Mafayo stands proudly outside a Cassava processing facility in Malawi.

1. We are Engineers Without Borders. We exist to bring an end to the injustice of global inequality. We are driven to create meaningful and lasting opportunities for Africans by tackling the root causes why poverty persists. We envision a world where a girl born in Ghana, Malawi, Burkina Faso, Zambia, or elsewhere in Sub-Saharan Africa in 2010 will expect to graduate high school in 2030, just like a girl in Canada would. Mafayo stands proudly outside a Cassava processing facility in Malawi.

2. Second Decade Discussion First, this is confidential. SCFs, please don’t begin to share yet! Purpose of this meeting is to start a conversation about EWB’s second decade: • Opportunity to use “birthday/momentum” to being about changes • “Deadline” of conference to force closure and to not lose opportunity There are two parts to this disucssion, each with some pre-reading: • Feedback on Common understanding (30 min) Pre-reading: EWB Africa attached and http://blogs.ewb.ca/seconddecade/ and Slide 3 • Is this an accurate reflection of what’s important to capture in EWB? • Is this a compelling articulation of what EWB is today? The documents are meant to capture ideas; particular audience articulation will emerge from them. • Starting to explore strategic options Looking into the second decade will require examining strategic options in more detail. The rest of this document attempts to provide a framework for different areas where changes could occur. This discussion would be to react to, and continue to push, this framework, and then to come back with a process for further discussion. At the end, we’ll discuss the question of who to bring in when.

3. Visual change to represent programs (Shayne’s suggestion) To… Canadian Programs Mobilizing a profession to move Canada from support Africa with Charity to Opportunity African Programs Simple: “Ideas that work” Complex: Operational innovations to help solve the problem of scale From… • Why the change? (and options for visual representation) • Reflects better half-half work • Potentially lower and higher sophistication versions of this • Africa might not be sector based.

4. Outline of this document • Proposed framework for thinking about this – pg.5 • Review trends in EWB • Purpose is to discuss and continue fleshing out these trends, and our understanding of them • Programs – pg.6 • People – pg.7 • Changes in EWBscape (internal and external) – pg.8 • Discuss some of the “changed landscape” • Range of specific ideas for changes – pg.9 • Where EWB’s impact likely comes from in 2020 and implications – pg.10 • Next steps – future process internally and external

5. Strategic Options - framework What are we trying to accomplish with this conversation? • Articulating “what is EWB?” • Set of aspirations, people, programs, organizational strength/structure • Better articulation of what we are doing now? • Change in 5-10 year vision? General, specific? • Understanding of new people involved? • Professional engineers • Alumni • Changes in students? • Understanding of new programs? • Where do ideas come from within EWB? The masses? Entrepreneurs? How will this be different in the future? • 10 big ideas to change the world (TED talk like) • What about changes in organizational strength/structure? • EWB 2.0? • NO strength? 2000-2010 First Decade What’s Different? 2011-2020 Second Decade

6. Gradual trends – to see what change we are building off Canadian Programs New program area. Likely will have program components shortly (e.g. policy, outreach). African Programs Gradual evolution of African programs over past 24 months. Challenge is programs can’t grow without more funding. Overall influencing not growing without significant investment (reputation needed). Turnover still a major bottleneck. Strong and consistent program results; Relatively “decentralised”; Good local innovation. Not reaching scale of large impact; Few die-hard champions taking on new responsibility Overall Changes in structure creating some entrepreneurial space Strong education component; Plateauing impact without more resource investment. Increased corporate, P.Eng, and high school engagement.

7. Gradual trends cont. • Overall • City networks haven't taken off • MyEWB2.0 and self-organizing groups haven't taken off • SCE program to be proven still Two types? 1. Some doing conventional engineering; 2. Some doing SPTM engineering, (Some doing other things) Increasing levels of high engagement; Driven by entrepreneur (Andrew conf), or relationship (RF on many things), or distributed teams Little formal network for mutual benefit to being an alumni Note the new category here: It’s alumni working in areas that overlap with EWB’s programs. More and more “competition/collaboration/overlap) Entrepreneurial: Ethical Ocean, AfriCAN, RtO, Roles in other orgs: (Development, Fair trade, Global engineering, other) More chapter support resources. Less central to org overall; Less upper level management focus. Stronger JF program that looks really good and sustainable. Haven't been able to engage very well, except the natural EWBers who missed the EWB boat as students. Growing and exciting “pro-JF” program New group, but maybe growing/ opportunity (people who see problems in sector/exposed to Africa/ development and decide EWB is a good solution)

8. Significant changes in EWBscape that we might not have noticed • Note: This is only a start. Would like to develop more. Internal • NETWORK – our network is huge and growing, and underused. Currently in most-experienced people’s heads (rather than connections captured formally) • Better reputation (this is an opportunity and risk) • Used to be ahead of the “world” on IT (social network, web 2.0, etc). Currently doing a great job with limited resources but starting to lag. • Individual ownership + organisational flexibility, risk-taking, etc. inevitably change/decline without major efforts (these are no longer as “natural”) • External • Major shift in aid reform and presence of allies • More “capable” organisations in Africa that could use technical help • Growth of non-EWB players with overlap in Canada (e.g. TransFair getting better at things, Global Engineering program at UofT)

9. Potential big changes in EWB • Note: This is only a start. Let’s continue thinking! Inherently a “second level” not entry program? Link to our work in Africa? Own policy shop? Better alliances? • Keep on building. Increase impact: • Through scale of existing programs. Eg. WatSan work in other countries, • Through replicating in other countries/sectors • through influence. • Previous bottleneck was opportunity; current bottlenecks are $, leadership, recruits. • Potential significant change in program to decouple with EWB in Canada (go after foundation funding, hire locals etc.); it is currently hard to keep linkages; is our program ideal for link? • Bold new ideas: • Need for African management experience; program to bring Africans to Canada for experience • Engineering training • New ideas like open data initiative • Links to EWB-based startups? • New “best technical assistance ever” program Corporate partnerships to increase sophistication and improvement of Canadian African linkages. Leading or brining together coalitions like MPH or others? More elements related to travel or investment? Embedding more deeply within engineering schools. Mining engineering – partnerships/change from the inside; Mining engineering – advocacy/outside engagement? Future corporate or P.Eng changes?

10. The paradox – impact growth would likely come not from student chapters, yet they would remain the necessary foundation Student impact growth is incremental, other areas likely order of magnitude. Student impact will go from being critical, to relatively less important.

11. Structure/people changes? Some People questions: • Ownership – What does it mean? Do people join EWB for the organization? For the cause/sophistication? People immediately around them? Do they feel connected to/proud of other areas of the organisation? • Entrepreneurship – How much change is driven by an individual change entrepreneur with a reasonable understanding of an area, a vision for change, and an ability to mobilise people around that? How much innovation is created this way? • Vision –Are people motivated by a big vision or direction? If so, is this around change/impact, or EWB growth, or both?Or are theymotivated by a series of programs that they could lead? A set of specifics? Structure questions: • Change programming structure in Canada from three outcome areas, to students and professionals (or better names)? • What relationship to have with “Alumni with program overlap”?

12. Next Steps Not sure next steps: • Who to bring into the conversations, when, with what amount of structure? • 3-4 program staff to be involved in helping to structure and roll out more broadly • Proposal by Oct 15th