Cochrane strategy to 2020 2013 STRATEGIC SESSION INTRODUCTION

Cochrane strategy to 2020 2013 STRATEGIC SESSION INTRODUCTION MARK WILSON 20 MARCH 2013 1

Cochrane strategy to 2020 AIM OF THE SESSION: To agree the framework of a revised strategic plan, that will be shared, consulted on, deepened and finalised for approval – if possible – at the 2013 Annual General Meeting in September in Quebec. 2

Cochrane strategy to 2020 AGENDA: Introduction Breakout group session Discussion of: Vision statement Mission Statement Start of discussion on particular Strategic Goal 08: 35 09: 00 09: 05– 10: 30 Coffee break 10: 30 10: 55 Breakout group session continued Discussion of: Strategic Goal Strategic Priorities 11: 00 11: 45 Small groups’ feedback to whole group Goal 1: 11: 50 12: 00 Goal 2: 12: 00 12: 10 Goal 3: 12: 10 12: 20 Goal 4: 12: 20 12: 30 Goal 5: 12: 30 12: 40 13: 00 Discussion, questions and conclusion 3

Cochrane strategy to 2020 CONCLUSIONS FROM AN INITIAL ANALYSIS OF THE EXISTING STRATEGIC FRAMEWORK: The Collaboration has a reasonable strategic framework in place, but it needs to be updated and refreshed, with two critically important areas of change to take place: • Focusing externally • Becoming more supportive, effective and efficient internally 4

Cochrane strategy to 2020 VISION STATEMENT Our vision is that healthcare decision making throughout the world will be informed by high quality, timely research evidence. A Vision Statement outlines what the organization wants to be, or how it wants the world in which it operates to be (an "idealised" view of the world). It is a long term view and concentrates on the future. It can be emotive and is a source of inspiration. http: //en. wikipedia. org/wiki/Strategic_planning 5

Cochrane strategy to 2020 OUR VISION STATEMENT: MY INITIAL CONCLUSION Our vision is that healthcare decision making throughout the world will be informed by high quality, timely research evidence. The Vision of the organization is a powerful general statement of the world that the Collaboration is striving to bring about. It is far reaching, powerful and focused. 6

Cochrane strategy to 2020 MISSION STATEMENT The Cochrane Collaboration is an international organisation that aims to help people make well informed decisions about healthcare by preparing, maintaining and promoting the accessibility of systematic reviews of the effects of healthcare interventions A Mission Statement defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision. http: //en. wikipedia. org/wiki/Strategic_planning 7

Cochrane strategy to 2020 OUR MISSION STATEMENT: MY INITIAL CONCLUSION The Cochrane Collaboration is an international organisation that aims to help people make well informed decisions about healthcare by preparing, maintaining and promoting the accessibility of systematic reviews of the effects of healthcare interventions The existing statement is well written, but begs the question: is it too tightly focused around ‘preparing, maintaining and promoting the accessibility of systematic reviews’ given the Collaboration’s ambitions and its potential wider role in promoting evidence based healthcare decision making. What would it take for Cochrane to become the ‘go to’ place for evidence based healthcare information? 8

Cochrane strategy to 2020 OUR STRATEGIC GOALS: We need to think about whether our Strategic Goals sufficiently define how we will achieve our Mission; and make additions or amendments to them where necessary. 9

Cochrane strategy to 2020 OUR STRATEGIC GOALS: 1 To ensure high quality Cochrane systematic reviews are available across a broad range of healthcare topics 2 To promote access to Cochrane Reviews and the other products of The Cochrane Collaboration 3 New Goal on External Focus 4 To ensure an efficient, transparent organisational structure and management system for The Cochrane Collaboration 5 To achieve sustainability of The Cochrane Collaboration 10

Cochrane strategy to 2020 POSSIBLE CHANGES TO THE GOALS: GOAL 1 This goal could be expanded by inserting wording on relevance and scope and/or looking beyond systematic reviews towards “Cochrane evidence” or “Cochrane content”. GOAL 2 The challenge of Open Access. But should we focus on usage rather than general accessibility? We might specify the desired use and impact of Cochrane content on individual audiences, such as clinicians or guideline developers. 11

Cochrane strategy to 2020 GOAL 3 POSSIBLE CHANGES TO THE GOALS: We should develop a new goal specifically addressing our ambitions for our place and profile in the world. Should Cochrane aim to become a global leader in the promotion of evidence based healthcare? GOAL 4 We should specify what kind of organization we want to be (a well governed; inclusive; membership organization; voluntary; effective and efficiently managed, etc). GOAL 5 We should keep this goal as it is. But how should we achieve it in the next seven years? 12

Cochrane strategy to 2020 OUR STRATEGIC PRIORITIES: Our Strategic Priorities should define our prioritised activities – at all levels of the organisation – to 2020 which will lead us to achieve our Strategic Goals. 13

Cochrane strategy to 2020 BREAKOUT GROUPS: GOAL FACILITATORS BREAKOUT ROOMS 1 To ensure high quality Cochrane systematic reviews are available across a broad range of healthcare topics David Tovey and Julian Higgins Seminar Room 4 2 To promote access to Cochrane Reviews and the Steve Mc. Donald and Marina Davoli other products of The Cochrane Collaboration 3 New Goal on External Focus 4 5 Seminar Room 6 To ensure an efficient, transparent organisational structure and management system for The Cochrane Collaboration Mary Ellen Schaafsma, Liz Whamond and Michelle Fiander Sally Bell Syer , Denise Thomson and Mingming Zhang To achieve sustainability of The Cochrane Collaboration Rachel Churchill and Mona Nasser Seminar Room 10 Seminar Room 9 14