1. Data Governance in a Federated Organization:
A World Vision Case Study
Data and Information Quality Conference
26 June 2012 San Diego, California
Welcome
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2. Agenda
•World Vision—Who We Are, What We Do
•World Vision’s Federated Structure
•Development of a Data Governance Programme in a
Federated Structure
•Accomplishments and Challenges
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3. How We Serve
Communities. World Vision’s primary partners are the poor themselves.
Churches. World Vision seeks relationships with churches, ad hoc Christian
committees, and interchurch groups in working with poor and vulnerable people.
Governments. World Vision endeavours to parallel or complement national
development objectives. World Vision works with government agencies and
accepts government funding only when it is consistent with our mission.
Aid Agencies and Multilateral Organisations. World Vision
co-operates and advocates with non-governmental organisations, other aid
agencies, global institutions such as the World Bank and International Monetary
Fund, and with the specialised agencies of the United Nations.

4. Where We Work

5. 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

7. World Vision History
1950’s 1960’s 1970’s 1980’s 1990’s 2000’s
World Vision
Established
1950
Sponsorship Child sponsorship model created assisting thousands with food, education,
health care and vocational training
Sponsorship
Expands
Sponsorship expands beyond Asia to Africa, Middle East and Latin
America
Transforma-
tional
Develop- Holistic approach to causes of chronic poverty
ment developed
Advocacy
Increased
Advocacy enhanced, particularly child survival and poverty
alleviation

8. 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.

9. Components of World Vision’s
Federated 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.

10. 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.

11. 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

12. Creating a Data Governance
Programme Within World
Vision’s Federated Structure
•2005: Triennial Council gives additional
authority to the Global Centre, including
the creation of a global IMS
•Programme Management Information
System (PMIS/Horizon): A five-year,
five release information management
system project launched in late-2006
•Data Governance Office: Created in
2008 to support PMIS and other
knowledge management initiatives
•DGO: completes DG Business Case,
Strategy, and Five-Year Roadmap in July
2008
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13. 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
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14. 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
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15. Impact to Data Governance
Programme
Negative Positive
•Staffing requests for the DGO •Executive Sponsor recognized
delayed indefinitely the need for governance of child
•Not ready to build enterprise- and donor data
wide data governance programme • 4.5 million child records
•In the fiscal climate of 2008- scattered across 860+
2009, Data Governance needed databases in 59 countries
to prove its value quickly •The Sponsorship Business given
•The value of and need for data high priority within financial crisis
governance not yet well cuts
understood across the business, •Funding to create a new
danger that DG would be viewed sponsorship data management
as a luxury in a climate of budget capability allowed a young data
scarcity governance programme to survive
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16. Focus on Child Sponsorship Data
•Sponsorship data presented
multiple risks related to data
privacy and protection, and data
quality
•The new capability required
sponsored child and donor data
to be brought together in a single
database 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
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17. EU Data Privacy and Protection
Directive…
• 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

18. 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

19. EU Data Processing Requirements
1. Nominate a responsible person
2. Register with local data protection authorities
3. Data Subject Notification
4. Restrictions on use of Data
5. Right to Access and Correct Data
6. Third Parties
7. Retention
8. Compensation for Non-Compliance

20. 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

21. 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

22. Typical Response Cycle

23. Data Governance Response to Pro-
action Pattern

24. Control Specifications

25. 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

26. 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
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27. Lessons Learned from World Vision’s
Approach to Establishing a Data
Governance 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

28. World Vision’s Programme
Assessed 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

29. Questions
Mark_simpson@wvi.org
(202) 368 8835
www.wvi.org
Skype: Mark Simpson in Fairfax, VA