Better Health for All

hello everybody

and i thank the organizers of this

platform tedx charongi for giving me an

opportunity to be with you

we are talking about situations and

uh possibility which can then turn into

a reality

and that has been the story of my life

as a medical student i realized that the

possibilities that my medical education

allows me

to actually deliver to the people who

need and can benefit from that knowledge

are in reality stopped by various other

factors which are not related to the

possibilities of the knowledge that i

have

primarily the economic constraints

so it got me thinking

and in my studies

as a medical student i started to build

bridges with other doctors and members

of the medical fraternity

who are applying their mind to these

challenges

and had been doing it before me

the interesting part was that

they had already established a great

degree of reconciliation as to how

to identify possibilities in medic

medicine

and how to actually convert it into a

plausible reality and the main challenge

is that

as medical science advances as medical

education

and research progresses there are

numerous

new beneficial ways of actually

treating patients and achieving

positive medical outcomes but there’s a

cost to it

and the poorest of the poor globally

especially in india and in my state west

bengal

many cannot afford the advantages of

that knowledge

so to look back at the entire history of

how medicine has evolved and

go into that library of knowledge and

actually pull out

those books and those possibilities in

the past

which have relatively good outcomes

but at the same time which

are cost effective and actually

fits into the budgetary reality of our

patients

and ends up giving a real possible

solution

and it is these thoughts that stimulated

me

and a group of friends to start off

our organization

which started off with a possibility

and converted into a reality

we started thinking how do we

impact the lives of people who need help

on a regular basis and in a

concrete fashion we zeroed in

on how to provide low-cost

dialysis to patients who suffer from

end-stage renal failure

the sad part of the reality

of a chronically affected

kidney patient is that he knows

his family knows his doctor knows

everybody knows that if he gets adequate

dialysis

regularly he will most probably

live his life as any other person

he will have the same quality of life

and he will have the same

period of life expectancy

if he doesn’t have any co-morbidities

the reality is that if he can’t afford

it

he can neither achieve the quality of

life nor

the life expectancy that a good

dialyzed patient can achieve and there

lies the challenge

because dialysis is costly those who can

afford it

they get both quality of life and a good

life expectancy

but we were focusing on those people who

can’t even treat their

relatives and their patients at

government hospitals

because even in the government hospitals

their ancillary costs

and that got us thinking about to set up

our organization so our core principle

was

to set up an organization that provides

low-cost dialysis in a sustainable

fashion

so that it is not just a one-off issue

a short-term period but an organization

that will be with the patient for a long

time

when we started off in 2004

myself and my school friends basically

and some people who were common friends

we decided that we have to do this

we didn’t have a building we didn’t have

any sort of place we didn’t have any

funds but we just had the idea the

possibility of that idea

and the reality of health care in

my country and in this bingo

and putting that possibility and that

reality together

we started off with uh

on a journey ahead

we initially targeted

two other projects and two other ideas

the first being avoidable blindness

and the second being trying to get a

blood donor

connected to the emerging mobile

technology

with the patient who requires blood in

the vicinity

of the patient and the hospital that the

patient is in

it was a triangulation method we created

a software

and we received the first social

innovation award

given by nashville for our

digital and mobile based app

and connectivity uh between

a potential donor who had registered

himself into the system

with a person who requires blood

within the vicinity of the hospital

rather than giving off

blasts of messages to everybody so

geographically

what you call effective messaging

was what our uh what we call software

was targeting to do the second project

that we took up

while we were slowly building the

capacities

of establishing a sustainable

unit called dialysis was the avoidable

blindness project

the avoidable blindness project was

to talk with those patients as the word

itself

birds themselves explained who should

not be blind because it’s absolutely

avoidable

and we started working and getting those

people treated and we took up a unique

project

where our optometrist used to visit

the poorer and the needy at that

doorstep

identify their disease process

and offer them a solution including

surgery free of cost

and there are four wards in kolkata that

we actually got

cataract control because our sustained

project worked for almost six years and

outside calcutta we had worked with a

number of

people especially from banjwan from the

sundarbans

and not 24 paraganas

while we were doing these active

projects we kept on building our

capacity for

setting up the general dialysis unit we

built up our

our structure our building

and we started our dialysis unit in 2009

and we worked with a very very practical

business model that is the unit has to

be a paid-in model

either the patient pays into the system

or somebody

on behalf of the patient pays into the

system but the

unit will run at cost and it will have

to be

paid in by somebody or the other

the principles that we identified

were very simple we would actually

cut hospital from hospitality

we removed hospitality from the hospital

and we call our unit a no-frills unit

because we do not have the frills of a

hospital which adds on the hospitality

question

thereby saving huge costs to the patient

we realize in our experience that saving

10 rupees for dialysis for our patients

at the end of the day ensures the number

of 10 rupees that he saves

allows him to live for that many extra

days

and that is central to what we

are focused on in our dialysis unit

the no frills cutting the hospitality

out of hospital

was one of the principles that we

started off with

when we were discussing to set up the

possibilities

of of a low-cost dialysis unit and what

we could emphasize as our reality

we in india there was a huge debate

between whether dialysis unit would be

only part of

huge multi-speciality hospitals because

dialysis patients many a time

require that additional support but

the number of kidney patients that we

have in india

the entire nephrology fraternity

all the nephrologists in india concluded

by the end of the first decade of the

century

that to set up a dialysis unit if you

have to have a 500 bedded hospital to

support that dialysis unit

then the number of patients that we have

in india

would never get dialysis and hence

we need to set up numerous standalone

dialysis units

which will not be attached to a hospital

but will give

dialysis and the cost benefit ratio in

medical terms

will have to be accepted because

dialysis gives

more benefit vis-a-vis a crisis

when a dialysis is being conducted

and when this was concluded we were

happy to set up among

the first standalone dialysis units in

india

way back in 2009 and

we started providing dialysis to the

needy and that journey itself

is a story that needs to be

understood because when we started off

we started off at 500 rupees

for dialysis and from there

as we expanded ourselves we got

advantages of the

cost of scale and the economy of scale

coming into play

we reduced it from 500 to 450

subsequently to 400 rupees per dialysis

and then we moved on

to 350 rupees for dialysis and

during this entire process

uh we understood that

our patients face immense problems

while taking dialysis not only in terms

of costs

not only in terms of actually suffering

the entire disease process especially

those patients who have comorbidities

but also within their family

and a dialysis patients as a patient as

we say

is not only an individual but it’s an

entire family

so we started off a program called

choice

in kolkata which is a program

where we allow the relatives of our

patients

to come in and enjoy a full

day of uh what we call different games

different talks and and we give them a

number of goodies especially the

children who come in

so that we create a psychological

environment

within the family that if you did not

have a dialysis patient

then this day of enjoyment would not be

yours to participate in

so in the entire what you call

patient fraternity that we have they

they have developed

especially along with their families and

their families and the young children

and everybody keep asking them

when is the next program going to be

organized

and we have this on an annual basis and

this is what we do for a patient

as we move ahead into

the future uh we were planning to

ensure that we increase capacity

and as we were increasing capacity

starting off from two machines

we reached eight machines

we were confronted with kobit

and the day the lockdown was announced

there were serious challenges that our

patients based in terms of getting to

our unit

because the lockdown actually

stopped all forms of public transport

there were no trains no buses no

taxis available and hence the patients

to reach our unit had to spend a huge

amount of money

to book private vehicles to come and go

back

from the unit and that was communicated

to us

on the 25th that is the first day of the

lockdown

and that very evening we took a decision

to reduce the cost of our dialysis

to 50 rupees the 300 rupees being

given as relief to cover

transport costs for the patients to come

and

go from the unit and we’ve continued

that

and we’ve announced that until the end

of september

we will be continue to give that relief

so in this entire what you call

journey of how we thought that

this is possible and

how those possibilities were explored

and how we reach the reality

of setting up our youth thank you for

being with us

and have a nice day be safe

wear your mask wash your hands and

hopefully

corona will not touch you

you

大家好

,我感谢这个平台的组织者

tedx charongi 给了我一个

和你们在一起的机会

意识到我的医学教育

使我

能够真正向

需要并可以从该知识

中受益的人提供可能性实际上被各种其他因素所阻止,这些

因素与

我主要受到经济限制的知识的可能性无关,

所以 这让我开始思考

,在我

作为一名医学生的学习中,我开始

与其他医生和

医学界的成员建立联系

,他们正致力于应对这些

挑战,

并且在我之前就已经这样做

了,有趣的是

他们已经建立了

关于

如何识别

医学中的可能性

以及如何实际转换它的高度和解 成为一个

似是而非的现实,主要挑战

是,

随着医学教育和研究的进步,医学科学的进步,

许多

新的有益方法可以实际

治疗患者并取得

积极的医疗结果,但这是有

代价的

,全球最贫困的穷人

尤其是在 印度和我所在的州

西孟加拉邦的

许多人无法承受

这种知识的优势,

因此回顾一下医学如何发展的整个历史,

进入知识图书馆,

实际上取出

那些书籍和

过去的那些可能性

良好的结果,

但同时

具有成本效益,实际上

符合我们患者的预算现实,

并最终提供了一个真正可能的

解决方案

,正是这些想法激发了

和一群朋友开始

我们的

组织 有了一种可能性

并转化为现实,

我们开始思考我们如何

影响 定期以具体方式需要帮助的人们的生活

我们专注

于如何为

患有

终末期肾功能衰竭

的患者提供低成本的透析 慢性肾病患者的现实中可悲的部分

是 他知道

他的家人知道他的医生知道

每个人都知道如果他定期进行充分的

透析

,他很可能会

像其他

人一样生活

没有任何

合并症 现实情况是,如果他负担不起

他既

无法达到良好的透析患者所能达到的生活质量,也无法达到预期寿命,

挑战在于,

因为透析费用高昂,那些

负担得起的人

他们获得了生活质量和良好的

预期寿命,

但我们专注于那些

甚至无法在政府医院治疗他们的

亲属和病人的人,

因为即使在 g 医院

的辅助成本

,这让我们开始考虑建立

我们的组织,所以我们的核心原则

是建立

一个以可持续方式提供低成本透析的组织,

这样它就不仅仅是一个一次性的问题,而是

一个短期的问题。 学期期间,但是

一个将长期陪伴患者的组织,

当我们在 2004 年开始时,

我自己和我的学校朋友基本上

和一些共同的朋友

我们决定我们必须这样做

我们没有建筑物我们 没有

任何地方,我们没有任何

资金,但我们只是想到了这个想法的

可能性

和我国医疗保健的现实

,在这场宾果游戏中

,将这种可能性和

现实结合在一起,

我们开始了 随着 uh

在前进的旅程中,

我们最初瞄准

了另外两个项目和另外两个

想法,第一个是可避免失明

,第二个是试图让

献血者

连接到新兴的移动

技术

机智 h 需要患者附近血液

的患者和患者所在的医院

是一种三角测量方法 我们创建

了一个软件

我们的

数字和移动应用程序

和连接性获得了纳什维尔颁发的第一个社会创新奖 在

将自己注册

到系统

中的潜在捐赠者与在医院附近需要血液的人之间,

而不是

向每个人发送大量信息,所以从地理上讲,

你所谓的有效信息传递

是我们呃我们所谓的软件

的目标

做我们在慢慢

建立一个称为透析的可持续单位的能力时开展的第二个项目

是可避免的

失明

项目可避免的失明项目是

与那些患者交谈,因为

鸟本身解释了谁

不应该失明,因为 这是绝对

可以避免的

,我们开始工作并让那些

人 我们接受了治疗,我们开展了一个独特的

项目

,我们的验光师过去常常

在家门口拜访贫困和有需要的人,

确定他们的疾病过程

并为他们提供包括免费手术在内的解决方案

,加尔各答有四个病房,

我们实际上得到了

白内障控制 因为我们持续的

项目在加尔各答以外工作了将近六年,所以

我们与许多人一起工作,

特别是来自 Sundarbans 的 banjwan

而不是 24 paraganas

在我们进行这些积极的

项目时,我们一直在建设我们

建立普通透析单位的能力 我们

建立了

我们的结构,我们的建筑物

,我们在 2009 年开始了我们的透析单元

,我们采用了一种非常实用的

商业模式,即该单元

必须是付费模式,

无论是患者向系统付费

还是

代表某人 患者向系统付款,

但该

单元将按成本运行,并且必须

由某人或其他人

支付 我们发现这

很简单 我们实际上会

从医院中

取消招待 我们从医院中取消招待

,我们称我们的单位为简洁单位,

因为我们没有医院的装饰,

这增加了招待

问题,

从而节省了巨大的成本 患者,

我们根据我们的经验意识到,在一天结束时

为我们的患者节省 10 卢比用于透析

可以

确保他节省的 10 卢比数量可以

让他多活几天

,这是

我们关注的核心 我们的透析

室 简洁地将热情好客

从医院

剔除

是我们开始讨论建立

低成本透析室的可能性时的原则之一,

以及我们在印度可以强调的现实

由于

透析患者很多时候

需要额外的支持 t

我们在印度拥有的肾病患者的数量

整个肾脏病学联谊会

印度所有的肾脏病学家在

本世纪第一个十年末得出结论,

如果您

必须拥有 500 个床位的医院来

支持这一点,那么要建立一个透析单位 透析单元,

那么我们在印度的患者数量

永远不会得到透析,因此

我们需要建立许多独立的

透析单元

,这些单元不会附属于医院,

但会进行

透析,医疗方面的成本效益比

将不得不 之所以被接受,

是因为在进行透析时,相对于危机而言,透析可以带来更多好处,

并且当我们很

高兴早在 2009 年

在印度建立第一批独立的透析设备时

我们就开始为

有需要的,那段旅程本身

就是一个需要理解的故事,

因为当我们开始时,

我们从 500 卢比开始

透析,然后

随着我们的扩张 d 我们自己,我们获得

了规模成本和规模经济

发挥作用的优势,

我们将其从 500 减少到 450,

随后每次透析 400 卢比

,然后我们

转向 350 卢比进行透析,

在整个过程中,

我们明白

我们的患者在进行透析时面临着巨大的问题

,不仅在

成本方面,

不仅在实际

遭受整个疾病过程方面,尤其是

那些患有合并症的患者,

而且在他们的家庭中

以及透析患者作为

我们所说

的患者不仅是 个人,但它是一个

完整的家庭,

所以我们在加尔各答开始了一个名为

选择

的项目,这是一个项目

,我们允许我们

患者

的亲属进来享受一

整天我们所说的不同游戏

不同的谈话,我们给他们

一些好东西,尤其是

进来的孩子,

这样我们就可以在家庭中创造一个心理

环境

,如果你

没有透析器 有耐心,

那么这一天的享受将不属于

你,

所以在整个你所谓的

耐心兄弟会中,

他们已经发展起来,

特别是与他们的家人、

他们的家人和年幼的孩子一起

,每个人都在问他们

什么时候是 下一个计划将被

组织

,我们每年都会举办一次,

这就是我们为患者所做的事情,

因为我们将

进入未来,我们计划

确保我们

增加容量,因为我们

从两个开始 机器

我们达到了八台机器

我们遇到

了kobit,在宣布封锁的那一天

,我们的患者在到达我们的单位方面面临着严峻的挑战,

因为封锁实际上

停止了所有形式的公共交通

没有火车没有公共汽车没有

出租车 可用,因此

到达我们单位的患者不得不花费大量

资金预订私家车

来回

25 日,那是封锁的第一天,

我们收到了来自单位的通知,那天晚上,我们决定

将透析费用降低

到 50 卢比,300 卢比

作为减免来支付

运输费用 病人

进出单位,我们一直在继续

,我们已经宣布,直到

9 月底,

我们将继续给予缓解,

所以在整个你所说的

旅程中,我们认为

这是可能的 以及

如何探索这些可能性

以及我们如何实现

建立青春的现实感谢

您与我们在一起

,祝您有美好的一天安全

戴上口罩洗手,

希望

电晕不会碰到您