Friday, 31 March 2017

BOOK REVIEW: A Doctor's Story of Life & Death

A Doctor's Story of Life & Death 
Written by Dr Kakarla Subbarao with Arun K. Tiwari
Publisher: Ocean Paperbacks, New Delhi
Re-release: 2013 
ISBN Registration: 978 - 81- 8430 - 180 - 9
For copies: Amazon.com
Reviewed by Sanjay Nannaparaju

BOOK REVIEW (Part 1)

For some, doctors are life givers, for few others doctors are life takers. Those who have been benefited idolize doctors as living gods on Earth, and those who remain as aggrieved shower their full wrath to condemn doctors as cold-blood murderers. Whatever may be the common man's perception of doctors and physician's practice, the commitment to exceed patient's expectations continues in this niche social group, that have served humanity all through the ages.

It is understood that, there are many contradicting forces which are greatly unexplainable that are at work to determine the success of a doctor. If fair diagnosis and treatment is a major consideration for each physician's success, it is the strong belief of the patient in doctor's practice to relay cure and people's opinions of the doctor's capabilities in treating diseases are equally prominent. Somewhere in-between the diversity of views emerges an objective and realistic perspective of Dr Kakarla Subbarao, who shares with us his experience, expertise and profound views on his personal life, medical science and surgical practice. He does this at a juncture of time when the global healthcare industry moves from the predominance of 'human touch' based treatment to advanced and high-end technology driven procedures.

Dr Kakarla Subbarao with Arun K. Tiwari's "A Doctor's Story of Life & Death" is a well written autobiography. This work loudly echoes the observations of a renowned doctor from India who made his mark in Radiology medicine. He established benchmarks in medical practice, which are sure to guide the global doctors community to practice medicine with the basic human touch. No doubt, we stand today at a juncture of time when healthcare domain reflects the dominance of hi-tech equipment and the robots gradually ushering precision based practice to each clinical, surgical and emergency engagement.

In the Preface to the second decade reprint, he sums up "The privatization and industrialization of healthcare started in early 80's in India is complete. The healthcare industry is growing gloriously but as a commercial enterprise. Everything is available within the country and patients are coming from other countries to receive treatment in Indian hospitals. The healthcare is increasingly delivered in packages and through smart insurance deals. Doctors hop across hospitals for better engagement fee and diagnostics have become a highly networked enterprise. “

Dr Kakarla Subbarao's autobiography elaborates on the author's observations of life, patients, diseases, whims and fancies, beliefs and disbeliefs, treatments and outcomes. In the opening part of the book itself, Dr Kakarla summarizes to the reader of what is to come..."There is a fatal fascination for the status quo. An inherent inertia can be seen in every walk of life. A lack of drive to come out of the rut is the most common trait among Indians. God has been idolized in hundreds and thousands of forms and is seen as an ombudsman out to bail out of one's life problems including those related to health. Everything, everyone, has been segregated into the two compartments of good and bad, black and white, zeros and heroes. Everything is either sacred or sinful."

Dr Kakarla Subbarao has nearly fifty years of professional medical experience in India and US. He draws a powerful contrast between medical practice in India and US..."More than five decades of working in hospitals has brought me very close to pain, suffering and death. Looking around in my domain of healthcare I see more of pain than care. Problems outnumber solutions. There are crises related not only to individual and community health but also in the deliverance of healthcare. Unlike in Western countries, where medicine is practiced as a law monitored, insurance driven service profession, in India it is very complex proposition involving handling of human emotions."

For every human living on Earth, two things are of great importance - survival and faith in god. The component of these two may vary from individual to individual, society to society and nation to nation. Dr Kakarla's observation of people in India and his experience with different patients of India has taught him great many things. He considers healthcare in India as a "complex proposition involving handling of human emotions. Disease and pain are seen here as a punishment from God. Patients look at treatment as an exercise in atonement and salvation and approach doctors as they would, a priest in a temple - carrying all they have with folded hands and leaving egos outside as shoes." Prominently, Dr Kakarla finds an inherent irony in this rather enigmatic situation, as he says "Doctors find themselves tangled in the web of these emotional loose ends and their own personal priorities for affluent life. This is a very peculiar situation that needs closer observation and careful analysis.

A human being's health condition is programmed in the genes, which is proven by the factor that "the response of the body to the disease is what makes each patient unique." Dr Kakarla highlights the predominant role of genes and genetic information that determine our health and happiness in life. "Each one of us is created from genes of our two parents. Each one of us is a product of generations of evolution, countless bits of information collected over millions of years, focused, narrowed and refined until one is pushed out of the birth canal into the world."

Dr Kakarla sensibly plays with figurative language. He tactfully draws a comparison between the "laddu" of Tirupathi Balaji Temple with each individual persona. "Just as "laddu" has little to say about its shape, we are born with limits on the shape of our bodies, the color of our skins and type of hair....There is an obese gene we all inherit that determine our body weight rather than that quantum of food we eat. Genes also control how quickly the body breaks down with age."

From the start to the finish of his autobiography, Dr Kakarla is clear about his objectives, priorities and goals that he aims to achieve. He provides clarity to the readers of how the information is organized in the book. "The text is organized into ten chapters and arranged in three parts - Cognition, Creation and Contemplation. The first part covers my childhood, medical education and initial years in the United States. The second part covers my comeback, retreat, growth and final return. The third part overviews the new emerging medical science based on molecular biology and genetics and records my views on going back to the basics of good living."

For Dr Kakarla healthy and good living is a step to realize the divine. However, for one to achieve this there is need for physical discipline, high spirituality, and dis-attachment. "The entrance to divinity is through a pretty narrow door. If we want to pass through it, we must discard everything that sustains us in ordinary lives - everything that props us up and makes us feel safe, everything we know, trust and rely on."

It appears that, in the art of deploying metaphors, Dr Kakarla has no match so far. He draws a glorious comparison between scriptures and genes. One written in the age-old times and handed over to generations of readers. Other, embedded within each one of us which inordinately influence our lives and our healthy living. “Let's evoke the Life's force by understanding the scriptures transcribed in our genes. If there are imperfections coded so are compensatory powers. The art and science of modern medicine can intervene to deal with the nature's imperfections, and to make use of nature's compensatory powers. The story I am going to narrate is that of the triumph of the human body, and the human spirit. While pain is inevitable, suffering is optional."

Dr Kakarla had great love for his family. Coming from a family of landlords, he had great knowledge of tradition and norms of values bound Indian family. He is thankful to his father Venkata Ratnam and mother Manikamma, and also his Pedamuttevi village in Krishna District for the life and rich experiences of childhood. He turns reminiscent when he says “It was the third day after the Sankranti in 1925, I was given a modern version of my grandfather’s name, Subbanna – Subbarao.”

Every stage of human life teaches something and prepares one for the next stage of life. Dr Kakarla establishes an intimate connection between his childhood and later part of life. Like a new lily, his childhood memories are fresh and highly appealing for the reader. “There was no school in the village. My father had organized a school in a big veranda of our house. When the time came for me to be initiated into education, all I was asked was to sit there that was indeed the school. Even this constraint appeared to me as a rude shock and unbearable punishment.”

In his childhood, Dr Kakarla found shame as a powerful emotion. He illustrates graphically of how shame subdues people into obedience and makes masters as aggressive and unjust leaders. He pities the plight of poverty-ridden laborers “squat outside our big house for hours waiting for my father to come out and pay their wages. I used to feel very disturbed by their presence and many times dared to plead their case for payment.”

The attraction to opposite sex often finds expression from one’s childhood. Here it is Sarojini, a childhood friend that pulsated the little boy's heart at a mere glance. “Many such times Sarojini and I exchanged glances and experienced the thrill of stealing something precious away from the crowd.” This stands in contrast to what he finds in Challapalli School. “If anything what Visalakshi returned to me was a glance full of vanity and an invitation to compete.”

Sarojini continues to be an obsession even after completion of school and planning to go for higher studies. The intensity of love can be subdued only by marriage, an inseparable bond that lasts for a life-time. “The only hitch was between me and Sarojini. She was of marriageable age by the standards of those times and if I went for further education, either I had to marry and leave her alone or she would be married to someone else and I would be left alone.”

Dr Kakarla’s nature and beliefs were hurt when he saw the exploitation of the poor by the rich. This brought him closer to communist ideology during his school days, where he says, “I started knowing more of politics of poverty and property.”  His reverence for the Gandhian path was equally strong. “To me Gandhi and Marx were equally appealing. The dignity of labour, equal right to existence, simplicity, sacrificial quality to help others and social justice were sacred to me.”

Each one of us has the freedom to choose our life, our friends, our beliefs, our professions and the like. However, bad company truly puts us in a wrong perspective, in-spite of our hard work and genuineness in life. “Your surroundings, the people who live with, can really make you sick. You have a good chance of ending up as a loser if you live in company of failures.”

In life things happen the way they shouldn’t. We think to become something and we dream to possess something, but something else happens. The obsession for Sarojini and ideas to marry her go crashing as she is married to someone else. The good performance in mathematics couldn’t land Dr Kakarla in Engineering studies, but fetched him a medical seat, the next year. In the former, his own inaction at the moment made him lose Sarojini, in the latter a determined action made him something superior. Joining the medical college at Visakhapatnam and later standing in front of family members for explanation greatly one-sided meant “The superior man when he stands alone is uncovered and if he has to renounce the world, he is undaunted, I was indeed alone and in fact renounced my village.”

Dr Kakarla questions human greed, jealousies and cravings. “The clever manipulations, pretensions, plots, pride, prejudices, greed so familiar and almost omnipresent would appear so strange and remote in the presence of the human corpse.” Dr Kakarla turns into a great medical teacher whenever the moment provides for it. “The feature of human body visible to the naked eye make morphological anatomy…” The vessels that carry blood from the heart and keeps pumping it to maintain circulation to various tissues are arteries, and the ones that return this blood to the heart are veins.” This detailed description of human organs and their functions reflects as though Dr Kakarla is preparing the reader for an advanced surgical procedure to follow. Sans an understanding of medical basics, the cases of different patients may appear incomprehensible.

For generations born in India after freedom struggle, the old times of sacrifice by our leaders may not mean anything. Dr Kakarla offers a glimpse into how as a common person he felt when India got its independence. This prominently may aim to educate the new India’s generations of our freedom struggle and its aftermath. “On the night of 14th August, 1947 we were all awake and excited to receive Independence. Nobody slept in the hostel. However there being nothing specific to do everybody was talking to everybody else. All India Radio broadcast the midnight session of Parliament live. Our local Congress leader Tennati Vishwanatham hoisted the Indian Tricolour flag at the stroke of midnight – a historic moment…”

Dr Kakarla offers easy ways to diagnose each disease when diagnostic equipment wasn’t available. The doctor’s touch is considered to reveal many of the hidden diseases. There are realistic lessons for the new generation of doctors who consider diagnostics and diagnostic equipment as primary to tender treatment. “If the patient is short of breath even when resting and coughing brownish sputum chest infection such as pneumonia would be a possibility…” Dr Kakarla advises doctors to enhance their touch and observation skills in this he guides doctors in right diagnosis of meningitis, influenza, TB, pharangitis or tonsillitis, CKD, malaria and typhoid.






Thursday, 30 March 2017

Article: The Emergence of Healthcare Chains in India

Title: The Emergence of Healthcare Chains in India
Publisher: FAPCCI Review
Dated: March 29, 2017
Pages: 21 - 23
Author: Sanjay Nannaparaju

What has been quite successful practice in hotel and hospitality industry is being replicated by the healthcare industry of India, as well, to further quality growth and geographical expansion at a resounding pace. Taj Group's "asset-light approach" as adopted by healthcare majors like Apollo Hospitals and Fortis and even the emerging like MaxCure Hospitals (Hyderabad) and Cygnus Hospitals (Pune) aims to use the existing infrastructure as provided by smaller hospitals in cities and towns across India, thereby saving on huge investments required to setting up new hospitals from the start. This even means to cross breakeven at a short period and availing expert local resources prudently.

ASSET-LIGHT MODEL

The takeover of small and sick hospitals and running them on professional lines is referred as "asset-light model." With no land and building costs, the equipment of the hospital is upgraded and operations made sustainable and later profitable. For example, an efficiently managed hospital taken on long-term lease can generate returns of 18 - 20 percent on capital. Within one to two years, healthcare start-ups could expand many-fold by signing the "operations and management" contract.

Without owning a piece of land or constructing a new building, the healthcare chain gains foothold in new regions. This means to enlarge the customer base and further its brand value. The "asset-light" route has been quite popular with major and emerging healthcare institutions in India. Business consolidation and enhanced service quality are both greatly achieved by the asset-light route, as Fortis and Apollo are leading the fray with vast geographical expansion to reach.

What is increasingly described as "professionally managing" small and non-viable hospitals, the approach to run on contract/lease based agreements is proving to show results. In this arrangement, healthcare organizations grow and reach out to new markets by taking over small and non-performing hospitals on lease/contract basis. The owner is paid a part of the revenue or lease rental. The healthcare organization owns the beds, medical equipment and people. The building solely belongs to the owner.

CORPORTE HOSPITAL CHAINS

MaxCure Hospitals Hyderabad' innovative business model has made it to grow at a rapid pace in the last few months (not years) with focus on underperforming hospitals. The business strategy is definitely "operational lease" agreement by which the signing hospital provides for CAPEX (capital expenditure) and MaxCure takes care of OPEX (operational expenditure). A fixed lease amount is paid to the signing hospital and the healthcare provider arranges for state-of-art equipment and specialty consultants, with strict adherence to highest quality standards maintained across the chain of hospitals of the group.

Coming close to MaxCure Hospitals' success with "asset-light" and "operational lease" agreement is Cygnus Hospitals, owned and managed by Dr Dinesh's Cygnus Medicare Pvt Ltd. Starting from 2011 - 12, Cygnus started signing lease agreements with small hospitals. Now Cygnus includes a chain of 11 hospitals present in Haryana, Punjab and Delhi. With focus on cardiology, joint replacements, neurosciences, critical care, laparoscopy and trauma, Cygnus has a turnover of 105 crore (2015 - 16), whereas MaxCure that started off as a heart institute has now turned into a multi specialty group with a chain of 9 hospitals in the two Telugu states. The turnover of MaxCure stands at nearly 165 crore (2015 - 16) with huge plans of business growth as furthered by Mr Harikrishna, its young and dynamic CEO.

In addition to the lease-agreement/asset light business model, the tremendous success of Cygnus and MaxCure has been mainly due to adoption of successful operational practices with equal role played by the Directors who are predominantly practicing doctors and professional managers who bring decades of proven expertise in administration, marketing and branding.

HEALTHCARE CHALLENGES

In India, healthcare confronts major challenges. According to an expert if there are 700 districts in India, there is dire need for cardio, neuro and intensive care interventions. For sure, the lease agreement /asset light business approach is sure to bring quality care to all districts and towns, totally. Even though India has witnessed rapid economic growth, with GDP of 7 percent, there remain challenges of poverty, health, illiteracy and access to basic needs. India's infant mortality rate is three times higher than China, and seven times greater than U.S. If 2 million Indians require heart surgeries, the question is of why only 5 percent of them have access to it?

According to one estimate, 63 million diabetics and 2.3 million cancer affected are yet to be diagnosed. It is no exaggeration if we say that 70 percent of the 12 million blind can receive sight by a simple surgery. As per 2013 estimates, we have 7, 50,000 doctors, and 1.1 million nurses which is one-fourth of U.S. and less than half that of China. With hospital beds in short supply, even today 60 percent of health expenses are paid from one's own pockets with little percolation to insurance access.

NECESSITY LEADS TO INNOVATION

With the public healthcare system already strained by lack of specialists, infrastructure and reach, the healthcare chains are taking the lead to fill the gaps for quality and affordable health facilities. Low costs affect large volumes of patients allowing the healthcare chains to remain profitable and utilize the equipment optimally. With healthcare costs 95 percent lower than U.S. the emerging healthcare chains in India are providing quality healthcare as per NABH standards. As India's medical tourism boom stands at $ 1 billion the quality standards assured by NABH accreditations makes the healthcare chains of India to play a more robust and proactive role towards meeting the health needs of not only local but global patients as well.

Finally, any healthcare business has to serve three ends, offer quality service, provide affordable care and adopt innovative practices to remain competitive. India's healthcare chains have long outraced their counterparts in U.S. by adoption of complete new and innovative medical and surgical practices.
Hyderabad, a popular medical tourism destination globally has shown equivalent outcomes in international standards for medical complications of knee, coronary and prostate surgery.
The five year survival rate of breast cancer patients and peritoneal dialysis patients of Hyderabad's healthcare centers is on par with those in U.S. The differential cost of labor has also made India hospital chains greatly competitive, as the salaries of medical specialists (cardiologists, nephrologists, ophthalmologists and oncologists) nurses, medical staff and administrators are lower than their counterparts in U.S. Also by adopting two innovative practices as the hub-and-spoke configuration of assets and introducing new surgical practices, the healthcare chains have sustained their competitiveness.

HUB-AND-SPOKE APPROACH

In the hub-and-spoke approach, super specialty facilities are made available at district Head Quarters and spoke facilities are created at far-flung towns and villages. Patients are profiled as per the stage of disease and referred to hub facilities for treatment. Specialty hospitals in metros and major cities have access to high-end equipment as PET-CT scanners, cyclotrons and linear accelerators. The hub-and-spoke approach helps in achieving more footfalls at hubs, greater/optimal use of equipment and availability of specialists. On average, a CT scan evaluates 3 - 5 patients a day in U.S. it goes to 20 scans a day in India. Higher volumes mean greater economies of scale to purchase medicines, supplies and medical equipment.

India's healthcare chains have developed treatment protocols. As per the risk involved cases of complex surgeries are accorded treatment on basis of age, weight, medical history and life-style. Extra precautions are taken for high-risk patients. Advances to treatment protocols have reduced the mortality rate in patients undergoing cardiac specialty treatments at the hub. Apollo is now the leader in organ transplants and LV Prasad Eye Institute, a leader in corneal transplants.

GROWTH OF SPECIALIZATION

The growth of specialization at hub locations of healthcare chains has also led to promotion of innovation. The hub location in India has pioneered beating-heart method of surgery, where operation is made possible without shutting down the patient's heart. This does away with the need for heart-lung machines, fewer surgery complications, faster recovery, and shorter hospital stays. By going in through the wrist, instead of groin, angioplasties are made faster with early recovery. Single corneas are sliced for use at more than one eye transplant.

The focus of hospital chains in India has always been on continuing education and equipping nurses and support staff with needful skills. On one side are highly specialized doctors for complex surgeries, on other side are low cost healthcare workers. Nurses are trained to assist oncologists and intensivists. By increasing the number of trained paramedical staff, the work during pre and post operative period is speeded.
Also, the paramedical staff work at spoke to undertake tests, check vitals, preparing patients for surgery and providing follow-up care, with surgeons performing only the actual procedure. Family members of the patient are also provided training following heart surgery. This reduces care costs, personalizes care and reduces post surgical complications. Hospital chains' costs are reduced by careful maintenance and repair of equipment and instruments. For example, steel clamps, needle holders, forceps and scissors used during heart surgeries are reused with strict adherence to sterilization procedures.

Even doctor's recommendation has come under the scanner, with fixed salaries paid and fee-for-service availed on case to case basis. A word about stents needs mention due to their regular use and high costs involved. A leading hospital chain established a subsidiary to manufacture low-cost stents that cost as low as $ 240 to $ 360 a piece, which is 10 times lower than those imported. Creating awareness in doctors viz. sending P&L data of previous day helps doctors take a close look at medicines, supplies or tests and motivates them to adopt cost savings through process improvements.

HEALTHCARE INDUSTRY in INDIA & U.S.

In India, the focus of healthcare chains is on the hub for specialties and spoke for primary care and diagnosis. However in U.S. the healthcare chains have focused more on hubs with little or no focus on the spoke. Innovation is found in terms of new medications, procedures, devices and medical equipment. Contrary, in the healthcare delivery there is little progress. The doctors there tend to make autonomous decisions and view each patient as different.

CONCLUSION

With no-profit and quality healthcare service as the established objectives, the public healthcare institutions in India move ahead to provide primary, secondary and tertiary care across different regions. Health care chains which are predominantly in private sector have positioned themselves in the secondary, tertiary and quaternary care with concentration seen in metros, tier 1 & 2 cities. By adopting innovative methods like hub-and-spoke, lease agreement and asset-light model, private healthcare chains could develop as sustainable businesses. However, the challenges confronted by public and private healthcare appear to be huge and compounding.

According to CRISIL Research the healthcare delivery market will reach 6.8 trillion INR by 2019-20, and the cost of in-patient treatment is expected to increase at nearly 8 percent CAGR. The private healthcare sector is to grow from $ 100 billion in 2015 to $ 280 billion by 2020. The market break-up by revenues includes hospitals (71%), diagnostics (3%), pharmaceuticals (13%), Medical equipment & supplies (9%) and medical insurance (9%).


In this scenario the corporate healthcare chains are sure to achieve more than 80 percent share of the market. With the need to invest 4 trillion rupees in healthcare development, and India's global disease burden reaching almost 20 percent, the need to focus on more number of beds, specialized doctors and nursing staff and advanced equipment can be met holistically by corporate hospital chains only.