Among World’s Best Specialised Hospitals 2024
Rajiv Gandhi Cancer Institute & Research Centre (RGCI) at Rohini, North-West Delhi, is a shining example of how an NGO ‒ with modest means ‒ has created a world-class institution in two decades. It is literally like ‘Flying a Dream’! Truly a ‘Champion of Inclusivity’ trying to bridge the yawning gap between ‘Haves & Have Nots’ ‒ in the area of medicare.
In the late 1990s Mr K. K. Mehta had barely Rs 50,000 in his pocket, but a deep desire to build a cancer hospital in Delhi because such facilities barely existed. Cancer at that time was the most ‘relentless and insidious enemy’ ‒ almost like a ‘death sentence’ ‒ cure of which was merely a ‘fervent hope’. The affluent went abroad to Sloane Kettering and some others to the Tata Memorial Hospital ‒ an excellent, virtually free, government owned institution in Mumbai. Many suffered silently and died without getting any treatment at all.
Post his retirement from Siemens, in 1984, Mehta set up the Delhi chapter of the Indian Cancer Society which focused on early detection and counselling (my column in BW of 7 October). It was here that he felt the pain of patients diagnosed with cancer but with very poor choices for treatment. A few hospitals did offer treatment but they did not have cancer specialists. General surgeons operated and radiation oncologists also administered chemotherapy. Mehta initiated an audacious scheme to enrol members, at a one-time fee of just Rs 5,000, which would guarantee them lifelong free cancer treatment ‒ which the Rajiv Gandhi Cancer Institute & Research Centre (RGCI) continues to honour. It seems this great man had already nurtured the dream of setting up a cancer hospital in Delhi.
Birthing of good institutions is a complex process. A tiny seed needs nurturing in many ways by many people. It is incredible how over time it develops and a mere ‘idea’ blooms into a great ‘something’. Today, RGCI ‒ or Rajiv Gandhi as it is best known, is recognised as one of the finest multi-modality cancer institutes in the country. Recently, it was adjudged by Newsweek to be among the ‘World’s Best Specialised Hospitals 2024’; this enviable accolade came quick on the heels of the same highly respected international magazine’s recognition as “one of the finest cancer hospitals in Asia Pacific”. The RGCI opened in July 1996, as a 152 (now 500) bed hospital at a project cost of Rs 60 crores. Indian Oil gave Rs 49 lakhs for purchase of land.
Donations of about Rs 8 crores were raised through Yagnas, sale of cancer seals and the promise of free lifelong cancer treatment. Rs 25 crore came through loans from banks and financial institutions for the building and a soft loan of 12 million DM (about Rs 27 crore at that time) from the German Federal Government, at the personal request of Mrs Sonia Gandhi. That explains the name! The institution is of course, running without any government grants.
*DNA instilled by the Founders responsible for its practices, culture, ethics and the humane way in which it serves patients
The amazing Mr Mehta, with his single-minded devotion, incredible networking and persuasive skills, managed to rope in AVM H. K. L. Kapur, the then Lt. Governor of Delhi, ACM O. P. Mehra, Mr R.N. Bansal (former member of the Company Law Board), Mr S. L. Khosla (Chairman, Indian Oil) and several other public spirited, distinguished individuals ‒ who would later become Founder Members of the Governing Council (GC) of Indraprastha Society (ICS&RC) that manages RGCI. It was the vision and passion of these founding fathers, their unimpeachable integrity and the struggles of a funds starved venture that gave rise to the culture and values which hold the institution in good stead till today. Against increasing scepticism of profiteering by private sector hospitals and inefficient service in the government- owned ones, RGCI is an exception. Its GC members, who draw no remuneration, have maintained the founding principles of ethics and empathy which have also percolated down to the eminently qualified doctors, nurses, paramedics and all staff members.
*A unique Society model that perpetuates succession by transparent governance standards of the highest order.
Unlike many societies, which are dominated by an individual or a family, the ICS&RC is very professionally run. There is clear distinction between ‘Governance’ and ‘Management’. The GC, headed by the Chairman, does not interfere in the day-to-day running of the hospital which is the domain of the CEO. The Medical Director has a virtually free hand as far as surgical and medical procedures are concerned. Selection of the Chairman and GC members is the exclusive purview of the ‘Ten Executive Founder Members’, filling of vacancies within which is decided by the remaining members, thus perpetuating succession on merits. Management accountability is ensured through regular reviews by the GC and its committees. Members of the GC are carefully selected from different walks of life and invited to join.
A speciality cancer hospital with a multidisciplinary approach and ‘word of mouth’ publicity is perhaps responsible for its popularity. Its high volumes and efficient management of resources have led to surpluses necessary for remaining up to date with technology and cross subsidising the weaker sections.
Besides its reputation for ethics, empathy and a humane approach which have become part of its eco-system, the RGCI also benefits by being focussed on cancer. All facilities ‒ imaging, pathology, radiotherapy ‒ are available under one roof. Also, a high volume of patients has led to super-specialisation by organs such as Breast, Head and Neck, Genitourinary, Gastrointestinal, Thoracic etc. Consequently, doctors in each area have vast experience that gives greater confidence to patients. Doctors are encouraged to attend conferences in India and abroad to keep them abreast with the latest technologies. Specialists in the three modalities ‒ Surgery, Chemotherapy and Radiation ‒ practice together (Disease Management Groups) unlike most general hospitals which tend to work in ‘silos’. The RGCI almost always has full occupancy. Due to this, despite ‘reasonable’ pricing and 21 per cent discount on medicines, it has been able to generate surpluses which have allowed it to remain abreast with technology, ‘state-of- the- art’ equipment, as well as free treatment to EWS patients ‒10 per cent IPD and 25 per cent in OPDs. All costs of the recent expansion to 500 beds was also internally funded. The hospital has equal tariffs for Indians and those from overseas. Standard of care and treatment is the same for patients in deluxe rooms and in the general wards.
The author is member, Managing Committee, Indian Cancer Society Delhi and former member Governing Council, Rajiv Gandhi Cancer Institute & Research Centre. He is Past President of the All India Management Association
