Principles for planning and conducting comparative effectiveness research

Author:

Luce Bryan R12,Drummond Michael F3,Dubois Robert W4,Neumann Peter J5,Jönsson Bengt6,Siebert Uwe789,Schwartz J Sanford1011

Affiliation:

1. United BioSource Corporation, Science Policy, Bethesda, MD, USA.

2. University of Washington, Seattle, WA, USA

3. University of York, Health Economics, York, UK

4. National Pharmaceutical Council, Washington, DC, USA

5. Institute for Clinical Research & Health Policy Studies, Tufts Medical Center & Tufts University School of Medicine, Boston, MA, USA

6. Stockholm School of Economics, Department of Economics, Stockholm, Sweden

7. University for Health Sciences, Medical Informatics & Technology, Hall i.T., Austria

8. Oncotyrol – Center for Personalized Cancer Medicine, Innsbruck, Austria

9. Harvard University, Boston, MA, USA

10. Perelman School of Medicine, University of Pennsylvania, Philadelphia, PA, USA

11. Wharton School of Business, Medicine & Health Management & Economics, University of Pennsylvania, Philadelphia, PA, USA

Abstract

Aims: To develop principles for planning and conducting comparative effectiveness research (CER). Methods: Beginning with a modified existing list of health technology assessment principles, we developed a set of CER principles using literature review, engagement of multiple experts and broad stakeholder feedback. Results & conclusion: Thirteen principles and actions to fulfill their intent are proposed. Principles include clarity of objectives, transparency, engagement of stakeholders, consideration of relevant perspectives, use of relevant comparators, and evaluation of relevant outcomes and treatment heterogeneity. Should these principles be found appropriate and useful, CER studies should be audited for adherence to them and monitored for their impact on care management, patient relevant outcomes and clinical guidelines.

Publisher

Future Medicine Ltd

Subject

Health Policy

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