Gareth+-Memo+8+Peopling+a+Project


 * CATALYST || GROUP/TYPE OF STAKEHOLDER || CORROSION ||
 * Need for care, inaccesable at home. || Patient/Tourist-poorer || forced to receive care without support network and family, potential harm from lack of malpractice, despite lower costs still require high cash up front expenditure ||
 * Need for Care, cheaper/different than at home. || Patient/Tourist - Wealthier || forced to receive care without support network or family, draws cash from investments, potential harm from lack of malpractice, decreased efficacy of social links to find good doctors ||
 * want simplest possible source of care, and for uninsured patients, cost extends to family. || Families of the sick || Distance reduces participation in healing and decision making ||
 * May have access to hi-tech, previously unavailable medicine, new source of cash in local economy. || Local residents in destination countries & local healthcare seekers. || Potentially draws healthcare providers away from public service, potentially increases cost of care more broadly, potentially restructures health system ||
 * New source of cash, incentive for new specializations || Physicians- Destination Country || forced to practice different sort of medicine, increased profit incentive ||
 * Opportunity for partnership, and referral cash. Potentially work abroad without malpractice costs for those willing to move. || Physicians- Departure Country || potential decline in profit, weaker bargaining position due to outsourcing ||
 * profit, and increased profile. || Hospital Administrators || potential decline in profit, weaker bargaining position due to outsourcing ||
 * provision of care at expense of someone else, less pressure for healthcare reform. || National Policy Makers- Departure states || potential decline in profit, weaker bargaining position due to outsourcing, possible decline in available staff, and pressure for available resources to not overlap those available overseas. ||
 * Provision of care previously unavailable, largely at industry expense. Money into economy. || National Policy Makers- Destination || pricing now must be competative, new economic sector requires management, global profile may end up bad, reallocaiton of healthcare delivery to foreign patients may deminish available for local ||
 * Save on equivalent care for patients, therefore higher profits. || Insurance Company Execs || Might find increased pressure to cover foreign, may find price competition to deminish returns, new beurocracy for international deals ||
 * Increased focus on medical infrastructure, and some increase in the money for and availability of care || Healthcare advocates (primarily in developing world) || Hard won battles over funding may be reassigned to tourist services, potential increase in prices ||
 * Potential source of quality care unavailable within profitability in home nation. || Healthcare activists (primarily in developed world) || Shift to competative model draws support for the national health model ||
 * Profit. || Med Tour Agents/ agency Staff || bad press, or nationalization may eliminate role… competition with larger firms as they get involved ||
 * Potential new market for profit || General Travel Agents/execs || potential new liabilities as they expand into health service inclusive packages ||
 * Transnational industry formations represent success, potential profit, and power through the formation of new influence. || Development and macro NGOs and Transnational Orgs.(i.e.WTO/IMF/WHO) || potential decline in healthcare delivery everywhere could make them look bad. ||
 * May offer previously unaccessable care, draws attention to local health. || Public health officials || Shift to competative model draws support for the national health model ||