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

1. Save the Children
November 2013
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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. Where we work : 120 countries
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4. What we do: Inspiring breakthroughs
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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.
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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.
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7. Inspiring breakthroughs - video
https://www.youtube.com/watch?v=BQsl06vzn-g
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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
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9. In 2013, a new IT Strategy was agreed to be part of
the 5 core strategic business priorities
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10. We decided to create a set of ‘interdependent’ IT strategies
which collectively enable the Vision & Mission
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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
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5
Optimised

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. 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. 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;
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15. We aim to be the organisation that donors and other NGOs
want to work with when using IT to improve their
programmes

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;
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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. 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.
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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. Questions ?