Prioritising within a Cochrane Review Group

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Cochrane Colloquium 2008 - Plenary 4

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Prioritising within a Cochrane Review Group

  1. 1. Cochrane Infectious Diseases Group www.liv.ac.uk/evidence PRIORITISING WITHIN A COCHRANE REVIEW GROUP TWEAKING OUR CULTURE Paul Garner Cochrane Infectious Diseases Group © The Liverpool School of Tropical Medicine 1
  2. 2. LIVERPOOL European Capital of Culture © The Liverpool School of Tropical Medicine 2
  3. 3. © The Liverpool School of Tropical Medicine 3
  4. 4. Lambanana © The Liverpool School of Tropical Medicine 4
  5. 5. Lambanana © The Liverpool School of Tropical Medicine 5
  6. 6. Lambanana © The Liverpool School of Tropical Medicine 6
  7. 7. Lambanana © The Liverpool School of Tropical Medicine 7
  8. 8. © The Liverpool School of Tropical Medicine 9
  9. 9. LIVERPOOL Team culture © The Liverpool School of Tropical Medicine 10
  10. 10. Liverpool Five times European Cup Champions
  11. 11. GOAL ORIENTATED CULTURE Cochrane Infectious Diseases Group needs GOALS © The Liverpool School of Tropical Medicine 14
  12. 12. This talk • Why the Editorial Team developed a strategic plan • Aspects of implementation • Implications for the Cochrane Collaboration as a whole © The Liverpool School of Tropical Medicine 15
  13. 13. What was the need? Post-review reflective audit Author 1: district medical officer Author 2: hospital doctor AUTHORS and CIDG staff had spent months on this CONCLUSION • The system had failed this people • Neither really had a chance of succeeding • Cochrane volunteerism was not working • Failing with our customers: the authors © The Liverpool School of Tropical Medicine 16
  14. 14. Not responded to one of our main customers World Health Organization wanted head to head comparisons of artemisinin combination treatments for malaria 3. One very large review 5. 4 medium sized reviews 7. 14 small reviews (with overview) Stuck because we knew option 1 was needed, but 2-3 more compatible with volunteers © The Liverpool School of Tropical Medicine 17
  15. 15. PROBLEMS RESPONSE • Delays with submission Editors meeting • Poor quality protocols 2 days • Reviews we could not accept Strategic plan • Massive work load for full time Editor © The Liverpool School of Tropical Medicine 18
  16. 16. Definition of impact review (any of the following) • Likely to generate considerable interest in the international public health community; • has the potential to change policy or treatments with a substantive impact on the United Nations’ Millennium Development Goals • is frequently cited in the scientific literature; • is of considerable public interest and likely to capture high levels of press coverage. © The Liverpool School of Tropical Medicine 21
  17. 17. EACH REVIEW IS A RESEARCH PROJECT Needs managing like any other © The Liverpool School of Tropical Medicine 22
  18. 18. WHAT ARE HIGH PRIORITY TOPIC? Strategically important or reviews requested by policymakers with a deadline With 2+ trials © The Liverpool School of Tropical Medicine 23
  19. 19. 4 STEPS Try and elicit authors to do this 3. Appraise title registration form and the team 5. Build team 7. Find support (salary, meetings, visits) 9. Actively manage © The Liverpool School of Tropical Medicine 24
  20. 20. STEP 1. APPRAISE Title registration © The Liverpool School of Tropical Medicine 25
  21. 21. APPRAISE TEAM. Only accept if • Demonstrable topic expertise (published peer-reviewed articles in the topic) • Completed at least 1 Cochrane Review or equivalent • Contact author has time to dedicate to review (3 to 6 months for review with > 3 trials) © The Liverpool School of Tropical Medicine 26
  22. 22. Step 2. Build team If team have potential but have gaps, indicate this to them See if they can solve it We do make suggestions © The Liverpool School of Tropical Medicine 27
  23. 23. CIDG authors from the Africa Cochrane Network © The Liverpool School of Tropical Medicine 28
  24. 24. Step 3. Find support • Help find financial support e.g. Salary, author meeting • Build in deliverables to contract © The Liverpool School of Tropical Medicine 29
  25. 25. The Iron Team (IRON IN MALARIA) • Juliana, from Nigeria: Naive author, clinician • Joseph, MRC The Gambia: Full time researcher EDITORIAL TEAM ADDED • Mical Paul Editor and researcher Extensive experience in SR • Dafna Research assistant, clinical Employed for four months GRANT TO JULIANA © The Liverpool School of Tropical Medicine 30
  26. 26. © The Liverpool School of Tropical Medicine 31
  27. 27. Step 4. Actively Manage • Check on progress • Dialogue • Conference calls © The Liverpool School of Tropical Medicine 32
  28. 28. 2009+ • Further develop response mode for reviews • Same as “high priority topics” except we need to assemble review team © The Liverpool School of Tropical Medicine 33
  29. 29. LOW PRIORITY TOPIC Results of the review unlikely to be relevant to achieving the MDGs © The Liverpool School of Tropical Medicine 34
  30. 30. Assess Team on title registration form Includes topic expertise by way of discipline or training Has capacity to do the review Consortium Partner or Cochrane Centre can provide technical support ….then accept © The Liverpool School of Tropical Medicine 35
  31. 31. Implications to the Effective Health Care Research Programme Consortium • In developed countries, massive investment in commissioned systematic reviews • In developing countries, Cochrane, some basic courses, but expected to do reviews for free • Vital to address this fundamental imbalance © The Liverpool School of Tropical Medicine 36
  32. 32. NEW CADRE OF AUTHORS 3 new authors from the UK: Self sufficient, know the methods, quietly complete updates © The Liverpool School of Tropical Medicine 37
  33. 33. CIDG authors © The Liverpool School of Tropical Medicine 38
  34. 34. WHAT IS BRAND? © The Liverpool School of Tropical Medicine 39
  35. 35. Definition of Brand Initial value Damien Hirst adds his signature £ 60,000 £ 1,600,000 © The Liverpool School of Tropical Medicine 41
  36. 36. WHAT IS OUR BRAND? Quality, timeliness and independence © The Liverpool School of Tropical Medicine 42
  37. 37. Cochrane reviews We know we have issues with quality Every single review effect the future of us all We need to change collectively before the funders demand accountability © The Liverpool School of Tropical Medicine 43
  38. 38. Cochrane Collaboration needs to build the brand • Fewer, larger, higher quality reviews • Substantive editor input at title stage • Teams that include experienced authors • Fellowships for authors © The Liverpool School of Tropical Medicine 44
  39. 39. COCHRANE COLLABORATION CAN CHANGE NOW IS THE TIME TO MAKE THIS HAPPEN © The Liverpool School of Tropical Medicine 45
  40. 40. Acknowledgements • Thanks to Harriet MacLehose for co-managing the development of the strategic plan and being responsible for implementing it • And all the editors and staff in Liverpool © The Liverpool School of Tropical Medicine 46

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