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The modern Indian healthcare system has transformed from a solid foundation of ancient Ayurveda practice. The current healthcare system in India comprises a set of public and private institutions, controlled by the state government, the central government and private organizations. While government spending is reserved for only those institutions o...
Citations
... Despite the fact that overall per capita government healthcare spending has nearly doubled from Rs 1,008 in FY15 to Rs 1,944 in FY20, a 15 percent CAGR, it is still deemed poor [14]. ...
... Alongside the National Health Mission, the Pradhan Mantri Atmanirbhar Swasth Bharat Yojana, with a budget of INR 64,180 crore, would be implemented. The new strategy will enhance primary, secondary, and tertiary healthcare systems, reinforce national institutions, and establish new institutions for new and emerging diseases during the next six years [15], [14], [16]. The pledge to expand healthcare spending beyond Covid vaccine costs while avoiding any new taxes or fees to support the vaccination effort is tremendously favourable for public health and the economy. ...
... We feel that a solution cannot be found that in its scope is strictly limited to one component of the problem at stake, without affecting other elements. This is therefore a thorough review [14]. ...
The country's infrastructure needed to be reassessed, with an emphasis on improving rural health infrastructure through government facilities and nursing homes, as well as increased manpower, while increasing district-level capabilities. The covid-19 epidemic uncovered a systemic flaw and highlighted our investment in public health infrastructure as a whole. Equipment, medicine, and vaccine supplies are all in short supply, as is a skilled crew, an unmanageable caseload, clean restrooms, and the total health facility. Fitch Solutions warned that despite extra financing, the ongoing paucity of medical investment and health infrastructure would pose hurdles in terms of establishing an effective response to the COVID-19 epidemic in India. The research further states that the government's desire for universal health care coverage will boost growth in India's pharmaceutical and health care markets. The improvement of business environments and anticipated health care changes will benefit innovative medication producers and such a market will continue to exhibit enormous potential as the third-largest pharmacy market in the Asia-Pacific region. The fact is that the general medical setting of public hospitals is more separated. If public hospitals are to be responsive to people's health needs, then these institutions' problems should not be situated alone in their inner workings, but under broader conditions (we can call them structural issues) that influence their operation.
PURPOSE
Delayed diagnosis and poor awareness are significant barriers to the early intervention of pediatric brain tumors. This multicenter observational study aimed to evaluate the baseline routes and time to diagnosis for pediatric brain tumors in Tamil Nadu (TN), with the goal of promoting early diagnosis and timely referrals in the future.
METHODS
A standard proforma was used to retrospectively collect information on demographics, diagnosis, referral pathways, and symptoms of incident pediatric brain tumor cases between January 2018 and October 2020 across eight tertiary hospitals in TN. Dates of symptom onset, first presentation of health care, and diagnosis were used to calculate total diagnostic interval (TDI), patient interval (PI), and diagnostic interval (DI).
RESULTS
A total of 144 cases (mean age, 6.64 years; range, 0-15.1 years) were included in the analysis. Among those, 94% (135/144) were from city/district areas, 40% (55/144) were self-referred, and 90% (129/144) had one to three health care professional visits before diagnosis. Median TDI, PI, and DI were 3.5 (IQR, 1-9.3), 0.6 (IQR, 0.1-4.6), and 0.6 (IQR, 0-3.3) weeks, respectively. Low-grade gliomas had the longest median TDI (6.6 weeks), followed by medulloblastomas (4.6 weeks) and high-grade gliomas (3.3 weeks). Average number of symptoms recorded was 1.7 at symptom onset and 1.9 at diagnosis.
CONCLUSION
Although there are some similarities with data from the United Kingdom, many low-grade and optic pathway tumors were unaccounted for in our study. DIs were relatively short, which suggests that infrastructure may not be a problem in this cohort. Increased training and establishment of proper cancer registries, combined with proper referral pathways, could enhance early diagnosis for these children.
The increased awareness surrounding health is a significant factor contributing to the trend of health awareness. People are showing extra care with changing lifestylesleading to more proactive care toward their health. There was an immense need to fill this gap. The founders of Healthians, India’s most trusted diagnostics, sensed this need and converted that into a successful business model. This article analyses Healthians governance and brand strategy making it one of the largest players in the Indian market. The article begins by describing the initial journey of Healthians and its founder. The article also highlights the financial strategy of the company along with the funding details. The industry analysis had also been done along with an analysis of major players in the diagnostic industry, followed by a discussion on the expansion strategy of the company. The business model, corporate governance, and marketing strategy of the company have been discussed in detail, followed by the brand strategy, in order to derive useful learning from the journey of this company. Adequate discussion on the products of the company had been done, along with the mentioning opportunities waiting to be explored by the company. With the highest competitive and volatile market of the healthcare industry, this company ensures that the highest standards in corporate governance and business ethics are being followed in the company. The article concludes with some dilemmas being faced by the company which may decide its future course of action and the various alternatives available to the company.
The present study explored the relationship between doctors’ career calling and organizational citizenship behavior (OCB). A model proposing that the effect of career calling on OCB mediated by work–life balance (WLB) and job satisfaction was assessed. Data were collected from 670 doctors working in hospitals across Northern India out of which 325 questionnaires were considered for analysis purpose. The results demonstrated that career calling has a significant effect on OCB and WLB and job satisfaction mediates the career calling-OCB relationship. The results of the study suggest that WLB and job satisfaction may signify a critical link between career calling and OCB. Implications surrounding this study and theoretical and practical implications for research and practice are explored.
Background
There are multiple barriers impeding access to childhood cancer care in the Indian health system. Understanding what the barriers are, how various stakeholders perceive these barriers and what influences their perceptions are essential in improving access to care, thereby contributing towards achieving Universal Health Coverage (UHC). This study aims to explore the challenges for accessing childhood cancer care through health care provider perspectives in India.
Methods
This study was conducted in 7 tertiary cancer hospitals (3 public, 3 private and 1 charitable trust hospital) across Delhi and Hyderabad. We recruited 27 healthcare providers involved in childhood cancer care. Semi-structured interviews were audio recorded after obtaining informed consent. A thematic and inductive approach to content analysis was conducted and organised using NVivo 11 software.
Results
Participants described a constellation of interconnected barriers to accessing care such as insufficient infrastructure and supportive care, patient knowledge and awareness, sociocultural beliefs, and weak referral pathways. However, these barriers were reflected upon differently based on participant perception through three key influences: 1) the type of hospital setting: public hospitals constituted more barriers such as patient navigation issues and inadequate health workforce, whereas charitable trust and private hospitals were better equipped to provide services. 2) the participant’s cadre: the nature of the participant’s role meant a different degree of exposure to the challenges families faced, where for example, social workers provided more in-depth accounts of barriers from their day-to-day interactions with families, compared to oncologists. 3) individual perceptions within cadres: regardless of the hospital setting or cadre, participants expressed individual varied opinions of barriers such as acceptance of delay and recognition of stakeholder accountabilities, where governance was a major issue. These influences alluded to not only tangible and structural barriers but also intangible barriers which are part of service provision and stakeholder relationships.
Conclusion
Although participants acknowledged that accessing childhood cancer care in India is limited by several barriers, perceptions of these barriers varied. Our findings illustrate that health care provider perceptions are shaped by their experiences, interests and standpoints, which are useful towards informing policy for childhood cancers within UHC.
