Abstract：
OBJECTIVE: The development and strengthening of health technology assessment (HTA) capacity on the individual and organizational level and the wider environment is relevant for cooperation on HTAs. Based on the Maltese case, we provide a blueprint for building HTA capacity.
METHODS: A set of activities were developed based on Pichler et al.\'s framework and the starting HTA capacity in Malta. Individual level activities focused on strengthening epidemiological and health economic skills through online and in-person training. On the organizational level, a new HTA framework was developed which was subsequently utilized in a shadow assessment. Awareness campaign activities raised awareness and support in the wider environment where HTAs are conducted and utilized.
RESULTS: The time needed to build HTA capacity exceeded the planned two years accommodating the learning progress of the assessors. In addition to the planned trainings, webinars supplemented the online courses, allowing for more knowledge exchange. The advanced online course was extended over time to facilitate learning next to the assessors\' daily tasks. Training sessions were added to implement the new economic evaluation framework, which was utilized in a second shadow assessment. Awareness by decision-makers was achieved with reports, posters, and an article on the current and developing HTA capacity.
CONCLUSIONS: It takes time and much (hands-on) training to build skills for conducting complex assessment such as HTAs. Facilitating exchange with knowledgeable parties is crucial for succeeding as well as the buy-in of local managers motivating staff. Decision-makers need to be on-boarded for the continued success of HTA capacity building.
METHODS: A set of activities were developed based on Pichler et al.\'s framework and the starting HTA capacity in Malta. Individual level activities focused on strengthening epidemiological and health economic skills through online and in-person training. On the organizational level, a new HTA framework was developed which was subsequently utilized in a shadow assessment. Awareness campaign activities raised awareness and support in the wider environment where HTAs are conducted and utilized.
RESULTS: The time needed to build HTA capacity exceeded the planned two years accommodating the learning progress of the assessors. In addition to the planned trainings, webinars supplemented the online courses, allowing for more knowledge exchange. The advanced online course was extended over time to facilitate learning next to the assessors\' daily tasks. Training sessions were added to implement the new economic evaluation framework, which was utilized in a second shadow assessment. Awareness by decision-makers was achieved with reports, posters, and an article on the current and developing HTA capacity.
CONCLUSIONS: It takes time and much (hands-on) training to build skills for conducting complex assessment such as HTAs. Facilitating exchange with knowledgeable parties is crucial for succeeding as well as the buy-in of local managers motivating staff. Decision-makers need to be on-boarded for the continued success of HTA capacity building.
摘要：
目标：在个人和组织层面以及更广泛的环境中发展和加强卫生技术评估（HTA）能力与HTA合作有关。根据马耳他案件,我们提供了建设HTA能力的蓝图。
方法：基于Pichler等人开发了一套活动。马耳他的框架和起始HTA能力。个人一级的活动侧重于通过在线和面对面培训加强流行病学和卫生经济技能。在组织层面，开发了一个新的HTA框架，随后将其用于影子评估。提高认识运动活动在开展和利用HTA的更广泛环境中提高了认识和支持。
结果：建立HTA能力所需的时间超过了计划的两年，以适应评估者的学习进度。除了计划的培训，网络研讨会补充了在线课程，允许更多的知识交流。随着时间的推移，高级在线课程得到了扩展，以方便评估人员的日常任务旁边的学习。增加了培训课程，以实施新的经济评价框架，用于第二次阴影评估。通过报告提高了决策者的认识，海报,以及一篇关于当前和发展中的HTA能力的文章。
结论：需要时间和大量（动手）培训来培养进行复杂评估的技能，例如HTA。促进与知识渊博的各方的交流对于成功以及激励员工的当地管理人员的加入至关重要。需要让决策者参与HTA能力建设的持续成功。
方法：基于Pichler等人开发了一套活动。马耳他的框架和起始HTA能力。个人一级的活动侧重于通过在线和面对面培训加强流行病学和卫生经济技能。在组织层面，开发了一个新的HTA框架，随后将其用于影子评估。提高认识运动活动在开展和利用HTA的更广泛环境中提高了认识和支持。
结果：建立HTA能力所需的时间超过了计划的两年，以适应评估者的学习进度。除了计划的培训，网络研讨会补充了在线课程，允许更多的知识交流。随着时间的推移，高级在线课程得到了扩展，以方便评估人员的日常任务旁边的学习。增加了培训课程，以实施新的经济评价框架，用于第二次阴影评估。通过报告提高了决策者的认识，海报,以及一篇关于当前和发展中的HTA能力的文章。
结论：需要时间和大量（动手）培训来培养进行复杂评估的技能，例如HTA。促进与知识渊博的各方的交流对于成功以及激励员工的当地管理人员的加入至关重要。需要让决策者参与HTA能力建设的持续成功。
