ReliefWeb Strategic Business Plan

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ReliefWeb Strategic Business Plan

  1. 1. ReliefWeb Strategic Business Plan<br />Outputs of Planning Workshop, December 2009<br />December 11th, 2009<br />New York, v1.2<br />0<br />
  2. 2. All rights reserved © ReliefWeb 2009<br />Table of Contents<br />Background to Business Planning Workshop and Drivers for Change<br />A Vision for ReliefWeb Services to the Humanitarian Community<br />Delivery Strategy and Implementation Plan<br />Appendix<br />1<br />
  3. 3. ReliefWeb launched in October 1996 with a bold and untested idea<br />All rights reserved © ReliefWeb 2009<br />2<br />However, Success is Far from Assured<br />ReliefWeb Launches<br />Less that 1% of the world’s population enjoys Internet access<br />A basic laptop computer costs an average of over $4,000 in today’s money<br />“Walled gardens” from commercial providers such as CompuServe and AOL provided most of the meaningful content on the Internet<br />Few humanitarian agency staff members show interest in investing in web technologies<br />Internet access in developing and conflict-affected countries is non-existent – or at least difficult, slow and expensive <br />Source: ReliefWeb, February 1997; Linksbridge research, December 2009<br />
  4. 4. Nevertheless, ReliefWeb’s bet was a very significant success for OCHA<br />All rights reserved © ReliefWeb 2009<br />3<br />ReliefWeb Success 1996-2009<br /><ul><li>ReliefWeb attracted over 8.9M visitors in 2008 from 236 countries or territories, with over 140,000 signing up for e-mail updates or customized accounts
  5. 5. May 2009 saw over 3.84M page views alone
  6. 6. Currently, over 3,400 organizations provide information to ReliefWeb (45% NGOs, 10% UN and international organizations)
  7. 7. In 2008, ReliefWeb published over 58,500 documents
  8. 8. Three duty stations provide 24-hour news coverage</li></ul>Source: http://www.internetworldstats.com, December 2009; ReliefWeb, December 2009<br />
  9. 9. However, today’s highly available, cheap, fast, rich, mobile Internet generates new ways to find and create content<br />All rights reserved © ReliefWeb 2009<br />4<br />Dimensions of Internet Expansion 1996 to 2015<br /><ul><li>Every country or territory in the world now has Internet coverage
  10. 10. Costs of accessing the Internet have dropped to the extent that the government of Uruguay has been able to equip every primary school child in 2009 with a wireless-enabled laptop for $260
  11. 11. This year, the East African Marine Cable System is now offering broadband speed to the last region without a fiber optic connection
  12. 12. People meet, exchange ideas and transact using web functionality, rather than just read information
  13. 13. The Economist estimates over half of the world’s 7B mobile phones will have Internet access by 2015
  14. 14. Blogs, FaceBook, FlickR and Twitter mean ordinary people are routinely posting their own content and challenging the previous monopoly of news providers</li></ul>Global Coverage<br />Higher<br />Affordability of Costs<br />Availability of Content<br />Lower<br />Access Speeds<br />Mobility<br />Web Functionality<br />Source: Linksbridge research, December 2009; http://news.bbc.co.uk/2/hi/8309583.stm, October 2009<br />
  15. 15. This rapid change risks ReliefWeb’s continued relevance unless ReliefWeb also innovates<br />Current Opportunities and Threats to ReliefWeb Model<br />Opportunities<br />Threats to Current Model<br />Address a much larger audience – and increasingly communities affected by natural disaster and conflict<br />Deliver content to mobile phones and handheld devices<br />Enable ReliefWeb users to submit their own content to the site<br />Include new sources of content on ReliefWeb, e.g. blogs, wikis and tweets<br />Because almost every humanitarian organization now has its own web channel, ReliefWeb’s repository of humanitarian information becomes increasingly redundant<br />Users create their own real time humanitarian news streams in search engines and content aggregators, e.g. Google, Bing, news sites<br />FaceBook, LinkedIn or similar services catch on as the humanitarian community’s platform of choice<br />Increasing volumes of humanitarian information overwhelm ReliefWeb’s editorial capacity to collect, process and post<br />More frequent changes in editorial policy undermine the consistency of ReliefWeb’s archive<br />All rights reserved © ReliefWeb 2009<br />5<br />Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />
  16. 16. All rights reserved © ReliefWeb 2009<br />Table of Contents<br />Background to Business Planning Workshop and Drivers for Change<br />A Vision for ReliefWeb Services to the Humanitarian Community<br />Delivery Strategy and Implementation Plan<br />Appendix<br />6<br />
  17. 17. ReliefWeb must evolve new value-added services that take advantage of the opportunities that change offers<br />All rights reserved © ReliefWeb 2009<br />7<br />ReliefWeb Strategic Options Analysis<br />1<br /><ul><li>Advantages: ReliefWeb users and supporters still value the current service. ReliefWeb also avoids risks associated with change and minimizes disruption to commitments and staffing plans
  18. 18. Disadvantages: However, option is unsustainable in the medium to long term and by the time ReliefWeb institutes change, the window of opportunity for OCHA to act may have closed if the humanitarian community adopts alternatives</li></ul>Option: Continue ReliefWeb As-is for Time Being<br />2<br /><ul><li>Advantages: This is a valid option, i.e. ReliefWeb has done its job and self-sustaining alternatives to ReliefWeb can adequately fulfill humanitarian needs
  19. 19. Disadvantages: However, this option throws away ReliefWeb’s investment in building an online audience, its brand recognition, and its ability to leverage its credibility in the humanitarian community to impact humanitarian action</li></ul>Option: Wind Down Service in the Future<br />3<br /><ul><li>Disadvantages: This is ReliefWeb’s preferred option and allows OCHA to exploit ReliefWeb’s position to provide valuable information services, show humanitarian leadership and improve humanitarian action
  20. 20. Disadvantages: This option requires bold change that brings with it risks, and requires investment by OCHA in executive support, management and staff time, and financial resources</li></ul>Option: Evolve New Value-added Services<br />Preferred Option<br />Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />
  21. 21. ReliefWeb will develop into a preferred platform for the aid community to meet, exchange information and do business<br />All rights reserved © ReliefWeb 2009<br />8<br />ReliefWeb Vision: The Common Platform Where the Humanitarian Community Meets, Exchanges Information and Does Business<br />Key Elements<br />Vision<br /><ul><li>Offer an indispensable platform – a common place – where the humanitarian community does real work
  22. 22. Actively engage with user-generated content
  23. 23. Extend concept of constituency to members of community affected by natural disaster and conflict
  24. 24. Seek greater localization, i.e. the ability for users to work in any language they choose
  25. 25. The common platform
  26. 26. Where the humanitarian community:
  27. 27. Meets other donors, UN agencies, international NGOs, members of communities affected by natural disaster and conflict
  28. 28. Exchanges information
  29. 29. Does its business, i.e. identifies needs, finds resources and posts progress
  30. 30. That generates tangible improvements in humanitarian action</li></ul>Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />
  31. 31. The ability to complete real work makes ReliefWeb compelling as a business platform<br />All rights reserved © ReliefWeb 2009<br />9<br />How Different Users Work on ReliefWeb as a Platform<br />Receive disaster and conflict alerts<br />Track crisis<br />Register profile<br />Mine data archives<br />Follow progress<br />Receive disaster and conflict alerts<br />Track crisis<br />Register profile<br />Utilize suppliers mart<br />Mine data archives<br />Follow progress<br />Register professional details <br />Receive disaster and conflict alerts<br />Look up in-country network<br />Offer expert services<br />Track crisis<br />Utilize skills mart<br />Bid for emergency funding<br />Receive, vet and accept applications<br />Report progress<br />Mine data archives<br />Post vacancies; find matches<br />Utilize map center<br />Comment on needs<br />Comment on progress<br />Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />
  32. 32. Content<br />Professional Networking<br />Market place<br />ReliefWeb Applications<br />Distinct autonomous interoperable services enable the end-to-end platform<br />All rights reserved © ReliefWeb 2009<br />10<br />Draft ReliefWeb Services Architecture<br />In<br />Inbox<br />Job Finder<br />App 1<br />Own Content<br />User Content<br />Post and Match<br />Apply<br />Screen and Accept<br />People You May Know<br />App 2<br />Search<br />App 3<br />Processing<br />Skills Mart<br />Network Updates<br />Higher Touch<br />Lower Touch<br />Post Needs<br />Bid<br />Screen and Accept<br />App 4<br />Groups<br />App 5<br />Distribution<br />Introductions<br />App 6<br />Web<br />Mobile<br />Social Media<br />Contacts<br />App n<br />Profile<br />Individual<br />Organizational<br />File Handling<br />Note: Feasibility of reporting tools services requires validation<br />Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />
  33. 33. All rights reserved © ReliefWeb 2009<br />Table of Contents<br />Background to Business Planning Workshop and Drivers for Change<br />A Vision for ReliefWeb Services to the Humanitarian Community<br />Delivery Strategy and Implementation Plan<br />Appendix<br />11<br />
  34. 34. Implementing the vision requires significant change to ReliefWeb’s operating model<br />All rights reserved © ReliefWeb 2009<br />12<br />Key Elements of Delivery Strategy Implementation Plan<br />1<br /><ul><li>Strategy and planning capabilities vital to developing platform
  35. 35. An operations bridge takes overall control of expanded scope
  36. 36. An integration layer enables information systems to present a rich and consistent experience to users</li></ul>Build on ReliefWeb’s existing organizational foundation and operational footprint<br />2<br /><ul><li>Management functions and operations bridge in-house
  37. 37. Page curation, other routine content services and integration potentially co-sourced
  38. 38. Information systems paid for as outsourced service by subscription</li></ul>Focus internal resources on highest value activities and aggressively outsource commodity services<br />3<br /><ul><li>Avoidance of all-embracing system with potential for lock-in over the longer term, or large IT effort to integrate more open systems
  39. 39. IT approach based on integrating the information flowing between systems only</li></ul> Reduce IT complexity by integrating information flowing between systems, rather than systems themselves<br />4<br /><ul><li>Changes segmented according to effort required to complete and impact on service
  40. 40. Work grouped into higher, medium and lower priority tasks based on segmentation and dependencies between changes</li></ul>Carefully indentify dependencies between changes and prioritize work<br />5<br /><ul><li>Quick wins and core Content Management System (as Phase 1) by end-June 2010
  41. 41. Major functionality changes (as Phase 2) by end-December 2010
  42. 42. Longer term initiatives, such as reporting, (as Phase 3) by mid 2011</li></ul>Phase implementation of the new user experience and specific system changes<br />Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />These elements explained in detail on next pages<br />
  43. 43. Build on ReliefWeb’s existing organizational foundation and operational footprint<br />All rights reserved © ReliefWeb 2009<br />13<br />Draft ReliefWeb Operating Model<br />1<br />Governance and Leadership<br /><ul><li>There is little change to ReliefWeb’s Governance and Leadership functions except additional focus on the importance of Strategy and Planning in developing the platform
  44. 44. ReliefWeb creates an Operations Bridge to take overall control of the expanded inventory of services including Professional Networks Monitoring, Market Place Services and Other Services, e.g. a request from a third party to add a ReliefWeb App
  45. 45. ReliefWeb implements an Integration layer to enable its Information Systems to present a rich and consistent experience to users, and adds to its suite Professional Networks social media, more Market Place Services (e.g. the skills mart) and ReliefWeb Apps</li></ul>Line Management<br />Donor and Partner Relations<br />Strategy and Planning<br />Operations Center<br />Operations Bridge<br />Content Management<br />Professional Networks Monitoring<br />Market Place Services<br />Monitoring<br />Other Services Management<br />Information Systems<br />Integration<br />Key<br />In Place<br />New Element<br />Partially in Place<br />Content Management System<br />Professional Networks System<br />Market Place Services System<br />ReliefWeb Apps<br />Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />
  46. 46. Focus internal resources on highest value activities and aggressively outsource commodity services<br />All rights reserved © ReliefWeb 2009<br />14<br />Draft ReliefWeb Sourcing Approach<br />2<br />Outsourced<br />In-house<br />Donor and Partner Relations<br />Content Management<br />Content Management System<br />Strategy and Planning<br />Professional Networks Monitoring<br />Professional Networks System<br />Integration<br />Line Management<br />Market Place Services Monitoring<br />Market Place Services System<br />Operations Bridge<br />Other Services Management<br />ReliefWeb Apps<br />Key<br />In Place<br />New Element<br />Partially in Place<br />Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />
  47. 47. Reduce IT complexity by integrating information flowing between systems, rather than systems themselves<br />ReliefWeb’s current IT platform has significantly slowed development of the service<br />However, ReliefWeb should not exchange one all-embracing system for another with equal potential for lock-in over the longer term. ReliefWeb should also avoid a large IT effort to integrate more open systems at the IT level itself<br />Instead, ReliefWeb will base its IT approach on integrating the information flowing between systems only, i.e. lay out a robust user authentication and profile management architecture, invest in strong presentation logic and a well designed presentation layer; however, take a heterogeneous approach to the underlying IT assets that serve up data or process transactions<br />Validating this approach and establishing this IT framework is an early step in Phase 1 of implementation (see page 17)<br />All rights reserved © ReliefWeb 2009<br />15<br />Proposed ReliefWeb IT Framework<br />3<br />Presentation Layer<br />Presentation Logic<br />Content Management System<br />Further Application 1<br />Social Networking Functionality<br />Further Application 2<br />Marketplace System<br />Further Application 3<br />Authentication and Profile Management<br />Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />
  48. 48. Carefully identify dependencies between changes and prioritize work<br />All rights reserved © ReliefWeb 2009<br />16<br />H<br />Q<br />C<br />F<br />O<br />G<br />A<br />B<br />D<br />D<br />J<br />M<br />I<br />L<br />P<br />R<br />E<br />N<br />Analysis of Task Dependencies and Priorities<br />4<br />L<br />K<br />Survey <br />ReliefWeb Apps<br />Marginal<br />Main Effort<br />K<br />O<br />H<br />B<br />E<br />A<br />M<br />F<br />J<br />Sourcing Strategy<br />Mobile Channel<br />Customized RSS<br />Auto Gathering<br />Content Management<br />Service Feedback<br />IS Architecture<br />Profile Management<br />Higher<br />N<br />Social Networking<br />Higher<br />Content Process<br />K<br />P<br />Skills Mart<br />Effort Required<br />Q<br />Stringer Network<br />G<br />Lower Priority<br />Quick Wins<br />Job Finder<br />Lower<br />I<br />Ops Centre<br />R<br />User Comments<br />Lower<br />C<br />Document Migration <br />Impact on Service<br />Key to Priority<br />Note: Effort involved in Document Migration requires validation<br />Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />Higher<br />Medium<br />Lower<br />A<br />A<br />A<br />
  49. 49. Phase implementation of the new user experience and specific system changes<br />All rights reserved © ReliefWeb 2009<br />17<br />Proposed Phased Implementation Plan<br />5<br />Jun 30 <br />2010<br />Dec 31 <br />2010<br />Jun 302011<br />Jan 12010<br />O<br />D<br />E<br />A<br />M<br />F<br />J<br />Sourcing Strategy<br />Content Management<br />Service Feedback<br />IS Architecture<br />Profile Management<br />Content Process<br />Auto Gathering <br />K<br />ReliefWeb Apps+<br />Phase 3<br />L<br />N<br />Survey <br />Social Networking<br />Phase 1<br />P<br />Skills Mart<br />Q<br />Stringer Network<br />G<br />Job Finder<br />I<br />Ops Centre<br />K<br />ReliefWeb Apps<br />Phase 2<br />C<br />Document Migration <br />Source: ReliefWeb Business Plan Workshop discussions, December 2009<br />
  50. 50. About the ReliefWeb Business Planning Workshop<br />The ReliefWeb Business Planning Workshop took place between Tuesday December 8th and Friday December 11th at OCHA headquarters in New York<br />Primary participants were Mark Dalton (ReliefWeb, New York), Shuichi Odaka (ReliefWeb, New York), Mark McCarthy (ReliefWeb, Geneva) and Robin Schofield (Linksbridge, Seattle)<br />The workshop team gratefully acknowledges the additional contributions of the ReliefWeb New York team of Veronique Durroux, Akiko Harayama, Viola Voss, Anna Maria Mandorf, Eva Gulla, Angelo Diakantonis, Anca DiGiacomo, Helen Ho and Dragana Kaurin during the workshop process, and ReliefWeb Geneva’s earlier contributions to strategic planning <br />Pat Banks, Chief CISB, sponsored and funded the workshop<br />Sunni Kim, Karen Komlani and Justine Jacques provided invaluable administrative support<br />All rights reserved © ReliefWeb 2009<br />18<br />

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