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			 The oxygen flow to a 67-year-old patient had stopped when no 
			critical care doctors were present in a hospital in the northern 
			city of Amritsar. 
			 
			But the doctor in the New Delhi centre run by Fortis Healthcare 
			quickly issued a set of instructions and stopped the patient from 
			suffering brain damage or death, the Indian hospital chain said in 
			an account of the episode. 
			 
			India's top private hospitals, seizing on a shortage of 
			critical-care doctors, are expanding into the remote management of 
			intensive care units around the country and, starting this month, in 
			neighbouring Bangladesh too. 
			 
			India has seven doctors for every 10,000 people, half the global 
			average, according to the World Health Organization. Data from the 
			Indian Medical Association shows the country needs more than 50,000 
			critical care specialists, but has just 8,350. 
			  
			
			  
			 
			Such a shortage of doctors means small facilities in India's $55 
			billion private hospital market are ill equipped to provide critical 
			care even as numbers seeking private healthcare rise because the 
			public health system is in even worse shape. 
			 
			India's largest healthcare chain, Apollo Hospitals Enterprise, and 
			Fortis will this year expand their network of electronic intensive 
			care units (eICUs), scaling up operations thanks to advances in 
			communications technology. 
			 
			"We want to leverage (doctors) using technology," said K. Hari 
			Prasad, head of hospitals business at Apollo that employs more than 
			700 critical care doctors. 
			 
			Apollo, which monitors 200 patients in six states from its only eICU 
			in Hyderabad city, will open three new centres to track 1,000 more 
			patients. Prasad said he is also in talks to extend the service to 
			government hospitals. 
			 
			Fortis will start remote monitoring of intensive care patients in 
			the Bangladeshi city of Khulna this week, its first such 
			cross-border operation. The hospital chain tracks 350 patients from 
			its New Delhi centre but will start two more eICUs by mid-2017. 
			 
			Jayant Singh, director of healthcare at Frost & Sullivan India, a 
			consultancy, estimates that eICUs are boosting industry revenues by 
			$220 million a year by giving smaller hospitals the ability to treat 
			critical patients at the hands of top flight intensive-care 
			specialists, even if they are in another city. 
			 
			India's eICU beds will expand by 15-20 percent each year from about 
			3,000 now, Singh said. 
			
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			SAVING LIVES 
			 
			With multiple computer screens inside these high-tech eICUs, doctors 
			suggest treatment procedures after assessing medical history and 
			real-time heart rate charts of patients fighting for their lives in 
			distant facilities. 
			Doctors recently saved a 30-year-old pregnant woman in a hospital in 
			the southern city of Warangal after her heart stopped beating, 
			assisting a resident doctor not specialised in intensive care to 
			carry out chest compressions through a video link. 
			 
			"We save about 25 lives a month," said Shamit Gupta, medical 
			director at Fortis' eICU unit. 
			 
			Hospitals charge between $10 and $30 a day to virtually monitor a 
			patient from their eICUs, with revenues shared between hospitals and 
			companies such as General Electric and Philips that have developed 
			the tracking software. 
			 
			That comes on top of standard critical care costs of about $200 a 
			day in a small city hospital. 
			 
			At that price, eICUs do little to address concerns of millions of 
			India's poor patients who often share beds or wait for days to gain 
			admission to a public hospital. 
			 
			"This technology basically is not bridging the gap between the poor 
			and the rich, but increasing access to specialized healthcare for 
			those who can afford it," Frost & Sullivan's Singh said. 
			 
			(Reporting by Aditya Kalra; Editing by Sanjeev Miglani, Robert 
			Birsel) 
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				reserved.] Copyright 2016 Reuters. All rights reserved. This material may not be published, 
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