Strategy

2012 – 2017

Our Stories International development is complex and so our impact is best illustrated by stories from our

members and partners. To see more of our stories please visit www.ewb-uk.org/impact.

Ruth from Intag, Ecuador

“The partnership with Engineers

Without Borders UK has turned into

an opportunity for us to give the

people we work with hope.

The greatest achievement is that the colleagues have

come from the UK not only with their professional

studies and technical background, but that they are also

humanitarian. They are capable of integrating with the

population, sharing their skills, sharing their manners,

sharing their accommodation and their food.

If the volunteers were not here a lot of the population

would not have water. But more than this, we have

seen an important leap by having two different cultures

brought together. The leap has been due to good will:

the volunteers are here because they want to do it.

They are an example. If they were not here, the people

would not have a close knowledge that on the other side

of the world – at such a distance – there are other

people in solidarity.

So the people here have gained the incentive to

promote development themselves. I believe this is a

fundamental sign of being alongside the people – not

only looking at the technical aspect but also the human

aspect, and then sharing with the children too. The

people are seeing that their situation is changing.”

Chris from London, UK

“I did a few EWB-UK courses and then

an EWB-UK placement. Looking back,

I can see what a great step it was into

sector.

I heard about EWB-UK through a training organisation in

London. I was volunteering at their offices helping on IT.

A couple of people there had been involved and told me

about the branch at my university.

I really wanted to get into humanitarian relief and find

a way to use my degree for something I was passionate

about. It was the global perspective that kept me going

through my degree – it gave me the reason to study

engineering. In my final year, I did research on joining

bamboo struts. Which, it turns out, isn’t easy.

I loved my placement. It gave me my first proper chance

to work in Africa. Afterwards, I applied to a humanitarian

agency’s internship scheme – with a little help from a

reference from EWB-UK.

I worked in London, Kyrgyzstan and Ivory Coast. I am

now working for the agency in Somalia and Kenya as

their South Central Somalia Water, Sanitation and

Hygiene Co-ordinator. I spend time working on water

technology – and it’s pretty clear to me the life-saving

and life-changing power it has. I really love it here.”

Bitrus from Dadiya, Nigeria

“I was born in Dadiya, a rural

community in Nigeria, but I was

able to go to Lagos for study. When

I finished, I came back home to help

improve the lives of the people in my community.

I worked as a subsistence farmer but I volunteered with

our community organisation. They contacted EWB-UK

for help with a rural access road and the volunteers

that came taught me how to do road assessments and

feasibility studies.

I now know which places are good for a ring culvert and

which places are good for a box culvert using

engineering techniques, and these skills remain with me

even after the volunteers have gone. I gained a lot of

respect from within my community from having these

skills and I am now the chairman of the organisation.

Dadiya now has a health centre, a small wind turbine

and we are growing livelihood activities, in addition to

the original road access work.

The volunteers had to learn Nigerian patience and we

encouraged them to be strong when they found the

conditions difficult. Many people’s lives have been

improved as a result of our work together and I

appreciate the skills I have gained.”

Katie from Cheshire, UK

“I came across a newly formed

EWB-UK branch when I was studying

engineering at university and got

involved with practicals like building

a wind turbine, making bio-diesel and working with a

local community building a rainwater harvesting system

and sand filters.

I started outreach at my branch, running lots of

workshops in schools and community groups, and then

in my final year I became the president. I got an EWB-

UK placement in Pune in India, working on GIS mapping

of slums. I continued earlier work to improve data

management and quality assurance, and set up an easy

way for staff to view and share maps.

I became a placement manager and then took on the

role of Placements Co-ordinator on the EWB-UK National

Executive. I had to lead a large team, make informed

decisions and controlled a substantial budget.

Throughout this time I was working for a big

engineering consultancy and I was able to help my colleagues become more aware of global issues. I have picked up all these skills from EWB-UK, and I feel them kicking in all the time. How do people do without it?!

I now want to do more international engineering work. I can’t pay EWB-UK back, so I’ll try to pay it forward.”

Why Development No one should have to live in poverty today.

Development is about creating a world where everyone has the opportunity to lead safe, fulfilling,

creative and rewarding lives. And it is about more than merely living; it is about everyone being able

to flourish. Today, despite great progress, many people still lack the basic capabilities and freedoms to

begin to determine their own development – and to be able to help others along the way as well.

Development considers the path that we take towards the future. We have learned that the path of

development we are on is the cause of many of the challenges we face. Development depends on the

local context, but we know that our local and global contexts are interdependent. We need a great

transition to new paths of development that are equitable for everyone, everywhere, always.

Nowhere is the challenge more complex and more urgent than where the needs are greatest but the

resources – including the number of engineers – are most limited. People face significant barriers to

development. We want to make sure that access to engineering and to engineers is not one of them.

Why Engineering Engineering drives human development.

Engineering is about more than technology. Engineering is the creative application of science to solve

problems for people. Engineers build capabilities, communities and countries, and play an important

role in designing and managing projects and organisations. They deal with systems and with finding

systemic solutions to complex problems. Engineering is everywhere and is fundamental to society.

The problem is that engineering too often pursues technology for technology’s sake – investing the

time and talent of engineers in advancing already advanced technologies that exacerbate inequality.

We know that engineering is the cause of many of the world’s problems but we recognise that

engineering provides many of the solutions – and can create massive improvements for all people. If

we can help solve the problems of engineering then we can help solve the problems of the world.

Engineers are good at things. Engineers need to be good at people too. By taking the time to

understand context, by embracing complexity and by acting as mediators between people and

technology, engineers will be able to understand technology’s impact and to influence it for the better.

We want to make sure every engineer has the opportunity to learn about and to create change.

Why Young People Young people hold the promise of the future.

Young people are radical, iconoclastic, inspiring, intensely practical, dynamic, open and open-minded.

They learn quickly, are able to take risks and are rooted in their communities. They share ‘beginner’s

mind’ with all the strengths and weaknesses it brings. As young people everywhere learn about

engineering’s role in development, they become deeply motivated to engage in it. They begin on a

journey that affects the decisions they make in their lives.

Young people are the reason that Engineers Without Borders UK exists. Our organisation is just one

expression of the desire for change that young people want to see in the world. In the UK, today’s

young people have incredible opportunities. We have never known a world without the Internet or

affordable international travel. We have news stories and social networks informing us about every

corner of the globe. We regularly have the opportunity to volunteer. Our world view is global.

With more young people across the world in education than ever before, there is a phenomenal

opportunity to explore new paths of development. We want to help young people to create lasting

generational change that is resilient in the face of unprecedented challenges and opportunities. We will

bring young people together with those who can offer experience, advice, knowledge and perspective.

We want to make sure that they have the opportunity to learn about the world they are inheriting and

can share ideas and enthusiasm about how to change it.

Challenges

Today:

World population of 7 billion12

828 million people are living in slums7

884 million people lack access to clean water1

2.6 billion people lack basic sanitation1

Over 1.3 billion people lack access to reliable electricity1

1.5 billion people have inadequate shelter3

1.4 billion people live on less than $1.25 a day4

Over 1 billion people are undernourished4

7.6 million children under the age of 5 die every year from poverty-related causes6

Nearly 2 million people die every year from indoor air pollution8

72% of the world’s poor live in middle-income countries10

By 2030:

World population of 8.6 billion12

1.26 billion people living in what are now the least developed countries1

5 billion people will live in urban areas14

Over 2 billion people will be living in slums15

3.9 billion people will be living in areas of severe water stress16

900 million people will not have access to electricity24

3 billion people don’t have access to clean fuels or devices for cooking24

More than 30 million people will have died due to smoke-related diseases24

The world will need at least 50% more food, 45% more energy and 30% more water1

Under a business-as-usual scenario, 2 planets will be needed to support the world’s population2

Opportunities

90% of the world’s engineers work for richest 10% of the world’s population3

51% world’s population are under the age of 2519

Global life expectancy at birth in 1955 was just 48 years; in 2009 it was 66 years30

Primary school enrolment increased in sub-Saharan Africa from 58% to 76% in the last decade25

School enrolment has increased from 646 to 702 million at primary and 196 to 531 million at secondary

since 199926

Today there are 150.6 million higher education students globally, a 53% increase over 200027

$93 billion a year is needed to address infrastructure in Africa 11

More than 50% of Africa’s improved growth performance is because of new infrastructure11

The amount of new technical information is doubling every two years28

There are 683,443 new internet users per day29

9 out of 10 young people want the opportunity to work abroad, rather than just travel9

79% of employers say knowledge and awareness of the world is important, whereas 74% say degree

classification is important18

93% of young people think it is important to learn about issues in different parts of the world21

67% of students see international outlook for science, technology and engineering as unimportant9

More international students enrolled on UK courses are based overseas than in the UK20

55% of full time students have volunteered in the last 12 months22

83% of students acknowledge volunteering for enhancing their skills and employment chances17

39% of non-volunteers would welcome volunteering connected with their course or career17

87% of young people agree they want careers that add purpose to their lives but only 35% believe this

happens in reality, leaving 59% searching for something more from their jobs23

Vision

“A world where everyone has access to the engineering they need for a life free from poverty.”

Many people in our world face severe challenges even just to live, and we see that access to engineering,

engineers and engineering know-how can help them overcome many of these challenges.

We want to see a world without poverty and without barriers to human development – where everyone can

meet their basic needs, can live in dignity, can realise their potential, can create and can flourish.

Mission

“To empower human development through engineering.”

We remove barriers to development. There are many barriers to defeating poverty, but we think that the

lack of access to engineering should not be one of them – and so this is the mission we commit to.

We want to empower everyone in their own development journeys, with changes to education, with new

opportunities, with improvements to technology and with inspirational leadership.

We will create impact in four new ‘dimensions’ of change: \Technology, Education, Opportunity and

Leadership.

All of our activities will endeavour to create change in all four of these dimensions so that our members

and partners are more fully empowered.

The EWB-UK Development Goals

The EWB-UK Development Goals define what we seek to achieve by 2017 under this strategy.

Each of our ten EWB-UK Development Goals has at least one target associated with it, shown below.

Progress on each target will be measured by a series of indicators and compared to a 2012 baseline.

In five years’ time, we will have…

Goal 1: Awakened greater attention to global challenges and opportunities

… by reaching 5 times more participants in our activities

… by reaching 5 times more people through our resources and curriculum

Goal 2: Educated engineers about international development

… by reaching 4 times more engineers through our learning activities

… by providing 6 times more engineers with 5 days or more of learning experiences

… by spreading the reach of our learning materials by a factor of 5

… by adding 4 times more members in our learning journey

Goal 3: Excited and informed people about the role and impact of engineering

We will have informed 8 times more non-engineers

We will have excited and informed 5 times more engineers

We will have excited 50% more people in the general public

Goal 4: Empowered engineers to respond to global challenges

We will have empowered 2 times more engineers to respond to global challenges

We will have empowered 2 times more members through their involvement with EWB-UK

Goal 5: Enabled new paths of development that are appropriate, sustainable and inspirational

… by contributing to 50% more projects

… by nurturing 50 innovations

Goal 6: Transformed the engineering profession into an enabling environment for positive change

… by establishing more formal institutional accreditation and/or agreements on international

development and engineering

… by increasing by 3 the number of engineers working in international development

Goal 7: Relieved poverty in the communities where our international partners work

… by increasing access to and benefits of technology

Goal 8: Enhanced the capabilities of people, communities and partners

Our activities will have enhanced the capabilities of 50% more people

Goal 9: Discovered and evolved technologies and approaches that address barriers to development

…by contributing to the enabling of 4 times more people to address barriers to development

…by enabling 50% more projects which address barriers to development

Goal 10: Unleashed passionate, talented and transformational leaders

We will have contributed to the development of 2.5 times more leaders

The goals, targets and indicators have been derived from our theory of change, which forms a key part

of this strategy. To explore our theory of change please visit www.ewb-uk.org/strategy.

Massive Small Change

Engineers Without Borders UK is a membership organisation, an education organisation, an

international development organisation, a volunteer organisation and a student-led charity. We deliver

placements, research, training, school outreach and festivals. We support innovation and award grants.

We are a network for knowledge and expertise. We are all of these, and even this list is not

comprehensive!

No single description is an adequate reflection of who we are, and using only one description limits us.

So we now choose a new way to express ourselves by describing not what we do but the way we do it:

“Engineers Without Borders UK is an organisation that creates massive small change by empowering

thousands of new engineers to remove barriers to development.”

‘Massive small change’ is our new organising philosophy and the key to our effectiveness and impact.

Our world faces huge development challenges affecting billions of people; it is the scale of the

challenge that is the challenge! Yet we have learned that effective and sustainable international

development work is people-sized. So we need to respond by creating massive small change: we want

to inspire and empower everyone to take on development challenges in their own lives. If we get

massive small change right in our own organisation, and encourage it within our partners, then the

success of a small idea, approach or solution will spread itself further and create a massive impact.

Massive small change is our ‘big idea’ –

it is a way of thinking about the way we

work. That is, by considering some ideas

for creating massive small change when

we develop an activity, then we will be

able to focus on the small changes

needed for a massive impact. It will help

us to empower more people, to achieve

our mission and vision, to always grow

our impact, to continuously adapt, to be

radical and to respond to emerging

ideas. Not only that, it will help us to

allocate our resources very efficiently,

effectively and elegantly (giving us more

‘bang for the buck’).

Ideas for creating Massive Small Change

To help make real our massive small change philosophy

we will try to keep the following ideas in mind:

Do everything in partnership with others.

Do things that scale by at least a factor of six.

We don’t just do technology, we do engineering.

We seek people for projects, not projects for people.

We believe in the spirit of volunteering.

Convergence of interest, not conflict of interest.

Empower everyone.

Openness is how we grow.

Focus on our influence, not our authority.

Examples of massive small change in action:

In 2011/12 we ran 230 training events attended by more than 6,200 people across the UK. By

writing event handover packs to share their experience, our training volunteers enable others to

deliver the event too – reaching even more people.

Outreach workshops are delivered by our members and volunteers and reaches massive numbers

of school children. EWB-UK runs a website for sharing workshop guides and offers training.

Members' universities and employers provide funding.

For years, we developed lots of teaching materials for universities - which were then never used.

Then the EWB Challenge design competition took universities by storm: a small, single design

brief that could be adapted to each university.

EWB-UK placement volunteers trained Carlo, a Filipino engineer who volunteers with our partner

SIBAT. Carlo in turn trained people in rural villages across the country, helping about 7,000

families get access to renewable energy.

Structure

Massive small change is a new name for a culture and approach that has been the key to the success

of Engineers Without Borders UK over the last ten years. We have an organisation that also represents

a movement. As a movement we have to grow to be successful: we have to develop and recruit new

members, partners, activities, funding, resources, knowledge, recognition, understanding and ideas.

We grow to assist our members and partners on their journeys towards a world free from poverty.

How we grow is important. Under our massive small change philosophy, we choose growth to be

through an enabling environment where members become volunteers who are empowered as decision-

makers. Our volunteers will then be fully capable of working with our partners to develop new ideas,

activities and programmes from the grassroots. Our growth will not be defined by more staff to replace

volunteers, more volunteers to help the staff, more donor-funded programmes, or more members to

campaign and to fundraise. We do not aspire to build a ‘normal’ development organisation. We choose

to be great instead of big.

Engineers Without Borders UK will be a decentralised, open, collaborative and complicated-to-describe

organisation – one that is difficult to compare with others. Because we will work through our members

and partners (involving them not just in what we do but in how we do it), our ‘on the ground’ results

may be harder to define and to find. So we will learn about our true impact by evaluating it together

with our members and partners.

Traditional detailed plans and structures will be less important to us than strategy, learning and fast

feedback. So we will need to invest in helping newcomers to really understand our strategy. We will

need to invest in helping more traditional organisations to understand us and the ways that we can

collaborate to build massive long-term change. Our success will speak for itself, and will make clear

our massive small change philosophy too.

Our staff team will have a culture of supporting emerging ideas and promoting collaboration rather

than of providing command-and-control. We want our volunteers to run our organisation, and to run it

well. So we will support our volunteers by creating an enabling environment where they are

empowered to use their leadership skills and to be the decision-makers – with staff to guide their work

and with staff to support their work.

Under this new strategy, we are going to maintain formal structures that will provide us with activity,

stability and compliance. But we will also enhance these structures to enable novelty, creativity and

flexibility (rather than just tolerating them) and to encourage learning, collaboration and participation.

They will help us to be more agile, more responsive and more innovative. In this way we can nurture

the potential of our partners and our members in complex contexts – whilst also making sure that the

quality of everything we do is outstanding. Indeed, our new structures will help us to practice what we

preach about effective development work.

National Executive structure to enable massive small change:

Our six new portfolio heads

will empower our volunteers

so that they can do so much

more, and so that our work

is coherent both within

and across all activities.

They will encourage freedom

within constraints, and will

be constantly seeking

the right balance in the

interdependent relationship

between creativity and

stability, between top-down

and bottom-up.

As we grow, having

volunteers as the decision-

makers in the National

Executive and in our teams

will help reduce the risk

of staff ‘taking over’

the organisation.

Then, our flexible and scale-able operations team will provide services such as finance, reporting

and IT development – delivering the sort of day-to-day investment in the organisation that we

need to thrive, but that our volunteers may not be able to sustain.

We will continue to regionalise our structure. Developing our internal capacity beyond our main

office will bring us closer to our partners, our members and all of our volunteers (and bring

them closer to each other), and will allow us to give them more support and to be more

responsive; our grassroots need a root structure if we’re going to support their growth. It will

help us to find and understand new partners. We will use our regional structure to inform and

improve our internal strategies, signposting, communications and reporting. Not least, it will

help us to maintain the feeling of belonging and unity within our organisation that is so

fundamental to the sense of being part of a movement.

Our staff will help our volunteers to learn new leadership skills through training, experience and

learning-by-doing. They will help provide the activation energy needed for volunteers to think at

new levels, whilst also helping them to manage their own expectations. We want volunteering in

Engineers Without Borders UK to be inspiring, educational and rewarding; we want volunteering

to unleash their passions and to be transformational. We want everyone to be a leader.

This new structure will help us to perform more effectively as an organisation. This is not just

that we will be able to keep motivating people to work for free: we think that it will encourage

the individual responsibility of the volunteer without it being a burden, and the collective

responsibility of the team without it being bureaucratic. It will help us to do more activities more

effectively, to finish things rather than just ending them, and will diminish tension between the

formal and the emergent.

Partnership

Our partners come in all shapes and sizes. Our international partners may be small community-based

organisations, local social enterprises, education institutions, local government teams, national non-

governmental organisations, UK-based international organisations or major international aid agencies.

Our corporate and academic partners may be schools, colleges, university departments, research

groups, non-governmental or not-for-profit organisations, coalitions, professional bodies, local firms,

service providers, consultancies or major multi-national companies.

We look to partner with organisations who share our interests and priorities. We will consolidate efforts

with our partners to face identified challenges more effectively and to make the most of new

opportunities. Whoever they may be, we will work to understand them and work with the communities

they serve to ensure that we can bring something unique that makes a difference. Simply put,

Engineers Without Borders UK and our partners are on the same team, are on the same journey and

are working together for change.

When working with our partners we will focus

on long term, sustainable outcomes that we

can work towards together. Though this

means we will always be at least one step

removed from direct impact in the fight

against poverty, it will also mean that we can

have greater impact and can celebrate

successes together. We will be able to learn

more, and be able to share learning from

partners from different sectors and different

countries.

We view other organisations that are active in

our three key areas (of development,

engineering and young people) as

opportunities for collaboration rather than

threats in competition. We encourage potential

partners to see us in the same way. By coming

together we will be able to enhance our

strengths and overcome our weaknesses. By

remaining open we will be better able to adapt

to emerging risks and opportunities. We will

participate in wider change. In effect,

Engineers Without Borders UK will itself be a

volunteer – one that is able to help and is

keen to learn.

We are aiming for multi-faceted, responsive partnerships that lead to lasting impacts. Regionalising our

work will bring us closer to our international, academic and corporate partners. Further, regionalisation

will help us to build coalitions and our communities of practice by bringing our partners together – and

not only those with similar interests but where interaction could lead to innovation. We will be initiators

and facilitators of better engagement between, say, UK engineering firms and community-based

organisations, or between UK universities and developing country groups. However, as we regionalise,

we will also remain open to working with partners wherever they may be.

We must remain vigilant to the risks of partnership. We could find ourselves feeding organisations that

stifle innovation, encourage dependency or are otherwise supporting the status quo. We could find

ourselves becoming a fig-leaf for organisations that want to look good but who resist systematic

What we value in partnerships:

Active Partnerships: long-term relationships

with trust and strong collaboration which

enhance positive impact from joint work.

People Participation: enable and encourage

participation of members and partners in all

activities.

Holistic Engineering: working across disciplines

to consider technology that is appropriate to its

social, environmental, cultural, political and

economic context – engineering without its

borders.

Small Footprint: minimising impact on the

environment, at the very least.

Appropriate Technology: using technology that

is ‘low-risk’ in its context – affordable, easy to

maintain, usable, understandable and scalable.

Good Practice: maintaining professional

standards and approaches we can be proud of.

Diversity: representation of and support for a

wide range of stakeholders, views and ideas –

and valuing the complexity that arises.

change, or who resist making development a normal part of engineering practice. We could ourselves

select partners because they make us look good and give us credibility, or we may avoid potential

partners that offer huge opportunity for change because they would make us look bad. The best way to

mitigate these risks will be through early engagement and systems to support continued

understanding, participation and evaluation.

International Partners

The balance between our members and our international partners as leaders of our international

development work is vitally important. To ensure the effectiveness of our international work, and as

matter of justice, we need to ensure that our approach includes partners as decision-makers with us.

Our notion of equality in international partnerships should extend to fieldwork carried out by our

volunteers: we need to recognise the imbalances inherent in aid work and see all of our work as

collaboration. We need to be open to other voices and ready for our assumptions to be challenged.

We want to get better at sharing learning; at working with international partners and local people to

share our skills and knowledge; and at providing opportunities for partners and local people to share

their learning with ourselves and others. This will help us to constantly evaluate and improve our

impact.

Through regionalisation of our work we will take the opportunity to strengthen our relationships with

international partners, our local networks and local knowledge, enabling our work to cover more

diverse technologies, geographies, cultures, languages and types of organisation. With stronger

foundations overseas we will continue to develop opportunities and guidance for our members to lead

their own long-term international partnerships.

This strategy sets exciting challenges for our members and partners. For the success of our

international work and to contribute to global change, we need to apply the challenges we have set for

ourselves in a global context where needs are changing, ways of working are improving and the global

Engineers Without Borders movement is growing.

In our international partnership work we will be led

by our partners, our international volunteers and

our members. Everything we do in our international

work we will do in partnership.

Our approach depends on providing opportunities

for our international partners, for people affected by

poverty and for our members and volunteers. We

recognise the risks involved in how we do our

development work – a field where success is difficult

and errors are costly – so we must invest in

continually improving our monitoring and evaluation

work and learn about what works and what doesn’t.

We will endeavour to monitor and understand our

impact in order to be successful in our international

work.

When we talk about people and engineers in this

strategy we mean everybody in the Engineers

Without Border UK community involved in inspiring,

supporting and carrying out our international work:

members; UK and international volunteers; partner

organisations and their teams; and the people

everywhere, in the UK and the global South, who

The international

Engineers Without Borders family:

We see ourselves as part of the global

movement of organisations that share the name

‘Engineers Without Borders’ and its translations.

We have already established formal

partnerships with some of our sister

organisations, and regularly engage with many

others on an informal basis as friends.

We commit to being an active participant of the

international EWB movement, and we will

allocate resources towards efforts to establish,

and then to join, a formal international network

or family.

We have found that supporting EWB-UK

branches in the UK is a very effective way of

delivering sustainable impacts, particularly in

the formation of new engineers. In the same

way, we may begin to partner with EWB groups

in developing countries alongside our other

international partners.

we work with and for. We will respond to the challenges of different technologies, environments and

communities. In particular we need to recognise the additional challenge facing girls and women – half

the world - in accessing technology and technical training.

Our international activities will operate in our four dimensions of change of education, opportunity,

leadership and technology to create massive change from small, strategic contributions.

Academic Partnerships:

We will introduce a new kind of partnership that

builds on our progress in engineering education:

we will formalise our collaborations with university

engineering departments and educational

institutions as academic partners.

We will establish systems to support academics in

achieving shared goals – such as including a global

dimension in their teaching – and work closely

with them to make sure that every new engineer

can become a ‘global engineer’.

Sustainability:

As we work around the UK and the world, we must

consider the effects of our activities – particularly

on the environment but also on our people,

partners, knowledge, systems and funds.

We want Engineers Without Borders UK to be

sustainable. Unlike the alternative, nothing bad

comes from being sustainable – which is reason

enough to commit. But, because of the particular

work we do, we must practice what we preach in

terms of sustainability to set an example to all our

partners.

We will task a cross-cutting team of volunteers to

help us become a sustainable organisation, asking

them to look at our activities and impacts (and

their interactions) over time. It will also be

important to explore more sustainable funding

models with our partners and with new partners.

Corporate partnerships:

We have had three main priorities for our

relationships with companies: sponsorship;

staff awareness; and promoting membership.

We have been guided by the fundraising

opportunity and by our ethical policy.

Under this new strategy, we will build on our

main priorities for our relationships with

companies - sponsorship; staff awareness;

and promoting membership - and take our

relationships to a new level: we want our

sponsors to join a collaborative community

for creating change, alongside our other

partners. We want to move towards corporate

partnerships in the truest sense, and to help

them make more of their tremendous capacity

to develop communities, cities and countries –

with the right staff who have the right skills.

‘Doing the right thing’ is defined by standards

that emerge from belonging to a community.

Through corporate partnerships with carefully

selected firms that share our priorities, we will

genuinely be able to belong to the same team.

Further, we could broker the capacity of our

corporate partners to enhance the capacity

of our international partners.

New volunteer ‘champions’ working at the

offices of corporate partners will help us

to understand them, help them to understand

us, and help to explore and achieve these

aims.

Membership

Engineers Without Borders UK is its members. Members are all people who choose to engage with our

organisation and who share our goals. Members are our hands and feet, and heart and soul – they

define our living culture and give us life. Members inspire the organisation and we inspire them.

Membership isn’t just something we do, it’s how we do what we do; we want to engage people in both.

Our members want to defeat poverty. They want to use engineering to help people and to build a

better world. Their energy, creativity, idealism and desire to learn have already proven to be powerful

in driving sustainable development – given the right technologies, opportunities and networks.

Members helping partners is how we create change. Our new organising philosophy of massive small

change and our new structure are designed to empower members to empower partners. Our partners

engage with our members first and foremost, and they work with members as members work with

them. Our members give us our credibility and are our national and global presence.

Who and what our members are therefore define what the organisation is. If our members are

engineers who understand international development then we are engineers who understand

international development. If our members are mainly new engineers who want to change the world

then so are we. This means that there is a need for us to invest in our members’ vision, understanding

and skills to make the organisation happen

– as someone might learn a trade. This is

particularly important because members

become our volunteers, decision-makers

and leaders, and also because our

membership is always welcoming

newcomers.

At the same time, year on year, our

members move on in their journeys and

share their skills and energy. They become

leaders and advocates for good practice in

international development, they transform

the engineering profession and they create

massive small change. We will work with

our alumni members to continue our

dialogue and we will develop new ways for

them to continue their relationship with us.

Volunteers

One of the special things about Engineers Without Borders UK is that we are run largely by volunteers.

Indeed, members and volunteers may even be considered synonymous. When we place a volunteer in

an international partner, seek a volunteer to make a brochure or ask a volunteer to lead a national

programme, we are trading in motivation and learning. We are at our best when an individual

volunteer experiences change in technology, capability, opportunity and leadership.

We can mobilise so many volunteers because their motivations resonate with ours. Even at a very

practical level, they can see how their work fits into a bigger picture. Volunteering with us is exciting,

whether in the field or finance team; and people work for free because it is exciting. Indeed, this

becomes an important test of whether something is worth doing: would you do it for free? Also, we

engage with new volunteers as peers and tend to work in small teams, not big hierarchies.

Membership promises:

We want to be more explicit about our commitments

to our members and the role they play in shaping our

organisation:

1. We promise to involve our key membership of

young engineers at all levels of decision-making.

2. We promise to prioritise support to our members

as they empower and equip themselves.

3. We promise to always demonstrate our belief in the

effectiveness of empowered and equipped

engineers in defeating poverty, across all our

programmes.

Volunteering with us is personally relevant – and we try to make it so. It is part of the personal journey

being made as people learn about engineering and international development. Not only can they learn

new skillsets and new mindsets, but they can learn about themselves too. Empowered by a sense of

belonging and progress towards big challenges, volunteers increase their self-confidence and sense of

self-worth. They develop leadership skills develop very quickly. They find an expression for their desire

to change things, and begin to lead beyond their authority because they are engaged in something

bigger. They learn how to seize opportunities, solve problems, manage projects, work with people,

respond to unexpected outcomes and consider complex issues. Everyone learns to be a better engineer

and a better leader.

Under this new strategy, we will work to make more explicit this learning which, so far, has only been

implicit in our plans, approaches and strategies. This sort of personal professional development is

a worthy end in itself. We now choose to invest in

it directly because it is so fundamentally

connected to our capacity to mobilise volunteers

and to the relationships we have with all our

partners. Investing in the vision, understanding

and skills of our members who volunteer so that

they become influential engineers and leaders

wherever they go is how we create massive small

change.

Membership system:

Telling stories about our members, their

journeys and their work with partners will be a

priority. These stories will sit alongside our

statistics and give a flavour of the massive

small change that our members create.

Our membership database, like any database,

is only as good as the data that’s in it. We will

continue to invest our membership database as

a core function of the organisation. It is as

important to us as, say, our finance function

and should receive similar levels of investment.

Our membership systems will allow us to make

more explicit the journey that our members

have taken with us, and where they have gone

on to in their lives and careers – our ‘alumni’.

By comparing a member’s experience with us

with that of others, and our ideas of what

mindsets and skillsets we should be offering,

we can help to identify learning opportunities.

We will also be able to accredit their learning,

whether informally or formally. By keeping in

touch with our alumni and following their

career paths, we will be able to understand our

impact and to respond quickly to changes or

new ideas – particularly in the latest thinking

on engineering and international development.

Volunteer groups:

We have a number of dynamic groups of

volunteers that power our organisation:

National Executive team

National teams

Regional teams

Committees of membership groups

We have invested a great deal in training and

supporting these volunteers, and will continue

to do so. But under this new strategy we will

go beyond taught, function-focused training

that equips volunteers with new skills. We will

support their journey through challenges they

tackle with formal and informal learning

opportunities, empower their personal

development and explicitly develop their

leadership skills.

Membership groups:

Members coming together in groups has been our fundamental building block since we began.

Membership groups give a sense of connection to our cause, and a method for mobilising.

Our main membership groups are currently…

University branches

Regional professional networks

Communities of practice

… and we can see that others may emerge in the near future, particularly to cover every level of

engineering education in the UK: academics; researchers; further education colleges and

university technical colleges; and even schools through junior membership.

University branches operate as independent organisations registered as university societies.

They affiliate with us, so that we can behave together as one organisation. Under this new

strategy, and through our regional teams, we will continue to allocate more resources to our

branches and begin to explicitly incorporate their plans and activities into our own management

systems. This won’t be easy but will help us to provide systematic support, good governance and

greater sustainability to our branch network.

We will also do more to empower our other membership groups to have the same independent

spirit of a university branch, taking on their own aims and activities rather than just continuing

to support ours.

The highest risks and greatest opportunities of our membership groups are in their own

international partnerships. Under this new strategy, significantly more resources will put towards

sharing learning about international partners, international development and good practice. If we

get it right, then we will see a step change in the number of international partners that we can

support and in the assistance that we can provide to their efforts to defeat poverty.

Journey

There is no clear, single path for an engineer to become effective in international development, but we

know that learning and experience are vital. Engineers Without Borders UK has learned – through

experience – that engineers, wherever they are, need the skillsets and capabilities of a technologist,

problem-solver, development practitioner, manager and leader. Engineers in every nation need the

opportunity to discover different mind-sets so they can think at a new level, see things differently and

value complexity. In short, engineers are good at things – but they need to be good at people too.

Our activities explicitly encourage the sharing of skillsets. The way we do things implicitly provides the

‘activation energy’ needed for forming new mind-sets – for new ways of thinking. Trying to define a

clear, single path could lead to narrow messaging and could be counterproductive, so we want to take

a more educative and values-based approach. We want to suggest a new dynamic definition of what a

journey towards being an engineer in international development might involve, and what qualities and

characteristics are needed in a ‘global engineer’ or an ‘engineer without borders’.

The learning journey towards being a professional engineer is clearly specified in the UK and it leaves

scope to learn about global challenges, sustainability and appropriate technology (though attitudes

towards these issues do need further support in some areas). The learning journey towards becoming

a development leader is therefore where we will focus efforts under this new strategy. If you are on

this journey then you can be a member of EWB-UK, regardless of your age or whether you’re an

engineer.

Particularly at its beginning, at the start of the learning curve, the journey should feel like you’re going

on an adventure. The journey will hopefully never end, but when you’re further up the learning curve

you should feel like you’ve got ideas to share, changes to make and something to give back. Overall,

our small contribution will be a sort of leadership factory or a talent pipeline where we help everyone,

everywhere to make their own

way, to determine their own

development and can go on to

create massive change.

One of our fundamental roles

will be to facilitate and curate

members’ journeys to support

the journeys of our partners so

that, together, they can create

change and support each other

towards shared goals. This

means members and partners

collaborating to share skills, to

explore other cultures,

contexts and world views, and

to more effectively work to

defeat poverty.

Under this new strategy, we

will develop more learning

opportunities, more diverse

learning experiences and more

reflection on those experiences

so that people can connect and

find paths of development that

go beyond simply applying the

usual, linear solutions in every

context. We aim to enable the same depth of learning about people and issues as engineers receive

about technology.

To be an engineer without borders, you have to be an engineer first – which is why we have put ‘a

great engineer’ at the heart of this collection of attributes of what we think makes an ‘engineer without

borders’ or ‘global engineer’:

A great engineer

Understanding your role as an engineer, and particularly

ethical responsibilities,

in a global society Passion

and willingnes:

personally engaged

A good manager, then able to be a good leader

A broad understanding of the human experience, leading to

better design

An holistic systems thinker

Sharing, comfortable working with decentralised systems and knowledge ecologies

Recognising the potential impacts of engineering

practice

Embracing systems view of life (concepts like networks, self-organisation and

emergence), overcoming subtle cognitive barriers that prevent this –

particularly the paradigm of reductionism

An ability to incorporate

understanding into

engineering practice and

decision making

Ability to reflect, perform critical analysis and

evaluate decisions

throughout engineering

practice

An ability to understand both local and global

context, its influence and limitations (a

‘systems thinking approach to the

global dimensions’)

Contextual listener, able to interpret

meaning and to recognise

context

Ability to synthesise,

reflecting that tackling the

biggest challenges means connecting

many small decisions

Can connect conversations, seeking public discussion and linking issues

together rather than seeking a

settlement

Ability to learn from mistakes and from

other people's mistakes

Combining neo-

newtonian training with experience of adaptive pluralism

Incredibly creative and ingenious, in

the small and large

scales

A sense of fun and a sense of

justice

Thinking sustainably, in '4D', and

able to define the real

problem and constraints of

solutions

Beginner's mind - fresh ideas, asking

'stupid' questions, innovation

Explorering and learning constantly, particularly in unfamiliar

situations

Confident to challenge the

status quo and your comfort

zone - a questioning

attitude

Humility

Seeing and comprehend

-ing the bigger picture

Ideas This strategy sets out why we do things and the way we do things. In preparing this strategy many ideas have

emerged about what we do, and what we might do in future…

New programmes and activities will include:

Greater support our international partners and for member-led international partnerships, including field staff

More learning opportunities in developing countries, particularly by growing our summer school activities

The establishment of the ‘EWB Challenge’ as one of our core programmes

A new ‘Development Leadership’ programme of transformational training aimed at our UK volunteers

Re-forming our Bursaries Programme as an ‘Innovation Hub’ for emerging ideas and to incubate them to scale

A much stronger emphasis on the ‘Global Engineer’ definition in our engineering education activities

A new book called ‘Engineering in Development’ to draw out all of our technical and development knowledge

Significantly improved support for knowledge sharing, monitoring, evaluation and impact assessment

Telling more stories about our partners and the communities they support, and our members

Courses on cradle-to-cradle

Training medical technicians Increase our brand amongst professional engineers, through champions Teach engineering overseas

More work in mapping, particularly in supporting data sharing

Focus more on the marketing of appropriate technologies

Supporting learning from failure

More UK-based placements

Lego Without Borders

Internships with our sponsors’ corporate responsibility activities, like the Tata ISES scheme

Support sponsors to match-fund member-led partnerships, like in EWB-USA

Mentoring for disadvantaged students

Outreach to focus on schools in less affluent areas

Getting involved in DFID’s new International Citizen’s Service

Teaming up with the MakeSpace & FabLab movements

An exchange programme where

volunteers come from partners to the UK to participate on work placements with sponsors here

Tell people about existing degree courses on development

At least one event per month per region

Train local individuals in developing countries, perhaps

through twinning projects

Outreach for older audiences… university and workplace sessions

Work with EWB-UK alumni who have become teachers

Outreach to help address educational disadvantage

More festivals for more breadth in our outreach audiences

Support for formal credit for EWB-UK volunteering

Support practicals/labs with skilled technicians and equipment in developing country universities

Advocate for government funding and industrial sponsorships/scholarships

at universities in developing countries

Support academics in developing countries on curriculum and teaching methods

Form an EWB-UK Academic Network, like the Professional Network – but international

Help set up EWB in developing country universities as a way to support creativity and leadership

Involve branch partnerships in EWB-UK planning and budget systems, improving management and experience

Make an engineering graduate equivalent

of the ‘Want to be an Aid Worker video’!

An EWB-UK team of teaching assistants at UK universities

EWB-UK as a recruitment agency for organisations looking for engineers

More opportunities for professional engineers to use their skills in developing countries

An EWB-UK guide on international partnerships,

to help on the very steep learning curve (teamwork, leadership, fundraising, international development, new cultures, management)

More PhD partnerships

giving more sustainable funding for research

Break down the barriers between development and engineering communities (where engineers don't know how to work with people and where development practitioners don't know how to work with technology) by demonstrating a new

generation of engineers is emerging and by engaging with recruiters and decision makers.

Support for refugee

academics in the UK

Partner with others to share online technical libraries

Communicate more effectively on how EWB-UK can work with different types of organisations

Help the relief/development sector with guidance on who they need for what technological skills Shift emphasis back towards the role of technology in development inside

development masters courses (after a long period where technology has been out of favour and is used just for examples of failure)

Academic secondments, in both directions, to learn and exchange ideas

Careers guide: How to be a development engineer.

Organise careers fairs with development organisations

Support partners with remote mentoring, training and problem solving

A complete library of EWB-UK project reports

Improve access to information through the website, particularly on past placements

Better sharing of success and failure stories, including

between those doing research and outreach activities

A shared database of member and volunteer contacts

Reduce the carbon footprint and ecological footprint of our events

Promote idea that change starts at home with more focus on sustainable living and systems

thinking in the UK

Build a training camp overseas and get our volunteers to train people there

More placements to help teach science and engineering in schools

Reach more universities!

Help solve the credibility issue that sustainability is seen as soft alternative to

‘proper’ engineering

Design a first year module for universities to include poverty alleviation

Work with universities to make international

development part of the syllabus in every year

Educate engineers around the world

Visit more universities to

give lectures so that more students are aware of the importance of development

Run lectures for non-engineers to enhance knowledge and engineering exposure

Get involved in government policy boards, education boards and similar

Effectively monitor our impact and evaluate our successes / failures to help us all learn

Shout louder that “you don’t have to work for a charity

to save the world”!

Promote fair trade

Employ staff to second to UK universities to supervise research projects, like Developing Technologies do

More funding for member-led international partnerships

Have a minimum period for working with local partners, improves effectiveness, reporting and safety

Focus more on long-term capacity building in our partners

Support better project management in our international partners

Keep clear strategies / theories of change towards our objectives

Measure results to help make sure our work is used over the long-term

Create a Plan International for university engineering degrees! Some developing

country students can’t afford to go to university because their fees – even £50 a year – are too high.

Use Kiva to loan out money sat in our bank to help entrepreneurs in developing countries

Set up an accreditation scheme to support professional and educational

accreditation, particularly for learning/training activities and for placements – some institutions don’t currently accept it!

Establish personal development plans for members to become a global engineer, like in EWB Canada

Increase membership’s role in governance with a membership council, like in ISF France

International partnerships should be sourced by EWB-UK and awarded to branches

Help to (re-)define engineering roles, translating them to be relevant in development

More mentoring for research students by professional engineers

Build excitement towards engineering education in developing countries!

More training course on systems thinking and complexity theory

Start branches at further education colleges - they are expanding more into international students sector and we need more

technicians involved.

Develop our knowledge management capability – a cornerstone of enabling massive small change! Useful for defining partnerships and opportunities, and for signposting to new people and activities.

Invest in monitoring, evaluation and impact assessment

so that we can tell more stories of our member’s and partner’s journeys.

Encourage international partners to get local people to volunteer - do this through building

capacity within those organisations and ensuring that the volunteers and organisations benefit.

Thank you Thank you to our members, partners and volunteers who have contributed to our new strategy. Particular thanks go to: National

Conference 2010 and 2011 participants; the 2010-11 and 2011-12 National Executive teams; 2010-11 and 2011-12 Board of

Trustees members; 2011 Branch Presidents and Training Ideas Days participants; Outreach Conference 2011 participants; and

returned Placement Volunteers, particularly from 2011.

We would like to thank the following people for their time and support for developing our new strategy: Prof. Peter Guthrie OBE; Dr.

Matthew Harrison; Edward Bickham; Prof. Robert Chambers; Prof. Paul Jowitt CBE; Lord Browne of Madingley; Jennifer Schooling;

Mark Fletcher; John-Paul Wale; Jerome Bowen; Paul Astle; Vidya Naidu; Simon Trace; Dr. Yusuf Samiullah; Dr. Mike Clifford; Dr.

Tim Short; Dr. Brian Reed; Daniel Paterson; Tariq Khokhar; Edward Murfitt; Dr. Priti Parikh; Andy Mayo; Dan Butler; Prof. Charles

Ainger; Ian McChesney; Bob Reed; Anna Le Gouais; Rod MacDonald; Stephen Jones; Dr. Tony Marjoram; Kelvin Campbell; Clare

Bain; Pat Conaty; Lizzie Brown; Danny Almagor; Mike Kang; Cathy Leslie; Sunny Oliver-Bennetts; Kai Lofgren; Joe Mulligan;

Lorraine Headon; Richard Jones; Peter Vince; Richard Coltman; Chris Cleaver; and Thalia Konaris.

We are also grateful for the generous assistance of: EWB Canada; EWB-USA; EWB Germany; EWB Australia; EWB New Zealand; ISF

France; ISF Spain; Arup; SKM; and the Humanitarian Centre.

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Engineers Without Borders UK is an organisation

that creates massive small change

by empowering thousands of new engineers

to remove barriers to development.

Through our members, partners and activities

we inspire, inform and support people

to respond to global challenges.

We work to find new paths of development,

and to create opportunities to harness

appropriate technology and engineering skills

to enhance people’s lives.

We unleash passionate, talented and

transformational leaders

who want a world where everyone

has access to the engineering they need

for a life free from poverty.

www.ewb-uk.org

enquiries@ewb-uk.org

Engineers Without Borders UK is registered in

England and Wales. Limited by guarantee.

Registered Company No.: 4856607.

Registered Charity No.: 1101849.

Scottish Charity No.: SC043537.