Now consider sustainable design in a developing country! How do the projects compare and contrast? First let’s consider the similarities. The first critical step in a successful project is determining a clear definition of the scope with the end users. Developing clearly defined objectives simplifies the second step: the project manager’s assembly of the appropriate project team: selecting those individuals with relevant experience who can ensure implementation of sound engineering principles. Next, we must factor in the critical factor of continued and effective communication with all parties throughout a design and construction process. And, the final ingredient to success is flexibility, experience and determination. This generalized approach can be considered as a universal blueprint for any successful project.

So, how does Sustainable Engineering in a developing community differ? Let’s examine the following example of our continuing Engineers Without Borders project in western Kenya: The Matunda Health Centre (MHC) Water project¹.

1. Scope - In most typical projects in more-developed communities the project scope is defined early on by the “client.” The communities, in which EWB works, however, are often lacking many basic necessities, and, as a result, it is difficult for the members of these communities to understand that issues must be addressed systematically and, in the interest of available resources, often as separately phased projects. The EWB engineering team must work diligently to help the end-user develop a clearly defined scope. The MHC Water project team is facing this situation. Developing a clear project scope demands that we work with the community to answer the following questions: how many people should the new water system serve? We must determine the clinic’s potable water usage, and aim to meet that objective. Do we just deliver the water to the front door? To what extent must the clinic’s plumbing infrastructure be improved? And how do wastewater and irrigation needs figure into the equation? To what extent should the needs of the surrounding community of 70,000 be met? These questions about scope will be asked during the data collection trip. They must be answered before a design can be undertaken.
2. Assembling a Project Team – In general given the nature of our volunteer organization, EWB project teams are assembled before the projects are awarded. Projects are based on the volunteers’ availability, their skill sets and the projects which are out for RFP from the national chapter. At an interest meeting, the team’s skills are measured up and a proposal is issued for the project that best matches its expertise and interests. This system usually ensures that the team has the needed technical resources before the project begins.</li>
3. Effective Communication – In a world where we sleep with our blackberrys and cell phones, how do we stay on top of our clients’ needs when they are unreachable by these means? We have to return to old proven methods; we send messengers. One of the biggest challenges faced when running a project in a developing country is the lack of a reliable communication system.  So the question becomes: how do you manage a project when communication with the client is limited to a monthly messenger?
4. Flexibility – To successfully work in a developing country you must adapt to the social customs without compromising your own work ethic. To do this, you develop a strategic flexibility.  Although we must plan out all of our actions and prepare a schedule, these are only used as benchmarks. Don’t expect anything to happen on time, include large safety margins and remember that plan A and plan B will most likely not work out. The only way to approach these projects is to fully understand the underlying tasks that must be completed while appreciating their interrelationship with the community.  This fundamental understanding is critical to the ability to improvise on site and dynamically develop and execute a plan!
5. Experience –The first lesson you’ll learn when you start working in a developing country is that “an hour is not always 60 minutes.” The concept of time varies per country; our patience and understanding of this concept will help us avoid frustration and further delays.
6. Determination – Focus and determination take on a new meaning when it comes to these types of projects. For the Matunda project, we had planned a data collection trip in January but were forced to indefinitely postpone it after Kenya’s presidential elections in December resulted in political unrest. We were reminded that our reality is very different in comparison to the reality of other parts of the world and it is critical to understand the country’s political and social situations and not move forward hastily.

¹EWB is a nonprofit humanitarian organization that builds infrastructure in developing countries through sustainable engineering. The objective of the Matunda project is to bring water to a health center in western Kenya, the MHC Project is currently part of the EWB NY Professional Chapter. For more information or questions email us at This e-mail address is being protected from spam bots, you need JavaScript enabled to view it .

Authors' Contact Information:
Yurintzy Estrada
Structural Engineer
DMJM+Harris
This e-mail address is being protected from spam bots, you need JavaScript enabled to view it

Stephen Morse, P.E.
Principal Engineer
The Louis Berger Group, Inc.
This e-mail address is being protected from spam bots, you need JavaScript enabled to view it