Reaching the bottom of the pyramid

2007

A look at Healthcare in India

Our Goals and Challenges

Improve Access

Reduce cost of creation

Increase Trained manpower

Healthcare- Opportunity

Summary

Healthcare, an important economic

enterprise in developed countriesFact #1

Most developed countries and developing countries spend almost 15% of the GDP on Healthcare and this sector is among the largest employers. The healthcare sector in India employs over 4 million people, one of the largest employers

Fact # 2

Healthcare coverage is almost 100% in many of the developed countries

Fact # 3

Access to healthcare improves the efficiency of the work force and significantly contributes to economic growth

Healthcare, an important economic

enterprise in developed countries

Fact # 4

Healthcare sector need between now and the year 2020 is between Rs

150,000 crore to Rs 175,000 crore (%s 1,500-1,750 billion) to reach bed

capacity as per WHO norms

Fact # 5

In Health „PREVENTION ' is always better than `CURE‟

Indian Healthcare - At Crossroads

Large gains in healthcare status. Remarkable improvements in mortality

and fertility rates

However

Hospitalization frequently means financial catastrophe

Only 10 percent of Indians have some form of insurance,

Hospitalized Indians spent more than half (58%) of their total annual

expenditures on health care

More than 40 percent of those hospitalized borrow money or sell assets to

cover expenses

Current infrastructure grossly inadequate

India has 1.5 beds per thousand people, compared to 4.3 beds per

thousand people, in middle-income countries.

Healthcare Infrastructure in India

STATUS: Underdeveloped in comparison to other countries

Beds Physicians Nurses

Per ’000 population Per ’000 population Per ’000 population

India

Other low income countries

(e.g., sub-Saharan Africa)

Middle income countries

(e.g., China, Brazil Thailand,

South Africa, Korea)

High income countries

(e.g., US, Western Europe,

Japan)

*Registered allopathic physicians only

** Including registered Indian Systems of Medicine (ISM) physicians but excluding unregistered practitioners

Source:Asian Health Services; Indian Nursing Council; World Development Indicators; World Bank; McKinsey analysis

0.5*

World average

1.5

1.5

4.3

7.4

0.9

1.6

1.9

7.51.8

1.8

1.0

1.2**

3.3 1.5 3.3

Per '000 population

339274

India 1990 India today

Life expectancy at birth

Years

37

63

India 1951 India today

65

78

Developing

country average

Developed

country average

Key Health indicators

Life

expectancy

Morbidity

Source: Global Burden of Disease, WHO 1996, World Bank Report, 2001

Infant mortality

Though there has been significant

improvement…

India has a long way to go to meet

world standards

56

6

Developing

country average

Developed

country average

Infant mortality

256

119

Developing

country average

Developed

country average

Deaths per '000 births

146

70

India 1951 India today

DALYs*

*Disability adjusted life years

CENTRAL GOVERNMENT EXPENDITURE ON HEALTH DECLINING

Issues In Current Healthcare Delivery System

1.5

1.7

1.9

2.1

2.3

2.5

2.7

2.9

3.1

3.3

3.5

First Second Third Fourth Fifth Sixth Seventh EighthFive Year Plans

% Plan Expenditure (Actuals)

Where does the money come from Now?

Contrary to popular perception, the role of the government in this sector has been continually shrinking during the last 20

years and the private sector now accounts for over 68 per cent of total spending in this industry.

Improvement in health can impact

long-term economic growth through multiple channels

Increase in

life

expectancy

Healthcare

outcomes Impact on macroeconomic drivers of growth

Reduced absenteeism

Increase in individual income

Increase in productivity

Increase in education levels

Greater share of

population at working

age

Improvement

in healthcare

system

Lower

prevalence of

diseases

Decrease in

infant

mortality rate

Economic

growth

Increase in individual income

due to greater number of

working years

Increase in share of

population with high savings

rate

Consumption

Human capital

Investment

Human capital

Consumption

Investment

Parents do not need any more to have many children just to assure themselves that at least one of them will survive till the parents’ old age

Source: Macroeconomics and Health, WHO 2001

Sector Direct employment Revenues/GDP

Million, 2000-2001 Per cent, 2000-2001

4.0

5.3

1.0

1.2

1.6

0.8

1.7

0.4

5.2

4.8

3.5

3.0

1.8

1.4

0.9

1.7

Healthcare

Education

Retail banking

Power

Railways

Telecom

Hotels, restaurants

Healthcare is the largest

service industry in

terms of revenues and

the second largest after

education in terms of

employment

Source: National Accounts Statistics, 2001; Manpower profile; CBHI; McKinsey analysis

IT

The Healthcare Delivery Sector

Plays An Important Role In The Economy Today

Our Goals

Create a robust healthcare model by

Improve access

Reduce Cost of Creation

Increase trained manpower

Goals and Key Challenges

Goal Elements Key Challenges

• Address all income segments with wider care options

• Development of new models

• Telemedicine

• Government to play a larger role

• Low paying capacity of addressable population

• High cost of inputs (e.g. medical equip., drugs)

• Professional expertise & training

• Technology, newer tools, clinical research, telemedicine

Improve Access

Reduce cost

of creation

Increase

trained

manpower

IMPROVE ACCESS

Less than 15% of the Indian population is formally

covered through prepayment

Type of

coverage

Description

0.4

~14~5

~5

3.4

Private health

Insurance

Social

Insurance

(ESIS)

Employer’s

spend

Community

Insurance

Total

•Premium paid

through

employer’s

health plan or

directly by

individual

•Mandated

wage-based

contribution

from

employees

and

employers

•Reimburse

ment or free

access to

employer

facilities

•Schemes

managed by a

local provider,

NGO or a

welfare body

Additionally,

government

provides

coverage

through free

access to its

facilities

Each type of prepayment faces issues of either reach or

quality

Private health

insurance

Type of coverage Key issues

Social

insurance

Community

insurance

Government‟s

spend

Employer‟s

spend

•Growth of private health insurance constrained by regulatory and

systemic barriers

•Insufficient utilization of healthcare funds

•Poor quality of care at ESIS facilities

•Healthcare is not part of employer’s core business, but employer’s

cover is necessary in absence of effective insurance schemes

•No large-scale development of community schemes across the country

•The scale of government spending is low compared to other developing

countries

•The expenditure is inequitable as the spend mostly benefits the richer

segments of the population

The low levels of activity in health insurance can be

attributed to regulatory and systemic barriers

40% equity cap

on MNC

participation

Barriers Key issues*

High capex

requirement of

Rs. 100 crore

No habit of

prepayment

•Difficult to find a local partner in a less

understood, risky business

Solution : Increase FDI limit to 49%•High premia needed to compensate for Investment

Solution : Decrease capital requirement to

Rs.50crore

•Higher marketing costs to educate customers

about insurance

•Mediclaim products priced at a low level

•No standardization of treatment protocols and

quality, either through registration or accreditation

•Huge base of small practices limits rapid

networking

•Easier for providers to perpetrate fraud

Solution : Make accreditation mandatory for

providers wishes to be part of network

Implication

High levels of

fraud

Low premia

No habit of

prepayment

Providers not

standardised

•Claims ratio will be higher for existing products

Solution : Co-Payments to be made mandatory

•Unable to design schemes that are profitable

Solution : Make healthcare insurance mandatory in

organized sector

Source:McKinsey analysis

Regulatory

Systematic barriers

1. Customer attitude

2. Competitive

scenario

3. Provider

unpreparedness

4. Payer

unpreparedness

Challenges in Social insurance

Poor State

Infrastructure

Challenges Key issues

Contract private hospitals at negotiated rates

Workers shall be free to choose contracted

providers

Solution

Source: McKinsey analysis

Role conflict:

Payer as well

as ProviderPoor quality in

ESI hospitals

with low

occupancy

Privatise existing ESI hospitals

Build Super speciality hospitals and hand them

over to operators

Case Study 1: Thailand

Government introduced compulsory social health insurance for all employees of companies with

more than 10 employees.

Scheme funded equally by employer, employee and government

Result

Provider network increased substantially

Patients at lower cost availed better quality care

In Thailand, social insurance acts only as payer and contracts with public and private providers on a capitation basis

Creation of Social Security Scheme (SSS)

•Government introduced a compulsory social health

in insurance scheme following the enhancement of

regulation in 1990

•All employees of companies with a workforce of 10

or more are entitled to hospital and ambulatory care

under a scheme funded equally by contributions from

employees, employers and government

•Eligible public and private hospitals, that is those

who meet specified standards, can register to

become “contractors”

•Workers are free to choose where to obtain care

from among contracted hospitals

Impact on providers

•The scheme has stimulated the

development of network of providers

who are sub-contracted to provide

service

•Private hospitals have responded

more rapidly than public ones, and

increased their share of the market

from 17% to 55% between 1991 and

1998

•SSS patients have both lower costs

and shorter stays than other types of

patients at both public and private

hospitals

Source: Mills, 2000; McKinsey analysis

To Increase Efficiency And Effectiveness,

Government Should Split Its Roles

As Payer And Provider

Objectives From… …To

Network of public

facilities managed

by health

departments

Limited decision-

making at local

level

No link with private

providers who

dominate

healthcare

delivery today

High autonomy of

management (finance,

human resources, etc.)

Mix of public and private

providers who respond

better to patients' needs

and preferences

Public spending

allocated mainly

to curative

medicine, utilised

mostly by the rich

Funds managed by

central/state

government

through

budgetary

allocation

Public spending focused on

public health objectives

and the poor

Funds managed at local level

through contracts with

providers (public and

private)

Increase

efficiency of

delivery

Increase

effectiveness

of public

spending

Source: McKinsey analysis

Splitting the payor and

provider roles creates a

contract between those

responsible for achieving

health goals (payor) and

those responsible for

delivering care in a cost-

effective and high-quality

manner (provider)

Korea has been able to extend social insurance to the whole population

Source: Ministry of Health: World Bank report; Bhat (1999); McKinsey analysis

Health identified as priority area by government

- one of the “four basic necessities of life”

-Key element of labour force productivity

Medical Insurance law

-Compulsory in insurance for employees in firms

with more than 500 people

-Voluntary community-based insurance for others

Medical Assistance Programme for poor

Compulsory insurance progressively extended to

all organised sector (firms with more than 16

people)

Experimentation of compulsory insurance for

certain self-employed groups, e.g., farmers, taxi

drivers.

Social insurance compulsory for everyone

1970s

1976

1977

1979-83

1982

1988

Coverage

increased

from 14% of

the population

in the mid-

1970s to 100%

in the

beginning of

the 1990s

• Affordable premium

• Only most required

treatments are covered

• Collection is through

local body and peer

pressure ensures regular

payment

The local nature of community insurance makes it well

equipped to cover the informal sector

•Collection mechanism

designed to suit needs of

community

•Scheme is administered by

a local representative

•Low administration costs

(5-8%)

•Fraud is lower due to peer

pressure

•Community

representatives involved

in design

•Scheme should cover

critical needs of the

community

•Localised administration to

control fraud levels

•Lean administration to keep

overhead costs low

How

community

schemes

work

Key

Success

Factors

Source: McKinsey analysis

Design, collection and

pooling

Administration of

schemeProvision of care

•Local hospital is normally the

provider

•Local hospital may be

incentivised to control costs

•Involvement of local

provider so that fraud is

under control

•Schemes

provide

tangible

benefits for the

community

•Less

vulnerability to

health related

poverty

•Lower costs of

healthcare

Government role in healthcare is critical in India

Finance and

provider for

public health

Role Rationale

Subsidise

poorest

segments

•“Public health is a public good”

everybody benefits from it but

nobody is individually ready to pay

•Government is best positioned to

finance (though tax) and conduct

public health programmes (through

primary care network)

•Health recognised as a basic human

right, however poorest segments

have limited purchasing power

•Government equipped to redistribute

wealth on a large scale through

taxation and budget allocations

Importance in India

Source: Global burden of disease. WHO 1996: World Development Report, 2001: McKinsey analysis

44% of DALYs are

caused by

communicable

diseases which are

impacted by the

state of public

health

35% of Indians

below poverty

line

Successful Indian Examples

of Community Insurance

Schemes

Self sustaining model – Each family pays Rs. 1 per day –

covers medical treatment upto Rs. 20,000

“Affordable

health care for

all”

Case # 1:Aragonda Hospital

A self funded scheme, launched in 2001 for

the Karnataka Police Force covering more

than 300,000 employees and their

dependents for a monthly contribution

(deducted from salary) of Rs.105/- per

employee

Case # 2: Arogya Bhaghya Yogane Scheme

BENEFITS

•Coverage for all secondary and tertiary

admissions

•Coverage upto Rs.100,000/- per family

•Cashless treatment at network hospitals

•Reimbursement in case of admissions in

non-networked hospitals

A self funded scheme, launched in 2003 for

the Karnataka farmers covering more than

17 lakh farmers for an annual contribution

of Rs.120/- per farmer

Case # 3: Yeshasvini

BENEFITS

•Free OP service

•Coverage upto Rs.100,000/- per procedure

•Cashless treatment at network hospitals

•Reimbursement in case of admissions in

non-networked hospitals

For women workers of the informal economy who have no fixed

employee-employer relationships and depend on their own

labour for survival.

Mainly 4 types of women workers

•Hawkers and Vendors

•Home based workers like weavers, beedi

workers etc

•Manual labours

•Small producers

SEWA Health Team provides a wide range or primary health

care services, but the main thrust is to provide simple, life-

saving health information with a focus on disease prevention and

promotion of well-being

Case # 4: SEWA Insurance

Case # 4: SEWA Insurance-Scheme details

Member

Scheme I II III

Annual Premium Rs. 85 Rs. 200 Rs. 400

Fixed Premium Rs. 1000 Rs. 2400 Rs. 4800

Sickness Rs. 2000 Rs. 5500 Rs. 10000

Asset Loss Rs. 10000 Rs. 20000 Rs. 40000

Natural Death Rs. 3000 Rs. 20000 Rs. 20000

Member's

Accidental Death Rs. 40000 Rs. 65000 Rs. 65000

Husband's

Accidental Death Rs. 15000 Rs. 15000 Rs. 15000

Challenges in managing growth of community insurance schemes

Challenge

• Accelerating growth of community

schemes

•Addressing local requirements

•Mitigating risk for smaller pools

of community insurance

especially in the absence of

reserve pool

Solution

• Educate a large mass of people on the need for health

insurance thorough mass communication media

•Develop different models and advise the local

body/subscribers to choose few

•Subsidy from Government

•Involve State Governments to provide part of subsidy to

cover diseases and treatments most required by

community

•To ensure that risk of having a large number of smaller

pools is managed, reinsure or underwrite risk thro’

National Insurance agencies or seek assistance from

Worldbank

Source: McKinsey analysis

Recommendations to seed the growth of community insurance

Short term: Seed growth Long term: Formalise growth

•Launch pilots in 2-3 states

-Test 2-3 different designs in varying

conditions

-Survey and monitor all existing

community schemes

•Develop national guidelines for

community schemes (e.g., allowing

providers to start community schemes

without a large capital requirement)

•Provide funds for community schemes

-Building a contingency fund

-Direct subsidy to some schemes

•Leverage existing health workers

(government or private) to roll out

schemes across states

REDUCE COST OF CREATION

Challenges in attracting investments

Investments

become

unviable

Challenges Key issues

Concessions from Government

Infrastructure status for healthcare

industry

Concessional allotment of land in

semi-urban and rural areas (Example:

Srilanka, Malaysia)

Contribution from Government for Self-

Funded Schemes

(Example : Thailand, Korea)

Tax Benefit for contributions

Reduce Customs Duty on equipment to

Zero level

(Example : Malaysia, Srilanka)

Encourage Public Private partnerships

Solution

Source: McKinsey analysis

Investments in

semi-urban

and rural areas

abysmally low

Options Successful examples

Contract out non-clinical hospital

services (e.g. catering, laundry)

Private management of primary

facilities

Build-Transfer-Operate (BTO) or

Build-Operate-Transfer (BOT)

Contract out

services

Private

management

of public

facilities

Private

investment to

meet public

demand

Conversion

from public to

private

ownership

Karnataka: Cleaning, maintenance and waste

management contracted out in 82 hospitals

Tamil Nadu: Management of PHCs by corporate

houses with large presence in the area

Gujarat: PHCs in one district managed by SEWA

UK: 105 projects as part of the Private Finance

Initiative (PFI) attracted private investment of GBP

2.5 billion

Contract out clinical hospital services

(e.g. radiology, pathology)

Tamil Nadu: High technology services in major

teaching hospitals contracted out

Private management of public

hospitals

Brazil/ South Africa: Management of public hospitals

by private providers with compulsory treatment

for patients funded by the government at a

negotiated price

Build-Own-Operate (BOO) Australia: 15 hospitals built & operated by private

sector

Conversion to private, non--profitUS: 300 public hospitals (1/5th of total) converted to

private (mostly non-profit) between 1985 and 1995

Conversion to private, for-profit Sweden: 20% of Stockholm county's public hospitals

privatized between 1994 & 2002

Source: World Bank Report; Bhat, 1999; Public Hospitals, World Bank note 2002; House of Commons, 2001; Kaiser Foundation, 1999

Models

Contract out primary care delivery Romania: Output based contracts with private GPs

Public-private Partnerships in Healthcare - Examples

Initiative: greater involvement of private

sector in urban secondary/ tertiary care

Impact: Enabled government to

focus on rural primary care

Hospitals traditionally for-profit private

institutions, concentrate in urban areas

This concentration was increased through

privatisation in the 1980s:

- 34 city and local government hospitals

transformed into private

- Share of public hospitals in urban beds

decreased from 14 to 5 percent

Government ownership remained for

specialized institutions only: e.g.,

tuberculosis, psychiatric hospitals

Government traditionally operated a rural

network of primary health posts, health

centers and maternity centers

Government was able to strengthen rural

care by investing in

- Korea Health Development Institute that

designed affordable community services for

rural population

- New types of health personnel: community

health practitioners, village health agents, etc.

Korea

Government created incentives to attract

investment in the health sector

In addition, Health Ministry did not to

invest in additional urban health

facilities, leaving the field open to the

private sector

Later this decision was extended to

cover hospitals in rural areas

Government health spending sustained at high

levels: many new health centers constructed

between 1977 and 1986

Focus on manpower: intensification of training, 3-

year compulsory medical service, part-time

private practice permitted, deployment of village

health volunteers, etc.

As a result, Infant Mortality Rate in rural

Thailand fell from 55 in 1975 to 30 in 1990

Thailand

Source: Yang, 2001; Health Insurance in Developing Countries, ILO 1990; World Bank discussion paper, 1996

Focus Public Provision on

Rural Primary Care (Korea, Thailand)

INCREASE TRAINED MANPOWER

CHALLENGE : Increase Qualified Practitioners In

Rural Areas

Monetary

incentives

Monthly incentive allowance of

Rs. 1,500 as part of “Tribal Health

Service"

Andhra Pradesh

Contracts with private practitioners to fill

chronic vacancies in government rural

facilities

Kerala

Non-

monetary

incentives

Mandatory rural service for doctors who

qualify for PG courses (need to serve in

rural area before start of course)

Maharashtra, Orissa and

Karnataka

Reservation of select PG seats for in-

service rural doctorsKerala

Examples States

To meet this challenge,

some states have created incentives

to attract physicians in rural areas

Source: McKinsey analysis

Employment in healthcare Revenues as a per cent of GDP

Million Per cent

4.0

+~66%

6.5-7.0

2001 2012

6.2-7.5

2001 2012

Healthcare can

account for

7% to 11% of

incremental

GDP growth

from 2001 to

2012

5.2

+~33%

In addition,

through

indirect

employment,

healthcare

sector could

create 2-3

million jobs

Healthcare - Significant contributor in

employment generation

Healthcare- An opportunity

Healthcare – An opportunity

•A population of ~1.2 billion. Fastest emerging healthcare market.

•10 fold increase in healthcare requirements in next 10 years

•No of doctors to double, nurses triple and number of para-medical staff to increase by 5 times. To maintain

current nurse-doctor ratio, the number of students in nursing schools has to triple.

•Healthcare spending 6% of GDP compared to 12.4% of GDP in the USA. 60% healthcare expenditure is

privately funded

•The World Healthcare Market is around USD 2.8 tn if India earns even 1 % of this amount it will generate

revenues of USD 28 bn.

•Growth of the sector can increase its contribution even further to 6.5-7.2% of GDP and increase

employment by at least 2.5 million by 2012

•750,000 beds + investment of Rs.150,000crores needed in the next 10 years

•Government and international agencies will only be able to spend Rs.30,000crore over the next 10 years

on healthcare infrastructure

•Even if the number of medical students were to double, 25 per cent of non-allopathic practitioners will need

to be involved in delivering care

•Under the demand scenarios private investment required could touch Rs.100,000 to 160,000crore

Healthcare – An opportunity

Total number of workers in India - 397 million

Unorganised sector - 369 million

- Agriculture - 289 mn

- Non-Agriculture - 80 mn

Organised sector - 28 million

Mandatory insurance for organised sector and insurance targeting

women alone will improve insurance coverage to over 35% of

population - Short term

Universal coverage can be reached with mandated insurance in urban areas and high public subsidies in rural areas - Long term

Healthcare – An opportunity

60 84 60

900

0

500

1000C

ov

era

ge

in

millio

n

Present

PotentialPresent 4.8 41 60 60

Potential 60 84 60 900

PHI SI ES CI

PHI- Private Health Insurance ES- Employer Spend

SI – Social Insurance CI- Communal Insurance

WHAT NEEDS TO BE DONE?

• Facilitate investment into healthcare sector by

According Infrastructure status

Increase FDI cap to 49% now and gradually

increase to 74% over a period of 5 years

Decrease customs duty levels to Nil in line with

countries such as Malaysia, Srilanka (under BOI)

• Improve access by

Decrease capital requirements to Rs.30-Rs.50

crore for Healthcare Insurance companies

Make co-payment mandatory to avoid fraudulent

practices

Encourage community insurance schemes and

make nominal subscriptions

Summary

Make health insurance mandatory for organised sector

Separate role of payer and provider in Social insurance

Privatise ESI hospitals

Promote Public Private Partnerships

• Define and ensure minimum quality standards

• Make accreditation mandatory for becoming part of network of

hospitals

• Improve standards & Numbers of medical education / for medical

and paramedicals

• Encourage and facilitate the integration of medical services and

information technology – Health Satellite / Health Network

Summary

PUBLIC PRIVATE PARTNERSHIP IN

HEALTHCARE

Public & Private Participation

in Healthcare

Private Sector Benefits

•Quality Healthcare

•Standardised Practices

•International Standards

•Human Resource Welfare

•Stopping Brain Drain

•Management systems

Public Sector Benefits

•Widespread reach

•Easy Implementation &

Enforcement

•Accessed by Masses

•Cost Effective

•Rural – City Networked

•PHCs to Tertiary Care Models

PPP Objectives in Healthcare

Make Health affordable and within reach

Provide Health technology like Telemedicine to cut geographical

and cost limitations

E-Learning

Implement Health standards

Focus areas of participation

Technology is the key enabler for development

Telemedicine made healthcare affordable

Insurance key driver in making health affordable

Staggered payments/ co-payments Vs one time costs

Qualified people required to run the show

Doctors/ IT/Nurses etc- Train and Empower

Healthcare is symbiotic with other industries

Create strong Telecom/ IT/ Road and Power sectors

Standardisation is key to simplification

Implement Health Information standards

Successful Public - Private Partnership

Models in India

•TeleMedicine – Private Health Provider with ISRO

•Indian School of Business – Private School on Govt Land

•Janmabhoomi – Govt initiative adopted by private organisations

•Involvement of DRDO in making Artificial Limbs

•House Financing Loans – Govt Subsidy

•Farmer‟s Credit Cards – Govt Subsidy for Farmers (UTI/ Andhra Bank)

Successful Healthcare Delivery- Key Enablers

Infrastructure creation at affordable cost

Accessibility

Affordability

State role is important in creating

successful healthcare delivery model

HURDLES IN RURAL HEALTHCARE

Infrastructure creation- Expensive; Even, if created, specialists not

willing to work in rural areas

Accessibility- Modern healthcare facility available only at 300-500 kms

away from their homes

Affordability- Poor earn their livelihood income on daily basis; Can’t

afford to reach far places to avail healthcare facility

Result: Medical facilities never reach rural populace

which constitutes 70% of population in India

Set up low cost medical facility

which will cater to 70% of

illnesses

Establish Telemedicine

connectivity

Focus on lower socio-economic

groups

Community based social

insurance

Generation and implementation of

the unified delivery systems for

proper administration of the health

schemes

OVERCOMING THE HURDLES…..

Insurer

InsuredHospitals

TAKEAWAYS 1/3

Influence Governments to provide fiscal incentives to

Healthcare sector

Encourage research projects

Fund training of manpower & create skilled manpower who

could be deployed across borders

Work with local banks and structure financial products to match

cashflows of the project

Fund clinical research projects which will subsidise upgradation

of technology

Explore the opportunity in traditional medicine in conjunction

with Allopathy

TAKEAWAYS 2/3

What Governments can do?

Create internationally competitive basic infrastructure facilities

Provide fiscal incentives to Healthcare sector

Establish broad bandwidth even at rural areas

Concessional lease options in hiring bandwidth

Work on low premium health insurance products

Define and ensure minimum quality standards

Fiscal assistance in training and empowering Human

resources

Not only does India have

the capacity and

capability to significantly

raise the standards of

healthcare, but to raise it

to levels which makes it

the global healthcare

destination

A Healthy India is a Wealthy India