1. Central Executive Restructuring: An Introduction to the Plans
Mark Wilson
27th March 2013

2. The Background
Steering Group (CCSG) recognition of need for change, greater coherence, adaptation of existing model
Farenden Report, March five functional areas set out & approved by CCSG:
Marketing, Communications & Media Relations
Partnership Development & Project Supervision
Financial & Operational Performance
Company Secretary
Editorial Unit
New CEO tasked with making own analysis and recommendations

3. The Goal
To create a single, coherent central executive structure (working title: ‘Central Support Team’) incorporating all existing centrally funded staff…
… with clear lines of executive accountability and responsibility, which has:
a determination to be dynamic, effective and efficient in the delivery of its outputs and objectives;
a responsive approach to supporting individual and entity members of the Collaboration and its governing bodies;
a much more external focus on Cochrane’s place in the world in fulfilment of its mission; and
an integrated and cohesive team spirit and affiliation.

4. The Process January 2013: Listing & Mapping of Tasks
Early February: Development of new structure and testing with Editor in Chief & Co-Chairs
Late February: Consultation with Operations Unit, and other affected staff members
Formally submitted to CCSG for 28 February meeting & approved by CCSG on 17 March
Implementation roll-out after CCSG Decision

5. ‘Central Support Team’
Chief Executive Officer
(Publishing & Special Projects) (title of post to be confirmed)
Head of Office
Manager, Governance Support (0.5)
Head, Communications & External Affairs
Officer/Assistant
Knowledge Management
Head, Informatics &
(see separate organogram)
& Web Team
Web Manager
IMS Manager
& IMS Team
Editor in Chief &
Deputy CEO
Cochrane Methods
Groups
Cochrane Review Groups
CEU
Training Coordinator
(& Head of Office)
PA to CEO
Head, Finance & Core Services
HR Manager
(0.4)
Finance Officer
(0.8 )
Admin Assistant
Receptionist
Consumers' Coordinator
Cochrane Centres
Cochrane
Fields
In development and not shown here: a diagram representing the Team’s position in the organizational structure of the Collaboration as a whole

6. Senior Management Team
Chief Executive Officer
Editor in Chief & Deputy CEO
Head, Communications & External Affairs
Head, Finance & Core Services
Head, Informatics & Knowledge Management
Head of Office (title of post to be confirmed)

7. Conclusion High-level expertise in critical areas is required
Integrating existing staff into areas of strength – ensuring continuity, optimizing skills, experience & interest, offering staff members’ growth
Affordable and efficient:
Balance between Heads and Officers/Assistants
Model predicated on building networks of expertise across the Collaboration & with external partners
Integrative ‘matrix’ working across the Secretariat structure
From April 2015 the UK-based Operation and Editorial Units should be co-located in London to provide increased value for money and organisational coherence.

8. Outcomes of Steering Group consideration of the proposal, 17th & 20th March 2013
Approval to create a single, unified Central Support Team (name to be confirmed) incorporating all centrally-funded staff .
Approval to establish the proposed organizational structure; minor changes may emerge as job descriptions are developed and staff are appointed.
Integration of existing staff into the new structure supported.
Approval to co-locate UK-based Operation and Editorial Units in London from April 2015.
Development of the organisational structure diagram is required to show the place of the Central Support Team within the wider organizational structure: the relationship of the Central Support Team to the Execs and advisory committees; etc.
A requirement to show an ongoing return on investment: the Central Support Team’s primary purpose is to improve the support provided to the Collaboration as a whole.