Transcript Secretariat Restructuring: An Introduction to the Plans

Central Executive Restructuring:
An Introduction to the Plans
Mark Wilson
27th March 2013
The Background
• Steering Group (CCSG) recognition of need for
change, greater coherence, adaptation of existing
model
• Farenden Report, March 2012 - five functional
areas set out & approved by CCSG:
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Marketing, Communications & Media Relations
Partnership Development & Project Supervision
Financial & Operational Performance
Company Secretary
Editorial Unit
• New CEO tasked with making own analysis and
recommendations
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.
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
‘Central Support
Team’
Chief Executive Officer
Head of Office
Manager, Governance
Support (0.5)
(Publishing & Special
Projects) (title of post to be
confirmed)
Cochrane
Cochrane Centres
Fields
PA to CEO
(& Head of Office)
Head, Communications &
External Affairs
Officer/Assistant
Consumers' Coordinator
Head, Informatics &
Editor in Chief &
Knowledge Management
Deputy CEO
Web Manager
IMS Manager
& Web Team
& IMS Team
(see separate organogram)
(see separate organogram)
Officer/Assistant
Training Coordinator
Cochrane Methods
Groups
Head, Finance & Core
Services
CEU
HR Manager
Finance Officer
(see separate organogram)
(0.4)
(0.8 )
Admin Assistant
Receptionist
Cochrane Review
Groups
In development and not shown here: a diagram representing the Team’s position in the organizational structure of the
Collaboration as a whole
Senior Management
Team
Head, Communications &
External Affairs
Editor in Chief & Deputy
CEO
Head, Finance & Core
Services
Chief Executive Officer
Head, Informatics &
Knowledge Management
Head of Office (title of
post to be confirmed)
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.
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.