The HB-HTA report clearly states its goal and scope, reflects the hospital context and takes into account the informational needs of hospital decision-makers.
The HB-HTA report is performed systematically using good practice methods and appropriate tools. It should be done in a way that can be adapted by other hospitals (transferability).
The HB-HTA process involves all relevant stakeholders. It is conducted in an unbiased and transparent manner, ensuring independence and it is properly communicated to hospital stakeholders.
The mission, vision and values of the HB-HTA unit are clearly defined, and are coherent with the hospital’s overall mission and strategy and allowing for clear governance of the HB-HTA unit.
Clear leadership at the top of the HB-HTA unit acts as a role model when striving for excellence and defining and promoting a good communication policy/strategy.
Criteria for the selection of technologies to be assessed are clearly stated.
The process for identifying and evaluating technologies for potential disinvestment is defined and established.
There is a willingness to improve in the light of experience and a capacity to learn and innovate.
There is a clear policy and mechanism for sharing knowledge, information and resources.
The HB-HTA unit collaborates with regional, national and international HTA organisations.
Key allies and partners are proactively identified and proper interaction between them, staff at the HB-HTA unit, customers and other relevant stakeholders, is facilitated.
Well-defined profiles and skills for human resources, recruitment policies and career development plans are established.
Financial resources are sufficient to cover operational costs and ensure an appropriate place of work.
Short- and medium-term impact is measured and maintained.
Long-term impact is measured and maintained.