Andy Williams, Global CIO at Save the Children - An international company who's business is to save children's lives


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Andy Williams, Global CIO at Save the Children spoke at the CIO Event UK 2013

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  • - Reinforce scale, impact and reach
    Working in almost 120 countries
    Long ’term development programmes and Humanitarian response
    Examples of impact
    At the UN General Assembly we lobbied governments to recruit and train the 3.5 million health workers needed to reduce child mortality by two thirds, as pledged in the fourth Millennium Development Goal.
    We secured US$4.3 billion for the Global Alliance for Vaccines and Immunisation to immunise 243 million children by 2015.
    We responded to 53 humanitarian crises around the world, including natural disasters and armed conflict.
    Save the Children works with a diverse range of partners to extend our reach and achieve our ambitions for children
    We are now a US$1.7 billion organisation, achieving more than ever for children
  • A breakthrough is a remarkable shift from the current trend and a sustainable change in the way the world treats children, as experienced by the majority of affected children in the world. This kind of change is only achieved over several years, utilising our full Theory of Change in partnership with others.
  • Campaigns play a critical role in raising awareness, changing social norms, policy and behaviour. EVERY ONE is Save the Children’s global campaign until 2015. The vision for EVERY ONE is to make MDG 4 a reality so that by 2015 no child under the age of 5 dies from preventable causes and that public attitude will not tolerate a return to high levels of child deaths.
    The global campaign team leads the development and coordination of our strategy to achieve the policy and political breakthrough needed to save children’s lives. We drive the global campaign around international moments, for example in the UN system, and coordinate Save the Children’s public campaigning internationally. In member countries and over 50 countries with high levels of maternal, newborn and child mortality we will campaign for the policies, practice, funding and political will needed to speed up progress dramatically, so that the MDGs can be met by 2015.
    We focus on achieving change nationally and come together around key global moments where we can help to spur progress in developing countries, either by putting issues on the agenda, or by eliciting commitments from governments and other actors.
    Partnerships are central to our campaign approach, and the team works alongside other countries to build strategic funding and campaign partnerships that leverage the resources we need to amplify our voice and increase our impact.
  • Every year, we save many lives by preparing for, and responding rapidly to, emergencies. And we help children recover from crises by providing quality education, safe play spaces and emotional support.
  • Members (30)
    Deliver our domestic programs
    Support international programs
    strong role advocating for change and building relationships with its own supporters
    all members support Save the Children’s global campaign to stop children dying from preventable causes before their fifth birthday
    contribute to Save the Children becoming the emergency response agency for children
    In addition, members lead global initiatives on education, protection and child rights governance.
    - Internationally programs will be delivered through a merged operation, managed through seven regional hubs and reporting to a relatively small, central office. Down from 650 staff and 27 regional offices …2 year change programme
  • Andy Williams, Global CIO at Save the Children - An international company who's business is to save children's lives

    1. 1. Save the Children November 2013 1
    2. 2. Save the Children Save the Children is the world's leading independent organisation for children. We work in around 120 countries. We save children's lives; we fight for their rights; we help them fulfil their potential. Last year we touched the lives of over 125 million children worldwide and directly reached 45 million children. OUR VISION is a world in which every child attains the right to survival, protection, development and participation. OUR MISSION is to inspire breakthroughs in the way the world treats children, and to achieve immediate and lasting change in their lives.
    3. 3. Where we work : 120 countries 3
    4. 4. What we do: Inspiring breakthroughs 4
    5. 5. What we do : Driving global campaigns • Every year 6.6 million children – nearly half of them newborn babies –die from illnesses that can easily be prevented or treated. • No child is born to die. And no mother should die giving birth. Yet every year millions do. Save the Children is campaigning to end this injustice. 5
    6. 6. What we do : Humanitarian emergencies Save the Children also aims to be the lead humanitarian organisation for children. In 2012: Save the Children responded to 77 humanitarian crises – compared with 53 in 2011 and more than any previous years. We reached 11.2 million people. 6
    7. 7. Inspiring breakthroughs - video 7
    8. 8. Since 2010, we have been transforming ourselves to become more globally integrated…but with strong national fundraising & donor mgmt 30 x Save the Children national organisations One Save the Children International London global advocacy offices Strategic initiatives and major IT projects are now managed globally 7 regions Deliver services in over 60 countries National members lead •Fund raising •Donor management International teams lead •global campaigns and programme delivery •global IT 8
    9. 9. In 2013, a new IT Strategy was agreed to be part of the 5 core strategic business priorities 9
    10. 10. We decided to create a set of ‘interdependent’ IT strategies which collectively enable the Vision & Mission 10
    11. 11. We discovered over 220 IT professionals in 60+ countries, spending nearly $30m… with collective IT capabilities lower than needed 0 Absent 1 Isolated 2 Repeated 3 Defined 4 Managed Strategic IT Alignment IT Governance Architecture Management Solutions Delivery Service Mgmt & Operations Workforce & Resource Mgmt NOTE: we decided to target level 3 as minimum level of maturity for IT capabilities 11 5 Optimised
    12. 12. Our Board have now endorsed 5 new ‘IT ambitions’ “By the end of 2015, we will be using IT in a more ambitious way to 1. enable productive social connections, within and outside the organisation; 2. generate knowledge and insight from trusted data; 3. prove and improve the scale of our programming impact; 4. enable efficiency whilst enhancing effectiveness; 5. establish ourselves as a ‘leader’ in using IT within programme delivery, in the eyes of our donors and our peers; hilst supporting the Vision & Mission across Save the Children”
    13. 13. IT is enabling the creation of a ‘networked organisation’… with information flowing from donor to beneficiary and back again… Governments & agencies Board Members Local Partners Strategic Planning & Reporting Advocacy Knowledge Management Humanitarian response Donors Fund raising & Donor relationship management Award management Programme Operations M& E Thematic Programming KEY DATA FLOWS Finance & HR Functional Mgmt Beneficiary Tracking Beneficiaries
    14. 14. We will start ‘doing different things’… e.g. a ‘re-balanced portfolio’ with more focus on ‘IT 4 IP’…. trategic approach based on a e-balanced portfolio of change projects the ‘what’) nnovative ‘IT for IP’ to differentiate urselves as a leader in the eyes of our onors and peers; mproving programme delivery to prove nd improve the scale of our impact; 14
    15. 15. We aim to be the organisation that donors and other NGOs want to work with when using IT to improve their programmes
    16. 16. We will also adopt a new ‘way of working’… more emphasis on shared IT projects and data linkages…. uiding principles define a new ‘way of working’ for IT ( the ‘how’) E.g. : building ‘modular’ IT systems based on common data standards T investments governed by shared forum of SCI and member business leaders rocess simplification and common data standards drive process & IT system design, everywhere ; euse of components and ‘master’ data to reduce cost and time for project delivery; ata integration is more important than solution choice; An approach based on data architecture, simplified processes and reuse; • reduces manual work everywhere, • improves overall data quality, • accelerates project delivery, • ensures lower support costs • enhances operational performance; 16
    17. 17. We are now delivering a portfolio of 25 strategic IT projects over the next 3 years..… Enable productive social connections… Generate knowledge and insight from trusted data Prove and Improve the scale of our programming impact Enable efficiency whilst enhancing effectiveness Establish ourselves as a ‘leader’ in using IT Email Integration SC Strategic Dashboard Award Management 2.0 Optimize Data Network IT for IP Innovation Model Office Unified Communications Fundraising and Donor Mgmt IT for IP ‘ business partners’ Enhanced IT Security Optimise Knowledge Management Online M&E System Programme Quality Framework System User Device Strategy Digital Media Hub Support Standardised Programme MIS tools Beneficiary tracking/ Mobile data collect. Cloud Hosting Advocacy Contact Database Optimise Global IT Support Standardise external web sites Optimise Finance (Agresso) Global HR Information System Warehousing & Procurement “First of a Kind” Innovations in Health and Education Mobile Advocacy applications
    18. 18. Total IT costs capped at 1.7% of total IT spend…run costs drop below 70%....creating new shared IT Project budget of $6m by 2016 Total IT spending across the movement (projected) Total IT spending across the movement (projected) Total IT Operational Costs Total IT Project Costs Shared projects Org specific projects Total IT Costs Ratio IT Operational Costs : IT Project Costs Assumed / target Total Income Ratio Total IT Costs : Total Income ( Note – sector average is 2%-4%) Existing 2013 Budget 22.6 6.4 2.3 4.1 29.0 2014 2015 2016 22.1 6.9 3.2 3.7 29.0 22.6 8.9 5.0 3.9 31.5 23.8 10.2 6.0 4.2 34.0 78% 76% 72% 70% 1,600 1,700 1,850 2,000 1.8 % 1.7% 1.7% 1.7% Note: Conservative revenue estimates: projected at $1.6B in 2013, $1.7B in 2014, $1.85B in 2015, and $2.0B in 2016. 18
    19. 19. We will be building internal capacity ‘close to our beneficiaries’…… but we need 1-2 new strategic partners Adopting ‘networked IT leadership model’ Working with strategic partners • we will invest in building IT capacity in low cost countries with deep skill pools e.g. Bangladesh, Pakistan, Kenya •‘Shared’ IT programmes become the normal way of delivering e.g. AMS 2.0; •Steering boards, programme teams selected from across the whole organisation, based on ‘best person for the job’; •Smaller national organisations will be given access to strategic systems ‘for free’ …and need to provide input to design • IT teams leaders will focus on partnering more with field programme staff… as well as optimising IT operations across the movement; 1-2 New Venture Partners To be defined
    20. 20. Questions ?