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Table 3 Reported effects and impact—mini-HTA and ambassador model

From: Effects and repercussions of local/hospital-based health technology assessment (HTA): a systematic review

References and country Methods/participants Mini-HTA or ambassador Type of impact
Ehlers and Jensen 2006 Denmark[3] Survey/140 Danish hospitals Mini-HTA On decision-making (management)
  • Mini-HTA is used as a decision support tool at all decision-making levels within the Danish hospital sector.
  • No decision makers based their decisions exclusively on mini-HTAs (but always used them as a supplement).
  • In hospital management sectors, the mini-HTA was often the principal basis for decision-making.
  • A majority of decision makers stated that the mini-HTA eased implementation to a considerable or fair degree.
On clinicians’ or other stakeholders’ perceptions
  • Advantages of using mini-HTAs:
   Based on HTA principles
   The form of the tool, be it a tabular form or a checklist
   The way the form or checklist was being used (flexibility, openness, and timing)
  • Disadvantages mentioned typically centered on insufficiency of the evaluation of the evidence base and the lack of quality control.
Folkersen and Pedersen 2006 Denmark[25] Survey/1 of Denmark’s main public hospital Mini-HTA On decision-making (management)
  • The HTA method has improved the relationships between health professionals and economists, which were previously problematic due to the perception of different or opposing priorities (quality vs. budget). Both parties have become more understanding towards the roles and tasks of the other party due to the implementation of mini-HTA.
On clinicians’ or other stakeholders’ perceptions
  • Overall, 77% of respondents were satisfied with the HTA method.
  • Some dissatisfaction concerning the HTA method included:
   Causing a too great and troublesome administrative burden
   Placing too much or exclusive emphasis on financial factors, while neglecting professional and technical aspects
   Causing limits on budgets, which in turn prevented the purchase of new equipment
       Financial questions were too difficult to answer for some hospital staff
Rashiq et al 2006 Canada[26] Pre- and post-session questionnaires/pre: 130 participants; post: 79 (60.8%) Ambassador model On decision-making (management)
  • The ambassador program was successful in increasing awareness of the best evidence in chronic non-cancer pain management and positively influenced treatment decisions.
  • Some participants (35%) reported practice changes as a result of the workshops.
  • 70% indicated that an action plan has been developed following the workshop.
  • 80% indicated that they disseminated the material to other practitioners.
On clinicians’ or other stakeholders’ perceptions
      • 99% indicated that the workshops had been a useful way of linking research to practice.