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Central Executive Restructuring: An Introduction to the Plans

Central Executive Restructuring: An Introduction to the Plans. Mark Wilson 27 th March 2013. The Background. Steering Group (CCSG) recognition of need for change, greater coherence, adaptation of existing model

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Central Executive Restructuring: An Introduction to the Plans

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  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 2012 - 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’ 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 ManagementTeam

  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.

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