1. 1 2013 STRATEGIC SESSION INTRODUCTION MARK WILSON 20 MARCH 2013

2. 2 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.

3. 3 AGENDA: Introduction08:35-09:00 Breakout group session Discussion of:  Vision statement  Mission Statement  Start of discussion on particular Strategic Goal 09:05–10:30 Coffee break10:30-10:55 Breakout group session continued Discussion of:  Strategic Goal  Strategic Priorities 11:00-11:45 Small groups’ feedback to whole groupGoal 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 Discussion, questions and conclusion12:40-13:00

4. 4 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

5. 5 VISION STATEMENT 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 Our vision is that healthcare decision-making throughout the world will be informed by high-quality, timely research evidence.

6. 6 OUR VISION STATEMENT: MY INITIAL CONCLUSION 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. Our vision is that healthcare decision-making throughout the world will be informed by high-quality, timely research evidence.

7. 7 MISSION STATEMENT 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 The Cochrane Collaboration is an international organisation that aims to help people make well­informed decisions about healthcare by preparing, maintaining and promoting the accessibility of systematic reviews of the effects of healthcare interventions

8. 8 OUR MISSION STATEMENT: MY INITIAL CONCLUSION 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? The Cochrane Collaboration is an international organisation that aims to help people make well­informed decisions about healthcare by preparing, maintaining and promoting the accessibility of systematic reviews of the effects of healthcare interventions

9. 9 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.

10. 10 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

11. 11 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.

12. 12 POSSIBLE CHANGES TO THE GOALS: GOAL 3 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?

13. 13 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.

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