Data Governance in a Federated Organization - A Case Study of World Vision International
 

Data Governance in a Federated Organization - A Case Study of World Vision International

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    Data Governance in a Federated Organization - A Case Study of World Vision International Data Governance in a Federated Organization - A Case Study of World Vision International Presentation Transcript

    • Data Governance in a Federated Organization: A World Vision Case Study Data and Information Quality Conference 26 June 2012 San Diego, California Welcome Bienvenue Huan ying Karibu Yin dee Yo koso Maligayang pagdating Dobro dosli Bienvenido Soo dhowow Velkommen Тавтай морилогтун Selamat datang Bun venit hwan-young-ham-ni-dah Akwaaba Willkommen Welkom Tavtai moril 1
    • Agenda•World Vision—Who We Are, What We Do•World Vision’s Federated Structure•Development of a Data Governance Programme in aFederated Structure•Accomplishments and Challenges 2
    • How We ServeCommunities. World Vision’s primary partners are the poor themselves.Churches. World Vision seeks relationships with churches, ad hoc Christiancommittees, and interchurch groups in working with poor and vulnerable people.Governments. World Vision endeavours to parallel or complement nationaldevelopment objectives. World Vision works with government agencies andaccepts government funding only when it is consistent with our mission.Aid Agencies and Multilateral Organisations. World Visionco-operates and advocates with non-governmental organisations, other aidagencies, global institutions such as the World Bank and International MonetaryFund, and with the specialised agencies of the United Nations.
    • Where We Work
    • Employee Census FY 2011  As of the end of FY11, 44,528 staff were employed within the World Vision Partnership (including Micro-Finance Institutions or MFIs)  Nearly identical to FY10, 12% of all employees, 5,299 people, worked in  Micro-Finance Institutions a 7% increase from FY10 in general 44,528 employees represents headcount numbers
    • World Vision History 1950’s 1960’s 1970’s 1980’s 1990’s 2000’sWorld VisionEstablished1950Sponsorship Child sponsorship model created assisting thousands with food, education, health care and vocational trainingSponsorshipExpands Sponsorship expands beyond Asia to Africa, Middle East and Latin AmericaTransforma-tionalDevelop- Holistic approach to causes of chronic povertyment developedAdvocacyIncreased Advocacy enhanced, particularly child survival and poverty alleviation
    • How We Are Governed• World Vision is a federal partnership of national entities.• An international board of directors oversees the Partnership.• In the majority of the countries where we work, national boards and advisory councils exercise responsibility for governance at the national level.
    • Components of World Vision’sFederated Structure• National Entities are legal entities representing World Vision in a specific country, including offices in the process of becoming legal entities• World Vision International (WVI) is the registered legal entity that provides the formal international structure for the Partnership• The WVI Council represents all member entities and provides the membership structure for the Partnership• The WVI Board of Directors is the governing body of WVI as outlined in the By-Laws. The membership of the Board is broadly representative of the Partnership• The Global Centre is the international office of the World Vision Partnership. It has operational responsibility through the International President for stewarding all the entities of the global Partnership based on a defined set of reserved powers. It operates under the authority of the WVI Board of Directors.
    • Role of the Global Centre• The Global Centre is the Office of the President, Heads of each Functional Business Unit, and Regional Offices• Authority of the Global Centre is to: • Lead in areas that have been delegated to it by the rest of the Partnership “Reserve Powers” • Take a global and regional view of issues • Serve the other entities in the Partnership • Deal with issues of broad impact or high risk affecting the global organisation -issues that go beyond the scope or interests of any one entity and that no single entity is able to address -shared infrastructure, shared knowledge and expertise, and shared access to resources.
    • WV Governance Profile• Highly entrepreneurial and distributed authority, bordering on fragmented• Within World Vision, pockets of relative maturity in • IT • Finance • Horizon (Programme Management Information System)• No common urgency or mandate for a “Data Governance programme” but opportunities and precedent for “programmatic” approach
    • Creating a Data Governance Programme Within World Vision’s Federated Structure•2005: Triennial Council gives additionalauthority to the Global Centre, includingthe creation of a global IMS•Programme Management InformationSystem (PMIS/Horizon): A five-year,five release information managementsystem project launched in late-2006•Data Governance Office: Created in2008 to support PMIS and otherknowledge management initiatives•DGO: completes DG Business Case,Strategy, and Five-Year Roadmap in July2008 12
    • Financial Crisis of 2008 • Just as the business case, strategy and road map for Data Governance were presented to Sr. Management, FY 2009 budgets were reduced by 20% across the board and staff reduced 15% • Additional cuts were possible pending quarterly review • Data Governance survived because Global Information Management Systems, and their governance, were deemed a top priority 13
    • Executive Response to Strategy and Financial Crisis• The Data Governance Executive Sponsor: “World Vision is not ready for enterprise data governance.”• Horizon design and development schedule slowed• Narrowed focus to high value business data–child and donor records• Data Governance should focus on sponsorship data and provide quick wins to build awareness and provide the foundation for a wider effort in 3 to 5 years 14
    • Impact to Data GovernanceProgramme Negative Positive•Staffing requests for the DGO •Executive Sponsor recognizeddelayed indefinitely the need for governance of child•Not ready to build enterprise- and donor datawide data governance programme • 4.5 million child records•In the fiscal climate of 2008- scattered across 860+2009, Data Governance needed databases in 59 countriesto prove its value quickly •The Sponsorship Business given•The value of and need for data high priority within financial crisisgovernance not yet well cutsunderstood across the business, •Funding to create a newdanger that DG would be viewed sponsorship data managementas a luxury in a climate of budget capability allowed a young datascarcity governance programme to survive 15
    • Focus on Child Sponsorship Data•Sponsorship data presentedmultiple risks related to dataprivacy and protection, and dataquality•The new capability requiredsponsored child and donor datato be brought together in a singledatabase to allow for: • Summary reports to management and donors on the status of sponsored children • Sponsorship Operations to view all data in real-time • Greater partnership access to child data • Eventual business intelligence capability 16
    • EU Data Privacy and ProtectionDirective… • The European Union (EU) has the most comprehensive data privacy and protection laws in the world. • Other countries have or will adopt the EU model • EU requirements became the guiding authority for evaluating business rules for governing data privacy and protection in World Vision • The WVI Data Governance Office recommended adopting the 8 EU requirements for data privacy and protection • Requirements are divided into two main categories: • Processing related to collecting and using Personally Identifiable Information (PII) • Cross border (International) data transfers …Became the key business driver for governance of Sponsorship data
    • Data Privacy and Protection Focus• Business rules governing the management of PII• Address PII within the context of new systems and expanded access to critical business information• Create a global data privacy and protection policy tied to existing policies and informed by laws and regulations in multiple contexts • International conventions • National legal jurisdictions • Local legal jurisdictions• Three WVI data subjects related to sponsorship programme: • Children • Parents/Guardians • Donors
    • EU Data Processing Requirements1. Nominate a responsible person2. Register with local data protection authorities3. Data Subject Notification4. Restrictions on use of Data5. Right to Access and Correct Data6. Third Parties7. Retention8. Compensation for Non-Compliance
    • EU Data Transfer Requirements• The EU generally prohibits the transfer of PII to any country outside the EU, unless that country is recognised by the EU as having adequate privacy protections in place.• In 2010, only Argentina, Canada and Switzerland were recognized by the EU as safe destinations for EU data.• Data transferred to non-recognized countries can only be done through four mechanisms: • Model Contracts (Data Transfer Agreements) • Safe Harbour (did does not cover Not-for-Profits) • Binding Corporate Rules (establishes a recognised legal basis for the international transfer of data) • Express Consent
    • Approach• Business rules must cascade down from policies, controls from business rules Policy Business Rules Controls• World Vision has policies that address child protection and the need for confidentiality when handling information. A data privacy and protection policy was a logical and necessary extension. • Create a policy for data privacy and protection similar to the five cited above • Determine a set of controls that will satisfy each business rule
    • Typical Response Cycle
    • Data Governance Response to Pro-action Pattern
    • Control Specifications
    • Steps Toward Enterprise Data Governance• Established Data Governance Working Groups for: • Sponsorship Horizon Project Team • Reference Data management• Established Data Governance Council that has provided recommendations on: • Business rules and control specifications for processing and movement of sensitive data • Access and usage specifications for sponsorship data • Mobile device security and data encryption policy • Provided advice on the creation of an Ethics Board to review ethical considerations around the collection and use of risk behaviour data• Use Stakeholder Care Online to amplify impact and reach of programme
    • Data Governance In World Vision’s Federated Structure Must Have: Operating Principles: •Strong Executive Sponsor• Influence rather than Dictate •Clear Plan and Objectives for DG• Focus on achievable outcomes •Measurable outcomes with high• Be responsive to inquiries business value• Assume everyone does not fully understand •Cross-functional DG Council and• Stay patient and positive working groups •Good communications plan Success in a Federated Structure: Get if You Can: •Understand where funding for data •Line item budge authority for data governance sits governance •Anticipate how that may shift over time •Autonomy for data governance •Position data governance to anticipate •Board level executive sponsor shifts to maintain continuity and •Help from outside experts minimize disruptions 26
    • Lessons Learned from World Vision’sApproach to Establishing a DataGovernance Programme• Start small and build by delivering value• Incremental approach: constantly adapt while preserving continuity• Gradual extension beyond initial charter (sponsorship) through proven results• Specific accomplishments • Data Governance framework well established and value gaining recognition and acceptance across the partnership • Reference data project allowed process to be designed and proven • EU data protection standards provided valuable input to IM systems • Access rights alignment supported critical business problem • Laptop encryption will address widely needed standardization • Formal evaluation of the Data Governance Programme will highlight areas requiring more emphasis
    • World Vision’s ProgrammeAssessed By a Leading Practioner “The program has addressed a very good range of the full dimensions of governing data across people, process and systems. While the reference data work reflected the traditional focus on data quality, subsequent efforts have established a good balance across all dimensions of data interaction as a whole.” “By embedding the governance process in familiar change management cycles, the program ensures that issues of pragmatic, common and recurring needs are identified and raised, through steering committee sponsors, to the appropriate senior management. Data governance becomes a process for formalizing what might otherwise remain a one-time fix without clear alignment to ongoing value.” Max Gano, OONdada
    • Questions Mark_simpson@wvi.org (202) 368 8835 www.wvi.org Skype: Mark Simpson in Fairfax, VA