them to continue on their humanitarian journey. Below is our program pipeline, and the impact of each program across 2015-2016.

purposeEWB Australia's community journey is created to develop and deepen the humanitarian engineering experience.

link festival( 613 participants ( 8.6 out of 10 for experience

school outreach & regioneering program

( 13,000 students engaged( 60,000 volunteer hours( 12.5% participants Aboriginal

and Torres Strait Islander

EWB challenge( 9,513 students across ( 30 university partners ( UNHCR in Zambia

design summit program

( 336 participants ( 4 countries ( 44% female participation

EWB challenge reviewers

( 138 corporate reviewers ( 6 corporate Partners

EWB connect (pro bono engineering)

( 7 community partnerships (June 2016)

( 50% Indigenous organisations

field professional placements( Cambodia, Timor, Vietnam and Vanuatu( 25,000 volunteer hours( 22 Field Professionals( 30 partner organisations

school

university

professional practice

primary and secondary

undergraduate and postgraduate

research program( 66 students research projects( 13 universities involved in

Research Program

members( 3,275 EWB members and

friends( 36% female members( 1,200 volunteers


aim 1: investing in our peopleWe will invest in our people and build our culture of passion, purpose and impact.

membersEWB Australia is a member led organisation, our community forms our base and provides the energy for our work. Our membership includes university and region chapter members, staff, office volunteers, field professionals, individual supporters, corporate and industry individuals, academics and board members. We have approximately 1200 volunteers within our chapters around Australia and estimate they provide over 57,600 volunteer hours per year at a value of over $1.5 million dollars to

Our community is joined by a collective belief in the values of community, sustainability, respect, learning and quality. This intention unites and bonds us as a passionate, wide-reaching and diverse group of individuals and organisations

working together to engineer a better world. Each year we aim to build the skills, experience and knowledge of our people and others in order to grow their ability to have a positive impact on the world.

national council 2015Our annual National Council brings leaders of the EWB Australia community together to reflect, develop, strategise, inspire and celebrate our impact and achievements.

In 2015 National Council was held at Springbrook, Queensland and was attended by 129 members who rated the experience 4.4 out of 5. Sessions included presentations on the 2020 Strategy, humanitarian engineering pathways, and interactive workshops on self care, burnout and volunteer management.

playing a leading rolehow EWB Australia creates gender equality in the engineering sector In 2016 we conducted a Gender Review to reflect on our aim to ‘proactively foster a diverse EWB Australia community that includes people of various age and experience, gender and ethnicity.’

Although engineering is a traditionally male dominated profession, we have found we consistently engage high levels of female members, employees, participants and volunteers. Over 36% of our professional and concession members are female, nearly three times the average industry representation; and 44% of Design Summit program participants are female. In our national office at 30 June 2016, 71% of staff members were female, while our Board representation is 44% female.

EWB Australia, in partnership with Origin Foundation, is researching the proposition that humanitarian purpose engages women to pursue STEM careers, particularly in engineering and technical professions. EWB Australia’s consistently high rates of female engagement suggest there is a correlation between our humanitarian pathways and female involvement. We will publish the findings on completion of the research.our board

It is with much gratitude that we acknowledge the ongoing and tireless work of the EWB Australia Board during this year. Our impact and presence is far greater thanks to our Board’s selfless efforts to share knowledge, wisdom and guidance in supporting our organisational journey.

Phil Clark Kaj Lofgren Corinne Wallis* Stephen May* Peter Bowtell* Lexi Randall L’Estrange* Margarita Moya* Catherine Pepper* Gavin Blakey* Michael Shewan* Jeremy Chenoweth*

*(Current Directors)

6

internal aims

Region and University Chapter leadership hours = ~ 23,520, at a value

of $650,000k approx. (Volunteering Victoria 2015, $/hr for volunteer time)

Total Members and Friends: 3,275

Female Members:

36%

Male Members: 64%


new ways of workingThis year EWB Australia looked to examples in the ‘Holocracy’ system of self-organisation for new ways of working amongst staff with the aim of becoming a more agile and resilient organisation equipped to respond to challenges.7 ‘Holocracy’ (as opposed to Hierachy) aims to create more autonomy within teams and individuals, adopting a unique peer-to-peer “operating system” that increases transparency, accountability, and organisational agility. We have developed four key groups as part of our pathway to adopting Holocracy principles: 1. Thinkers: bringing leading practice into the organisation. 2. Deliverers: coordinating the tangible achievements of the organisation. 3. Relationship Builders: promoting best practice relationship management to help EWB Australia increase its social and financial capital and build a global movement.

aim 2: transforming our systemsWe will improve the impact of our work and the systems and tools we use to support our operations.

EWB Australia’s ATEC* Biodigester project demonstrates the changing face of development and signals a move away from the transactional partnerships that used to define aid. ATEC* is leading the push towards self-funded, social enterprise business models as a core component of development. Social enterprises are defined by their ability to create social impact utilising sustainable financial models.

Between 2008 and 2012 the project, with original funding from DFAT (ANCP) and the Bill and Melinda Gates Foundation, saw EWB Australia and Live & Learn Environmental Education install 30 Biodigesters in Cambodia. The project has been recognised for its innovation in development and in 2014 was awarded a Google Impact Challenge grant of $500,000 AUD to scale the project from prototype to fully-installed systems. ATEC* aims to build a business providing sanitation, energy and livelihood benefits to more than a million Cambodians by 2024.

The biodigester project is a successful example and case study of a development model that promotes government, private and community partnerships aiming for sustainable and long-lasting

measuring our impact In order to fulfill our aspiration of being a ‘small giant’ we are creating a culture in which monitoring, evaluation, reporting and improvement (MERI) is paramount. We aim to further develop our organisational wide MERI to help us increase the impact and effectiveness of our programs by providing a measurement system that understands how and where programs are improving and where they are not. The ‘Deliverers’ team is responsible for iterating this framework for MERI that is utilised across all projects and programs.

positive social and environmental impacts. With a number of partners involved, the project highlights that collaboration between sectors can provide powerful development outcomes for communities.

Secondly, the project is creating tangible improvements in the quality of life of those using the technology. One Cambodian adopter of the technology, Sokhon, reported that her health has increased dramatically in the absence of the woodfire smoke that once caused lung problems and gave her continual headaches. With the help of the organic fertilizer produced by Sokhon’s biodigester, her rice and sesame crops now produce twice their normal annual yield and she estimates savings of up to 50,000 KHR ($16 AUD) per month on medicine and 900,000 KHR ($299 AUD) per season on fertilizer. When asked how she invests her newly found time, money and energy her answer is profound — in her childrens’ education, in order to give them a better life.

from aid to enterpriseexploring EWB Australia’s future with social enterprise

In order to increase our impact we continually interrogate and invest in improving the systems we use to work as a collaborative and united community. In 2015-16 we focused on further developing our online systems to automate

portions of our work and a determined focus on increasing our culture and capabilities around monitoring, evaluation, reporting and improvement.

The ATEC* Biodigester Social Enterprise aims to reach 21,200 Cambodians with its Biodigester technology by 2019.

4. Strategists: active responsibility for EWB Australia’s process in achieving our 2020 strategy.

We continue to experiment with this new way of working, and are excited to explore how these principles can translate into how we work with our members and volunteers.


aim 3: growing our resources We will increase our financial and social capital.

EWB Australia stands on the shoulders of an incredible community of people who believe in our mission and find many ways to contribute towards it. We would like to take this opportunity to thank those volunteers, individuals, foundations and companies who generously donated to us in the 2015-16 financial year and for believing that engineering knowledge and technical expertise play a key role in achieving a world of opportunity, free from poverty. In particular, we would like to acknowledge the significant contributions of:

our supporters

Increasing our financial and social capital allows us to create greater impact. Engagement of EWB Challenge partners and Design Summit participants in education programs in 2015-16 has increased our financial capital and has attracted a new generation of EWB Australia’s community members which ensures the

longevity of our social capital in coming years. While acknowledging that we often operate under limited resources, we use these pages to highlight the health of, and our confidence in, the organisation’s financial and social position moving forward.

The Ripple Foundation

John Keegan

Robert Milliner

Richard Feigin

Daine Alcorn

Nigel Hancock

Donald Charrett

Lynn Murray

Georgina Morrow

Tim Fielke

David Addis

Patrick Dwyer

Kate and Gavin Rogers

Anna Cain

Joseph Niven

Peter and Linda de Bruin

Woodside

Globe Medical

The Malachowski Family Endowment

Microsoft

The Curavis Fund

The Knox Foundation

Schneider Electric

Charities Aid Fund Australia

AMP Foundation Charitable Trust

Abergeldie Complex Infrastructure

Australian Online Giving Foundation

David and Bindy Koadlow

Barb de Bono

Lucille Fisher

Corinne Wallis

Jay Dhillon

Adeeb Chowdhury

Andrew Padman

Brendan Beston

Bryan Timmons

Clare Harris

Colin Calder

Gabrielle McGill

Mark Bradley

Martin Helg

Richard Franklin

Robert Skinner

Scott Douglas

Simon Evans

Tom McCleery


2016 $

2015 $

AssetsCurrent AssetsCash and cash equivalents 1,425,603 1,729,933Trade and other receivables 721,192 131,597Other current assets 550,420 200,740Total Current Assets 2,697,215 2,062,270Non-Current AssetsProperty, plant and equipment -Financial assets 500Total Non-Current Assets 500 -TOTAL ASSETS 2,697,715 2,062,270

LiabilitiesCurrent LiabilitiesTrade and other payables 250,044 221,429Provisions 124,300 106,209Other current liabilities 1,211,687 1,025,801Total Current Liabilities 1,586,031 1,353,439Non-Current LiabilitiesProvisions 4,678 6,278Other liabilities 209,481Other financial liabilities 7,481Total Non-Current Liabilities 221,640 6,278TOTAL LIABILITIES 1,807,671 1,359,717

NET ASSETS 890,044 702,553

EquityRetained earnings 890,044 702,553TOTAL EQUITY 890,044 702,553

statement of financial position as at 30 june 2016

statement of changes in equity for the year ended 30 june 2016Retained Earnings

$Total

$Balance at 30 June 2013 745,904 745,904Excess/(shortfall) of revenue over expenses 210,646 210,646Balance at 30 June 2014 956,550 956,550Excess/(shortfall) of revenue over expenses (253,997) (253,997)Balance at 30 June 2015 702,553 702,553Excess/(shortfall) of revenue over expenses 187,491 187,491Balance at 30 June 2016 890,044 890,044

table of cash movements for designated purposes for the year ended 30 june 2016Cash available at

beginning of financial yearCash raised during

financial yearCash distributed

during financial yearCash available at end

of financial year

Funds received from Department of Foreign Affairs and Trade for the annual Australian NGO Cooperation Program (ANCP)

253,196 817,081 989,777 80,500

Total for other non-designated purposes 1,476,737 4,072,340 4,203,974 1,345,103

TOTAL 1,729,933 4,889,421 5,193,751 1,425,603

2016 $

2015 $

RevenueDonations

- Monetary 721,465 235,442- Non-monetary

Bequests and Legacies -Grants

- Department of Foreign Affairs and Trade 968,209 617,412- Other Australian 96,464 99,200- Other overseas 482,844 96,995

Investment Income 26,976 26,010Other Income

- Membership 55,324 52,963- Sponsorship/Partners 721,755 848,102- Earned Income 1,555,182 633,520- Other Income 8,155

TOTAL REVENUE 4,636,374 2,609,644

ExpenditureInternational Aid and Development Programs ExpenditureInternational programs

- Funds to international programs 1,040,226 518,347- Program support costs 288,250 311,242

Community education 1,801,355 1,019,203Fundraising costs

- Public 124,566 62,983- Government, multilateral and private -

Accountability and Administration 1,074,514 700,501Non-Monetary Expenditure (1)TOTAL INTERNATIONAL AID AND DEVELOPMENT PROGRAMS EXPENDITURE 4,328,912 2,612,276Domestic Programs Expenditure 119,972 251,365TOTAL EXPENDITURE 4,448,883 2,863,641EXCESS/(SHORTFALL) OF REVENUE OVER EXPENDITURE 187,491 (253,997)

Notes:1. Non-Monetary Income and Expenditure - International Programs

The non-monetary value of the work carried out by our volunteers working directly on international aid and development programs has been valued at $812,720 (2015 $862,715).Volunteers’ services have been valued in accordance with the Department of Foreign Affairs and Trade’s Recognised Development Expenditure guidelines (March 2015) by applying an hourly rate from the relevant Department of Foreign Affairs and Trade Enterprise Agreement to the number of hours contributed, as recorded by each volunteer.We consider it is important to report a monetary value of these valuable frontline services to indicate the scale of the contribution of volunteers to users of the financial statements, albeit that the work is done on a voluntary basis.In-kind donations and volunteer support not directly relating to international aid and development programs are not included due to uncertainties relating to their reliable measurement.

2. During the financial year, the organisation had no transactions in the Political or Religious Adherence Promotion Programs category.3. The classifications of Revenue and Expenditure adopted above have been re-grouped in presentation for the purposes of this report from those applied in the statutory financial

statements. Total reported Revenue and Expenditure is consistent.4. Domestic Programs Expenditure relates to programs carried out in Australia and other costs not otherwise separately categorised.

ACFID code compliant financial statementsEngineers Without Borders Australia Ltd & Engineers Without Borders FoundationA copy of the full consolidated financial statements for the year ended 30 June 2016 is available upon request by emailing [email protected]. The ACFID Code Compliant Financial Statements have been prepared in accordance with the requirements set out by the ACFID Code of Conduct. For further information on the Code please refer to the ACFID Code of Conduct Guidance available at www.acfid.asn.au.

consolidated statement of surplus and deficit and other comprehensive income for the year ended 30 june 2016


Link Festival’s focus on Design + Technology + Social Change brought together a wide range of partners and sponsors from diverse sectors.

our partners aim 4: increasing our profile We will build our profile, influence and support base.

By expanding our networks, brand, and community we increase our ability to influence the systemic change that is needed to solve pressing social and environmental challenges. Through new and existing partnerships we can inspire others and empower our community to create change and influence the individuals and organisations around them. Currently, we partner or work with 12 corporate organisations, and our education team partners with over 30 Universities through

programs including the EWB Challenge, Design Summit and Research Programs. Our International Program partners with 35 organisations in Cambodia and Timor-Leste. We have continually grown our digital and online presence, which includes 12,000 subscribers and 21,000 social media followers. We will continue to utilise these networks to spread our message, build our profile and create an active and passionate community.

government

universities

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In the context of an annual report that celebrates our impact, we have also openly and transparently reported our organisational failures for the last two years. Admitting and articulating failure is the first step in pursuing wisdom in a context marked by complexity and uncertainty. Failure reporting is a reminder that our work requires persistence, passion and experimentation. We believe this exercise can be equally powerful in analyzing our successes. This year, we aim to shed light on both our success and our failure with humility, and with the intention to learn and develop - as specific programs and as an organisation.

wins & failures report


What to celebrate:

In 2014, Australia’s Foreign Minister Julie Bishop launched the New Colombo Plan, an initiative that signalled the government’s intent to facilitate long term relationships with Asia by supporting Australian undergraduates to study and undertake internships in the region. EWB Australia’s Humanitarian Design Summit aligns with this intention as it is a unique opportunity for students to expand upon their engineering and community development knowledge while engaging with communities in Cambodia, India, Malaysia and Nepal.

With the support of the New Colombo Plan, the Design Summit program is growing from 125 student participants in 2015 to over 600 per year by February 2017. Over this period we also saw a growth in the participation of corporate fellows on the program, illustrating the program’s value across generations and experience levels. The facilitation of two way knowledge sharing between education, technical and public sectors has led to increased awareness about the growing relevance our work is playing in providing knowledge, solutions and education around pressing social and environmental challenges.

How we will build on this success:

The Design Summit program has impacted over 700 students, graduates and young professionals who will be leaders of the engineering, technical and development sectors in years to come. Strong partnerships with Australian universities and the New Colombo Plan positions the Design Summit Program for success in the coming years. EWB are able to build on this program model to reach out to Australian communities as well as establishing opportunities for additional stakeholder groups to participate in the program.

humanitarian design summit success: leveraging EWB Australia’s niche as a facilitator of two way knowledge sharing

What to celebrate:

Over the last 12 months EWB Australia has continued to promote gender diversity in the engineering and technical sectors. Our diversity is a point of difference amongst our stakeholders, both at an individual and organisational level. Currently, women represent 36% of EWB Australia’s membership, almost three times that of the engineering sector. The Design Summit Program (which targets undergraduate university students) has a female participation rate of 44%, and our School Outreach program saw almost 70% of sessions delivered by women. 60% of EWB Australia’s chapter leadership are female, and over 70% of our staff female. Our ability to attract and retain women is a strong signal to the sector that the values and activities of an organisation can be a discriminating factor of a gender-diverse environment.


By developing a deeper understanding of how and why EWB Australia is attractive to female audiences, we can strengthen our programs and diversify pathways into the sector. We are undertaking research with Origin Foundation on the impact that a ‘humanitarian bias’ can have on attracting women into STEM (Science, Technology, Engineering and Mathematics). In 2016, we partnered with University of Technology Sydney marketing students, who created positive marketing campaigns targeted at ‘How can we attract more woman to STEM careers?’. These campaigns highlighted to us the opportunity for EWB Australia to communicate with parents and teachers, who are influential in inspiring and encouraging the next generation of female primary and secondary school students into STEM careers.

a beacon for gender diversity: inspiring a generation of female STEM leaders

our wins for 2015-16What to celebrate:

We are well known for our international presence and impact. Our commitment to sustainable and inclusive development has proven to be a model for change across the sector. Our contribution to moving the narrative away from traditional transactional aid models has placed EWB Australia as a thought leader in sustainable community development. EWB Australia Field Professionals, alongside our community partner organisations, have facilitated positive impact in Cambodia, Vietnam and Timor Leste. In 2015-16, our International Development Program reported that all partner organisations believed they had increased capability as a result of our partnership with them. The deployment of 22 Field Professionals with our partner organisations contributed 25,000 hours of professional volunteer work into WASH, Clean Energy, Appropriate Housing, and Appropriate Technology sectors. This success continues a long tradition of positive impact in the field. Since 2005, over 140 technical professionals have contributed their skills and experience to strengthen the capability of individuals, organisations and technical sectors to improve access to appropriate infrastructure, technology and basic services.


The International Program is expanding to include projects in Vanuatu in partnership with Live & Learn Environmental Education. This work in the Pacific has also been established in collaboration with the 2017 EWB Challenge (also in Vanuatu with Live & Learn). Utilising synergies between programs allows us to create an environment of closer internal collaboration, increasing efficiencies between our teams and generating a culture of innovation within the organisation. Both programs are looking to incorporate virtual reality filming into their work, allowing technical professionals based in Australia the ability to influence and impact our community partners through virtual site visits. The EWB Challenge is utilising virtual reality content as part of the experience it provides to its university partners. Thanks to this technology these students will be able to see, hear and experience the international communities they aim to support.

our international presence: a positive impact on an interconnected world

Members and Staff discuss gender diversity in STEM professions at EWB Australia’s 2016 National Council in Canberra.


Where we failed:

EWB Australia’s passionate and committed community consists of students, professionals, staff, partners and supporters. We engage people from diverse backgrounds and professions and have steadily grown our community year by year. The strength of our education programs has seen many join us while they are at university. As our longer serving members mature in their careers and we attract new individuals that share our humanitarian values, we can see gaps in our pipeline of engagement opportunities for professionals of all ages. Missing engagement opportunities for these individuals means that retention and attraction of experienced social capital in our membership is challenged and our comparative sphere of influence is more apparent in the education and youth space compared to that of the corporate sector.

What we learnt:

Our volunteer community of active like-minded individuals across Australia is large, with each a humanitarian leader and ambassador for EWB Australia’s vision and mission. We acknowledge that the level of engagement with EWB looks different for every individual, however our traditional model of engagement through volunteering whilst vitally important, is not resonating with a proportion of professionals, nor meeting them at their highest level of contribution. We need to consider new ways for people to volunteer with us that reflect their time commitments, skills, location and availability. Short term placements, skilled volunteering activities within workplaces, pro bono secondments and leveraging online platforms for ad-hoc and remote skilled support of our programs are becoming more relevant as we move into the digital age and a world of high connectivity. We are exploring new and appropriate forums for nurturing leadership skills and developing competencies in humanitarian engineering, and developing ways to track an individual’s personal and professional growth through our programs. As a dynamic organisation responding to the needs of our members, we look forward to continuing to support the development of different ways for individuals to create change in humanitarian engineering.

filling gaps in the pipeline: establishing new opportunities for our community to engage with humanitarian engineering

our failures for 2015-16Where we failed:

EWB Australia’s Small Giants ethos has allowed it to leverage significant impact using relatively small financial and human resources. Our passionate and skilled volunteers, supporters and staff have led to significant, positive impact in the areas within which we work. In our 2015 Failure Report, we highlighted EWB Australia’s need to attract untied funding to the organisation.

While we have increased our untied funding in the last year, we have been unable to attract long term (multi year) funding from diversified sources for a number of our programs. Our reliance on short term grants and funding hinders our ability to iterate and innovate these programs. Without this security programs remain hesitant to invest in areas that remain outside of their core functions (e.g marketing and fundraising.) This creates a feedback loop in which the organisation doesn’t have the resources to promote programs sufficiently, resulting in the inability of EWB Australia to attract needed resources to those programs in the first place.

What we learnt:

We have identified the need to place resources into Business Development and income generation. EWB Australia has taken action to employ a Business Development lead in early 2017 to help us leverage market opportunities with our key stakeholders. The development of an Income Generation Group within the organisation has meant the accountability to harness new revenue is shared across staff members and programs. The success of ATEC* Biodigester project in shifting to a stand-alone social enterprise is an example of how EWB can develop financially sustainable projects. We are exploring possible social enterprise models within a number of other projects and have appointed a Social Enterprise Manager to lead this process. From a marketing and promotional perspective, we have identified the need to communicate and promote our programs in a more targeted manner. We are working to better define and articulate specific value propositions and calls to action. Further, the development of a staff capability framework maps skills and knowledge in the organisation that will help us undertake a greater breadth of ‘fee for service’ related activities to utilise our staff, and their worth, even more efficiently.

the question of long term impact in the context of short term funding: ensuring EWB’s long term future

footnotes 1. Access to Sanitation: http://www.un.org/waterforlifedecade/sanitation.shtml 2. Water Cooperation Facts and Figures: http://www.unwater.org/water-cooperation-2013/water-cooperation/facts-and-figures/en/ 3. Global Homelessness Statistics: https://www.homelessworldcup.org/homelessness-statistics/ 4. Homelessness Australia: http://www.homelessnessaustralia.org.au/index.php/about-homelessness/homeless-statistics 5. Improving People’s Access to Sustainable Energy: http://www .iied.org/improving-people-s-access-sustainable-energy 6. ATSIHEAC Background Paper: Indigenous Science, Technology, Engineering, and Mathematics (STEM): https://docs.google.com/viewer?url=https%3A%2F%2Fdocs.education.gov.au%2Fsystem%2Ffiles%2Fdoc%2Fother%2Fatsiheac_background_paper_stem.pdf 7. Holacracy - How it works: http://www.holacracy.org/how-it-works/

Design Summit participants and Corporate Mentors prepare food with community members in Cambodia.

http://www.unwater.org/water-cooperation-2013/water-cooperation/facts-and-figures/en/

https://www.homelessworldcup.org/homelessness-statistics/

http://www.homelessnessaustralia.org.au/index.php/about-homelessness/homeless-statistics

https://docs.google.com/viewer?url=https%3A%2F%2Fdocs.education.gov.au%2Fsystem%2Ffiles%2Fdoc%2Fother%2Fatsiheac_background_paper_stem.pdf

https://docs.google.com/viewer?url=https%3A%2F%2Fdocs.education.gov.au%2Fsystem%2Ffiles%2Fdoc%2Fother%2Fatsiheac_background_paper_stem.pdf

http://www.holacracy.org/how-it-works/

engineers without borders annual report 2015-1636

EWB is a full member of the Australian Council for International Development (ACFID) and complies with the ACFID Code of Conduct, which prescribes the highest standards of development practice. Information about how to make a complaint can be found at www.ewb.org.au/acfid. Complaints regarding a breach of the Code can also be directed to www.acfid.asn

EWB respectfully acknowledges the Traditional Owners of the Country on which we work.

Engineers Without Borders Australia comprising of:

Engineers Without Borders Australia Ltd ABN: 13 103 896 920

Engineers Without Borders Australia Fnd ABN: 25 394 403 069

T / +61 3 8582 1866 Level 2, 90 Maribyrnong St VIC, 3011 www.ewb.org.au

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@EWB_Australia

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towards 2020 - pro bono australia · 2017. 3. 21. · an atec* biodigester will provide a family...

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