The lack of adequate specialty services in Hong Kong

 Question

Refer to the question item 4 above and digest drafted answer below, the instruction here is please complete the item 4: I already draft but lack of evidence now.  For each stakeholder, you need collect some data or evidence (very important for evidence) to be able to say how you think they are likely to support policy attention to this issue and the power of each stakeholder.

Since this is a real issue in a real setting, ideally you have evidence to support your beliefs.

Discuss their position in no more than half a page. Then, attach either a “Player Table” output from Policymaker (Table 2A) or a handmade table or matrix showing the position (support/neutral/oppose) and power of each of these stakeholders (high/medium/low) with regards to adopting new policies to address this issue.The data can find in high quality source like pmed, bmj, etc

Draft answer

  1. Describe your health issue (2-3 sentences):

The lack of adequate specialty services in Hong Kong results in extended wait times and restricted access to specialty services

  1. Policy goals: what would you like your policy to achieve (2-3 goals, less than half a page of text):
  • Enhance accessibility to specialty services for all residents.
  • Decrease wait times for specialist appointments.
  • Improve the quality and efficiency of specialty care provided in Hong Kong.

  1. Identify stakeholders:

Supportive stakeholders (min 3)

Name of Stakeholder Primary Interest
Patients Prioritize timely access to specialized healthcare
Healthcare Professionals Strive for better care and reduced patient wait times.
Government Health Agencies-eg Department of Health work towards enhancing the overall effectiveness of the healthcare system.

 

Unsupportive stakeholders (min 3)

Name of Stakeholder Primary Interest
Private Healthcare Providers Driven by profit motives that may clash with policy changes.
Insurance Companies Concerned about potential cost increases.
Professional Medical Associations eg Asian Surgical Association. May oppose changes affecting their members’ practices.

Evidence of stakeholder position (for each of the stakeholders above)

  • Patients

Surgical patients are likely to advocate for policies that reduce wait times for surgeries and ensure the availability of quality surgical procedures. They support initiatives that address surgical backlogs, enhance safety protocols and expand surgical services (Simpson et al., 2023).

  • Healthcare Professionals

Healthcare professionals working in surgery support policies that enhance surgical facilities, ensure appropriate staffing, and improve training for surgical teams (Lentz et al., 2022). They back these initiatives to streamline surgical procedures and provide continuous education to improve surgical outcomes.

  • Government Health Agencies

Government agencies are inclined to support policies that improve surgical care delivery, address workforce shortages, and set safety standards. The government advocate for expanding access to surgeries at minimal costs and implementing policies that enhance patient safety (Truche et al., 2021).

  • Private Healthcare Providers

Private surgical centres may resist reforms that threaten their revenue streams, such as stricter safety regulations, transparency in pricing, or policies that promote public sector alternatives (Matthews & Roxas, 2022).

  • Insurance Companies

Insurance companies may push back against policies that increase their financial liabilities, such as mandating more comprehensive surgical coverage, raising reimbursement rates for surgeries, or requiring stricter patient care standards that lead to higher costs (University of North Carolina, 2024).

  • Association of Medical Professions

Professional associations might resist policies that impose new regulations on surgical procedures, alter reimbursement models, or increase oversight on surgical practices. They could argue that such reforms interfere with clinical autonomy, compromise the quality of care, or impose administrative burdens on surgeons (Dalsing, 2011).

Stakeholder Support Level Power Position
Patients Highly Supportive Low to Medium Support
Healthcare Professionals Supportive Medium to High Support
Government Health Agencies Supportive High Support
Private Healthcare Providers Supportive High Neutral/Oppose
Insurance Companies Less Supportive High Neutral/Oppose
Professional Medical Associations Less Supportive Medium to High Neutral/Oppose

 Strategies to Increase Support:

Supportive stakeholders:

  1. Patients: Establishing patient advisory committees to gather feedback and suggestions for improving access to specialized healthcare services can empower patients and demonstrate the value of their voices in decision-making.
  2. Healthcare Professionals: Implementing professional development programs to enhance skills in specialty care and reduce patient wait times can increase support for policies aimed at improving care quality through continuous education and training.
  3. Government Health Agencies: Presenting data-driven evidence to highlight the positive impact of policy changes on enhancing healthcare system effectiveness can encourage government health agencies to support further improvement initiatives.

Unsupportive stakeholders:

  1. Private Healthcare Providers: Offering financial incentives or tax benefits to incentivize collaboration on policy changes that improve access to specialty services aligns changes with potential financial gains, potentially increasing support without compromising profit motives.
  2. Insurance Companies: Collaborating with insurance companies to design insurance packages covering specialty services while emphasizing cost-effectiveness and long-term benefits can demonstrate how specialized care leads to improved health outcomes and reduced costs, potentially gaining their support.
  3. Professional Medical Associations: Engaging in open dialogues with medical associations to address concerns and involve them in policy development can minimize opposition to policy changes affecting their practices by seeking input and collaborating on solutions.

Implementing these tailored strategies for each stakeholder group can help build support and address opposition, ultimately leading to collaborative efforts in addressing the challenges related to specialty healthcare services.

  1. Recommended policy approach (2-3 paragraphs, less than half a page):

Recommended Policy Approach: A collaborative effort involving the government, healthcare professionals, and patients is essential to address the inadequate specialty services issue in Hong Kong. Implementing a public-private partnership model is suggested as the most effective approach, leveraging the strengths of both sectors to enhance access, quality, and efficiency of specialty care.

  1. Specific Policy Type: Public-private partnerships for specialty care provision, aligning with stakeholder interests and power dynamics. b. Addressing Opposition: Ensure transparent communication, address concerns of private providers and insurance companies, and offer incentives for cooperation. c. Implementation Strategy: Establish clear guidelines, monitor progress, and continuously engage stakeholders to ensure successful policy implementation. In conclusion, by strategically aligning policy goals with stakeholder interests and power dynamics, a collaborative approach can effectively tackle the issue of insufficient specialty services in Hong Kong, leading to improved healthcare outcomes for the population.

References

Dalsing, M. C. (2011). Industry working with physicians through professional medical associations. Journal of Vascular Surgery, 54(3), 41S46S. https://doi.org/10.1016/j.jvs.2011.04.068

Lentz, C. M., Wijngaarden, V., F Willeboordse, L Hooft, & van. (2022). Dedicated teams to optimize quality and safety of surgery: A systematic review. International Journal for Quality in Health Care, 34(4). https://doi.org/10.1093/intqhc/mzac078

Matthews, S., & Roxas, R. (2022). Private equity and its effect on patients: a window into the future. International Journal of Health Economics and Management, 23(4), 673–684. https://doi.org/10.1007/s10754-022-09331-y

Simpson, A. N., Gomez, D., Baxter, N. N., Miazga, E., Urbach, D., Ramlakhan, J., Sorvari, A. M., Sherif, A., & Gagliardi, A. R. (2023). Patient, family and professional suggestions for pandemic-related surgical backlog recovery: a qualitative study. CMAJ Open, 11(2), E255–E266. https://doi.org/10.9778/cmajo.20220109

Truche, P., Campos, L. N., Marrazzo, E. B., Rangel, A. G., Bernardino, R., Bowder, A. N., Buda, A. M., Faria, I., Pompermaier, L., Rice, H. E., Watters, D., Lage, F., Mooney, D. P., Botelho, F., Ferreira, R. V., & Alonso, N. (2021). Association between government policy and delays in emergent and elective surgical care during the COVID-19 pandemic in Brazil: a modeling study. The Lancet Regional Health – Americas, 3, 100056–100056. https://doi.org/10.1016/j.lana.2021.100056

University of North Carolina. (2024, July). Discover How Insurance Companies Influence Healthcare Policies. Uncp. https://online.uncp.edu/degrees/business/mba/healthcare-administration/insurance-influence-on-policy/

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