Dr Manjunath has not only transformed Jayadeva into a premier cardiac institute but has also touched the lives of countless patients.
Dr CN Manjunath took over as Director of Jayadeva Hospitals in 2006. (Official website)
Dr CN Manjunath, a visionary in the world of Cardiology, a beacon of hope for countless hearts, speaks to South First as he steps down as the Director of Jayadeva Hospitals after serving for 17 long years.
Dr Manjunath has not only transformed Jayadeva into a premier cardiac institute but has also touched the lives of countless patients with his compassion and care.
Excerpts from our conversation:
Q. As you prepare to step down after 17 long years, having overseen eight lakh procedures, 75 lakh outpatient visits, and around 60,000 surgeries, what are your primary thoughts about leaving the institution and community you’ve built?
A. It’s quite a satisfying day because I never thought I could reach the heights I have achieved today.
When I took over this institution as a director in 2006, it was always my dream to transform this hospital into a Centre of Excellence. Moreover, it was my ambition to demonstrate to the nation that a government hospital could operate like a five-star corporate hospital while still providing quality cardiac care at an affordable cost to a broad cross-section of society.
In this regard, I have fully realised the dreams I had in 2006.
Q. Which of your achievements are you most proud of?
A. We have nurtured great talent and instilled a discipline of service and commitment among the workers. Managing manpower is one of the biggest challenges, as each person’s mindset is different. In the healthcare scenario, some institutions offer charity without quality, and vice versa. However, we have achieved a very good mix of both quality and charity, which is immensely satisfying.
Furthermore, we have extended affordable cardiac healthcare to other parts of Karnataka. We established a world-class 400-bed cardiac facility in Mysuru and another within Bengaluru. The main campus, and later the Infosys Foundation block with 350 beds was built. Under the Jayadeva umbrella, across three campuses, we now have close to 2,000 cardiac beds, making it one of the largest healthcare destinations.
Importantly, we ensure that every common man receives care, respecting their financial capabilities. Successive governments have supported us, acknowledging our proposals. Donors also play a significant role in promoting healthcare services, ensuring that needy patients receive proper quality care.
Another key achievement is running the country’s largest super-speciality courses in DM Cardiology and Cardiac Surgery. Over the last 17 years, we have produced nearly 350 cardiologists for the state and the country. Many of these trained cardiologists are moving to Tier-2 cities, providing timely treatment to needy patients in semi-urban areas of India.
Indeed, we have ensured that our hospital operates at the level of a five-star corporate hospital, facing significant challenges along the way.
Q. How did you navigate the challenges of transforming Jayadeva into Asia’s largest cardiology hospital?
A. One of the major challenges we faced was the realisation that buildings and equipment alone cannot deliver services. What is truly required is excellent workplace wellness and a positive working atmosphere. We aimed to build a strong team concept to foster a great working environment.
The message I conveyed to the staff or the government, it was about improving public relations from the first point of contact. We emphasised the importance of being courteous and never saying no to any patient. The ability to coordinate and communicate effectively was crucial, so we built a strong communication network and faced these challenges head-on.
At the same time, our financial position was precarious. We were burdened with loans, and our financial foundation was fragile. I suggested to my employees, who numbered only 425 at the time, that we donate a day’s salary to the institute’s fund. Now, we have 3,500 employees, marking significant growth.
We also reached out to cash-rich organisations in the government sector and donors, believing that charity begins at home.
We addressed internal disputes by encouraging employees to withdraw any cases against the institute, fostering an excellent working atmosphere.
From then on, we progressed in the right direction, improving our quality of services, enhancing our operation theaters, and strengthening our cardiac catheterisation lab.
We also introduced a master check-up unit to attract a wider range of patients, which in turn helped us establish a cross-subsidy model. Gradually, we built trust, and today, everyone believes that at our hospital, regardless of their financial status, they will receive timely treatment.
Q. Can you share insights about the “Treatment First, Payment Next” policy?
A. We currently have nearly 45 to 50 permanent donors supporting our organisation, with around 325 one-time donors contributing as well. This support has allowed us to establish a substantial fund dedicated to aiding impoverished patients, which now stands at nearly 154. Additionally, our donation fund is robust, amounting to ₹50 crore, the interest from which is used to assist needy patients.
We have also significantly strengthened our infrastructure. New facilities, including an outpatient department (OPD), master check-up areas, and echocardiography units, have been added. A major challenge we face is that 98 percent of our patients arrive without appointments, necessitating a system that accommodates every individual. To address this, we’ve expanded our diagnostic units and laboratory capabilities.
Despite the high volume of patients, with outpatient footfall ranging from 1,700 to 2,000 daily, we ensure that all patients receive their diagnostic reports, including X-rays, echocardiograms, and even CT angiograms, by 5 pm on the same day. This comprehensive approach has allowed us to effectively meet the needs of our patients.
Q. As you step down, what vision do you have for the future of the hospital?
A. Whatever the credibility, trust, and quality of service we have built, those must be sustained. This is crucial, both in terms of maintaining strong interpersonal relationships among our employees and continuing the same systems, ensuring that people continue to benefit.
Q. Any unfinished business at the hospital?
A. I wanted the Jayadeva Hospital at Kalaburagi to be completed. 90 percent of the work is completed at this point of time. So it was at the back of my mind. It should have been completed and I should have been there for another couple of months because it’s likely to be completed and functional by April or May 2024.
Q. Are you upset that the government did not extend your tenure till then?
A. No. No. I am definitely not upset. I am, in fact, thankful to all the successive governments for their tremendous support. We had a good rapport with bureaucracy. I should have completed that project… that’s on the back of my mind. But all these things could be a “blessing in disguise”. Many times, unpleasant things can turn into great opportunity.
Q. Are you planning to enter politics?
No. My first love and passion has always been Cardiology and serving people. I will continue to practice in other hospitals. Right now, there is no such intention to join politics.
May 15, 2024
May 15, 2024
May 14, 2024
May 14, 2024
May 14, 2024
May 14, 2024
