Focusing on impact: Cochrane's Strategy to 2020 / Mark Wilson, CEO

2,264 views

Published on

A presentation from Cochrane CEO Mark Wilson providing an overview of Cochrane's Strategy to 2020. Posted November 2014.

0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,264
On SlideShare
0
From Embeds
0
Number of Embeds
10
Actions
Shares
0
Downloads
28
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide
  • Vision
    Our vision is that healthcare decision-making throughout the world will be informed by high-quality, timely research evidence.
    Mission
    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.
  • Mark: this is a slide to reflect briefly on the objectives overall and comment on the fact that not all are covered by targets.
  • Evolution of previous logo
    Tells the same story
    Collaborative ‘C’s
    Systematic review of data
    The circle formed by two ‘C’ shapes represents our global collaboration.
     
    The lines within illustrate the summary results from an iconic systematic review. Each horizontal line representing the results of one study, whilst the diamond represents the combined result – our best estimate of whether the treatment is effective or harmful. The diamond sits clearly to the left of the vertical line representing “no difference” – therefore the treatment is beneficial. We call this representation a “forest plot”.
     
    This forest plot within our logo illustrates an example of the potential for systematic reviews to improve health care. It shows that corticosteroids given to women who are about to give birth prematurely can save the life of the newborn child.
     
    Until this systematic review was published, corticosteroids were often not given. This is because people relied on the results of the individual studies which, taken in isolation, were inconclusive.
     
    As a result, thousands of premature babies probably suffered or died unnecessarily
  • Focusing on impact: Cochrane's Strategy to 2020 / Mark Wilson, CEO

    1. 1. 1 Focusing on Impact: Cochrane’s Strategy to 2020 Mark Wilson CEO, Cochrane NETSCC, Southampton - 15th October 2014
    2. 2. A lot to be proud of … The Cochrane Collaboration’s first 20 Years: an astonishing success Contributed to the mainstream acceptance of ‘Evidence-Based Medicine’ and the acknowledged global leader in systematic reviews
    3. 3. Dramatic growth: contributors to Cochrane 3 • Today there are nearly 34,000 contributors in over 120 countries worldwide. • In 2008 there were fewer than 10,000 authors; now more than 22,400 active registered authors of Cochrane Reviews.
    4. 4. Dramatic growth: Organisational infrastructure 4 • 14 regional Centres & 25 Branches • 53 subject-based Review Groups • 16 Methods Groups • 12 thematic Fields & Networks
    5. 5. Dramatic growth in Cochrane Review production 5 More than 8,500 full Cochrane reviews and protocols in the Cochrane Database of Systematic Reviews; and 725,000 entries in the Central Register of Controlled Trials published in The Cochrane Library
    6. 6. Dramatic growth in use of Cochrane evidence 7 In 2013, 13.5 million abstract page views on The Cochrane Library published by Wiley; and another 4,181,131 page views of Cochrane Summaries. Over 7.4 million full text downloads of Cochrane Reviews in 2013 2013 Impact factor: 5.959 Five-year Impact factor: 6.706 Total citations in 2013: 39,856 (more than the BMJ) One of the top 10 medical journals in the world
    7. 7. 100 90 80 70 60 50 40 30 20 10 0 Cochrane Involvement in WHO Guidelines (n = 101) 2008 2009 2010 2011 2012 2013 Percent of Guidelines Year of WHO Approval Cochrane Reviews Team member GRADE
    8. 8. But Cochrane faces considerable challenges … 9 1. Complex Cochrane Review production process: • Provides insufficient prioritisation of critical reviews needed/key answers required – ‘ad hoc’ production • Increasingly long production process – can be unsatisfying for authors & slow and burdensome for Cochrane Review Groups • Makes it unattractive for authors to keep reviews up-to-date or return to do another review • Means the percentage of up-to-date reviews is falling • Leaves us exposed to competitors who can produce reviews faster, more simply and efficiently, and with a better author experience.
    9. 9. Whilst unique, Cochrane is no longer alone Commercial companies Government-affiliated bodies Academics & Other Journals Not-for-profit groups “Anyone who produces, or who finds a way to make Systematic Reviews more digestible and more relevant to the audience, is in competition with Cochrane”
    10. 10. Cochrane challenges 11 2. Knowledge Translation ‘Gap’; and an Improved ‘User Experience’ is needed for content presentation, delivery & usability: • A need to improve the applicability and links of Cochrane evidence to health policy and practice
    11. 11. Reputational Audit showed us that generally Cochrane and our Reviews are seen as the ‘gold standard’  Robust methodology  Comprehensive studies  100% independent  Respected name  International reach  Passionate and enthusiastic reviewers
    12. 12. “As a policy maker, to be able to say ‘this is the Cochrane Review on x,y,z’, is ticking a box to say ‘we’ve got the most exhaustive summary of the evidence possible’. It’s a reassurance” 13 Cochrane challenges
    13. 13. … but the Impact of our Reviews is reduced by our failure to translate them sufficiently into the wider world ! Difficult to understand ! Lack ‘actionable’ output ! Not focussed on key issues of the day ! Inflexible ! Avoid anything except randomised trials ! Appearance of an ‘exclusive’ club ! Limited awareness outside academics
    14. 14. Cochrane challenges “Sometimes these reviews come out and you say, ‘Okay – now what?’. It is about making the connection and prioritising reviews that are the most impactful.” 15 “It’s a very kind of elite medical review community that understands Cochrane.”
    15. 15. Cochrane challenges 16 2. Knowledge Translation ‘Gap’; and an Improved ‘User Experience’ is needed on content presentation, delivery & usability: • A need to improve the applicability and links of Cochrane evidence to health policy and practice • ‘So what?’ for users – implications of the findings • Great progress made in recent years (Summary of Findings Tables; Plain-Language Summaries; Cochrane Summaries; Cochrane App; ‘Anywhere Article’ launched in June 2014 improves readability/usability on mobile devices) • But need to provide new tools, ways and products that allow users to find information they want more quickly and easily … • A focus on the ‘end user’ not the Cochrane producer.
    16. 16. 3. Are we really as global as we think we are? 17 Africa 1% Oceania 9% Asia 19% Europe 35% Content is primarily in English Most authors come from Europe and America Most funding comes from the UK and USA North America 32% South America 4% Two-thirds of Cochrane Review downloads come from users in Europe and North America
    17. 17. Cochrane challenges 18 4. Incomplete Global Access to Cochrane Content: • Inadequate provision of content in different languages prevents us reaching global audiences in their own languages – and therefore reduces our impact 5. Organisational and Resourcing: • Complex structure overly reliant on individuals in positions of authority within their own organisations: creating challenges of accountability and generational change • ‘Inward- facing’: creating problems for advocacy, marketing & communications, fundraising, partnership development and increasing membership
    18. 18. Cochrane challenges 19 5. Organisational and Resourcing: • Unrealised potential of contributors from non-English speaking countries and L&MICs • Squeezed research budgets worldwide affecting infrastructural funding to Cochrane groups • Over reliance on income from sales of The Cochrane Library as publishing moves towards Open Access
    19. 19. Responding to the Challenges:
    20. 20. Strategy to 2020 Vision Mission Our Vision is a world of improved health where decisions about health and health care are informed by high-quality, relevant and up-to-date synthesized research evidence. Our Mission is to promote evidence-informed health decision-making by producing high-quality, relevant, accessible systematic reviews and other synthesized research evidence.
    21. 21. Strategy to 2020 Vision Mission Goals Goal 1: Producing Evidence - To produce high-quality, relevant, up-to-date systematic reviews and other synthesized research evidence to inform health decision-making Goal 2: Accessible Evidence - To make Cochrane evidence accessible and useful to everybody, everywhere in the world Goal 3: Advocating for Evidence - To make Cochrane the ‘home of evidence’ to inform health decision-making, build greater recognition of our work, and become the leading advocate for evidence-informed health care. Goal 4: Building an Effective & Sustainable Organisation - To be a diverse, inclusive and transparent international organisation that effectively harnesses the enthusiasm and skills of our contributors, is guided by our principles, governed accountably, managed efficiently and makes optimal use of its resources.
    22. 22. Goal One: Producing Evidence Strategy to 2020 Vision Mission Goals Objectives High quality Objectives Up to date Relevant Wide coverage Efficient production (2) Pioneering Methods Objective 1 of 7: We will continue to develop and implement comprehensive quality assurance mechanisms for editorial and methodological standards throughout our production and updating processes.
    23. 23. Strategy to 2020 Vision Mission Goals Objectives High quality Goal One 7 Objectives Up to date Relevant Wide coverage Efficient production (2) Pioneering Methods Global Profile Inclusive & Open Environ mentally Respons ible Global Impact Goal Four Goal Three 8 Objectives The ‘Home of Evidence’ (2) Global Advocate (3) Global Partner 7 Objectives Global & Diverse Financi ally Strong Efficiently Run Investing in People Transpar ently Governed User- Centred (3) Goal Two 6 Objectives Open Access Accessible Language Multi-lingual
    24. 24. Goal One: Producing Evidence Vision Mission Goals Objectives Targets 2014 Target: High Quality High quality Efficient production Create a prioritised set of the existing Objectives Up to date Relevant Wide coverage Pioneering Methods MECIR standards with the aim of achieving 100% compliance to them for new Cochrane Systematic Reviews.
    25. 25. 26 Delivering Strategy to 2020 Vision Mission Goals Objectives Targets 4 Goals 28 Objectives 21 Targets for 2014
    26. 26. 28 Delivering Strategy to 2020 http://cochrane.org/strategy2020
    27. 27. 29 Goal 1: Producing Evidence To produce high-quality, relevant, up-to-date systematic reviews and other synthesized research evidence to inform health decision-making Cochrane’s production challenge: “dedicated to delivering evidence more quickly and effectively, without compromising on quality ”
    28. 28. Goal One: Producing Evidence Vision Mission Goals Objectives Targets Target 1.2: MECIR subset Create a prioritised set of the existing MECIR standards with the aim of achieving 100% compliance to them for new Cochrane Systematic Reviews. • Quality assurance process has been highly successful and continued due to demand • An audit process has now also started which will lead to the development of the subset High quality Objectives Up to date Relevant Wide coverage Efficient production Pioneering Methods
    29. 29. Goal One: Producing Evidence Vision Mission Goals Objectives Targets High quality Objectives Up to date Relevant Wide coverage Efficient production Pioneering Methods Target 1.3.i: Author Support Tool Improve production processes by implementing a web-based author support tool • Decision made on preferred provider following RFP process • Implementation work will start immediately with anticipated full launch in Spring 2015
    30. 30. Goal 2: Accessible Evidence To make Cochrane evidence accessible and useful to everybody, everywhere in the world Cochrane: Focused on Users – Focused on Impact “What we produce only has value to the extent that it is meaningful to people making decisions about health.”
    31. 31. Goal Two: Accessible Evidence Vision Mission Goals Objectives Targets User- Centred Objectives Open Access Accessible Language Multi-lingual Target 2.4: Open Access Roadmap Develop a roadmap for achieving universal open access to new and updated Cochrane Systematic Reviews by the end of 2016. • Significant work has been undertaken to scope out possible models for Cochrane • A recommendation to explore two specific models in detail is being considered by the Steering Group • Open Access roadmap will be in place in early 2015
    32. 32. Vision Mission Goals Objectives Targets User- Centred Objectives Open Access Accessible Language Multi-lingual Goal Two: Accessible Evidence Target 2.6: Translation Strategy Finalise strategy, establish an integrated translation management system and introduce key digital content and multi-lingual portals in French, Spanish and three other languages. • Strategy approved and translation co-ordinator appointed • Translation Management System adopted and already in use by 12 language teams – with many more to come • €400,000 raised for translation into German & East European languages • Multi-lingual web sites to be launched in 2015
    33. 33. Vision Mission Goals Objectives Targets User- Centred Objectives Open Access Accessible Language Multi-lingual Learning As We Go Target 2.1: User Experience Review and Framework Gather systematic data and improve our understanding of end-user experience and need; and establish a framework for ongoing reassessment. • Critical to informing our future development • Larger scope than anticipated, so we have deferred the deadline to ensure it is done properly
    34. 34. Goal 3: Advocating for Evidence To make Cochrane the ‘home of evidence’ to inform health decision-making, build greater recognition of our work, and become the leading advocate for evidence-informed health care. Cochrane – Engaging with the World “Transform Cochrane to be truly Global, working more in partnership with others, and using our position to advocate and speak out for our goals. ”
    35. 35. Vision Mission Goals Objectives Targets Global Profile Objectives The ‘Home of Evidence’ (x2) Global Advocate (x3) Global Partner Global Impact Goal Three: Advocating for Evidence Target 3.1: Coherent Brand Create a coherent Cochrane brand across all content. • New logo approved • Full launch of new brand on schedule for Jan 2015
    36. 36. Vision Mission Goals Objectives Targets Global Profile Objectives The ‘Home of Evidence’ Global Advocate Global Partner Global Impact Goal Three: Advocating for Evidence Target 3.2: Establish 3-5 strategic partnerships Identify and establish partnerships with three to five international strategic stakeholders to advance evidence-informed health decision-making. • GIN and Wikipedia partnerships formed • Campbell Collaboration partnership imminent • Will begin working on new Cochrane-WHO work plan 2015-
    37. 37. Goal 4: Building an Effective & Sustainable Organisation To be a diverse, inclusive and transparent international organisation that effectively harnesses the enthusiasm and skills of our contributors, is guided by our principles, governed accountably, managed efficiently and makes optimal use of its resources. Objectives to 2020:  Inclusive and Open  Financially Strong  Investing in People  Environmentally Responsible  Global and Diverse  Efficiently Run  Transparently Governed
    38. 38. Reputational Audit asked: What is a typical ‘Cochrane persona’? Academic Unique Volunteer British heart Passionate Rigorous Respected Independent Out-dated Rigid Obsessive Exclusive Passionate but seen better days!
    39. 39. Vision Mission Goals Objectives Targets Inclusive & Open Objectives Global & Diverse Financially Strong Efficiently Run Environ mentally Responsi Investing in People ble Transpare ntly Governed Goal Four: Building an Effective and Sustainable Organisation Target 4.1: Membership Scheme Introduce a Cochrane Membership scheme. • Aiming to make Cochrane open and accessible to anyone who subscribes to our mission • We want to launch the membership scheme by the end of 2015 – preferably at Vienna Colloquium
    40. 40. Vision Mission Goals Objectives Targets Inclusive & Open Objectives Global & Diverse Financially Strong Efficiently Run Environ mentally Responsi Investing in People ble Transpare ntly Governed Goal Four: Building an Effective and Sustainable Organisation Target 4.2: Training Strategy Develop, and begin implementation of, an inter-professional and inclusive training and professional development strategy. • Training strategy approved – Sept 2014 - £3m over 4 years • Implementation to start by the end of the year
    41. 41. Vision Mission Goals Objectives Targets Inclusive & Open Objectives Global & Diverse Financially Strong Efficiently Run Environ mentally Responsi Investing in People ble Transpare ntly Governed Goal Four: Building an Effective and Sustainable Organisation Target 4.3: Governance Review We will increase the transparency of the organisation’s governance and improve the opportunities for any contributor to participate in governing … • Cochrane Steering Group (CSG) to be reformed – non-executive directors to be introduced • Review of governance and accountability of all Cochrane Groups in 2015
    42. 42. Vision Mission Goals Objectives Targets Inclusive & Open Objectives Global & Diverse Financially Strong Efficiently Run Environ mentally Responsi Investing in People ble Transpare ntly Governed Goal Four: Building an Effective and Sustainable Organisation Target 4.4: Structure & Function Review Review and adjust the structure and functions of the global network of Cochrane groups • Cochrane Review Group Review already started in 2014 • Reviews of Centres & Branches, Fields, Consumers & Methods Groups to follow in 2015
    43. 43. Focusing on Impact: Cochrane’s Path to 2020 • Cochrane continuing to grow – Nearly 35,000 registered volunteers; with over 8,000 active in the last six months – Five new Cochrane branches opened in 2014: Japan, Malaysia, Mexico, Portugal, Poland; and French Satellite of the Musculoskeletal CRG opened • Cochrane Library Sales – Record year in 2013-14 for sales revenues and royalties – Sales on target - 5% increase in 2014 projected; • Strong financial position – Excellent 2013-14 results: £1.2m operating surplus; – Reserves at record £7.2m – but we’ll need it: strategic investments to be made (‘Game Changers’) & OA transition to be managed • Substantial challenges - Strategy 2020 will address them 46
    44. 44. Focusing on Impact: Cochrane’s Path to 2020 We want better healthcare decision making to create a world of improved health … by producing and promoting the use of high-quality evidence-informed research … then making this information accessible & usable to everyone who needs it.

    ×