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

1. 1
Focusing on Impact:
Cochrane’s Strategy to 2020
Mark Wilson
CEO, Cochrane
NETSCC, Southampton - 15th October 2014

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. 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. Dramatic growth:
Organisational infrastructure
4
• 14 regional Centres & 25 Branches
• 53 subject-based Review Groups
• 16 Methods Groups
• 12 thematic Fields & Networks

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

7. 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

8. 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

9. 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.

10. 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”

11. 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

12. 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

13. “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

14. … 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

15. 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.”

16. 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.

17. 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

18. 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

19. 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

20. Responding to the Challenges:

21. 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.

22. 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.

23. 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.

24. 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

25. 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.

26. 26
Delivering
Strategy to 2020
Vision Mission Goals Objectives Targets
4 Goals
28 Objectives
21 Targets for 2014

28. 28
Delivering
Strategy to 2020
http://cochrane.org/strategy2020

29. 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 ”

30. 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

31. 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

32. 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.”

33. 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

34. 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

35. 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

36. 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. ”

37. 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

39. 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-

40. 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

41. 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!

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 4.1: 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

43. 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

44. 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

45. 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

46. 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

47. 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.