Homeless vietnam veterans and what is being done to help them Essay

Homeless vietnam veterans and what is being done to help them - Essay Example According to the Department of Veteran Affairs, the number of homeless Vietnam era veterans exceeds the number of fatalities that occurred during the war. Statistics show that forty seven percent of the homeless veterans served during the Vietnam Era. At present there are more than 200 community-based veteran organizations, besides the federal and state agencies in the United States, that are working toward providing the best possible care to these unfortunate war veterans. Besides these there are also some organizations in Australia, Canada, and South Korea that are helping the homeless veterans in their nation. Many of them have quite an impressive achievement record. There has been a lot of support and a vast number of people have benefited from the various programs. But statistics still show that more than 600,000 veterans are homeless at some point during the year. U.S. Department of Veterans Affairs (VA) The VA was one of the first organizations that extended its wholehearted a nd sincere support to the homeless Vietnam War Veterans. ... Over the years, the VA has launched many new programs, which dealt with specific problems faced by the war veterans (NCHV Releases FY 2010 Annual Report, 2011). Project CHALLENG In 1994, the VA launched the project CHALENG, which assessed the needs of the homeless veterans living in a particular area and then focused on their health care, education, job assessment, training, placement, and counseling. It also prepared a list of all the homeless services in the local area and encouraged coordinated services, which proved to be much more beneficial than individual efforts (HUD, VA Release Supplemental Report on Veteran Homelessness, 2011). Healthcare for Homeless Veterans (HCHV) Program This program reaches out to the thousands of homeless people who are currently not receiving any kind of benefits and so are most vulnerable. Prompt assistance is offered and the fundamentals problems that led to homelessness are addressed. They are then provided with individual care that includes getti ng physical and mental health care, substance abuse treatment, and help finding food, shelter, clothing and transportation (Homeless Veterans, n.d.). HCHV/Grant Per Diem Program The purpose of this program is to fund community agencies that provide services to the homeless veterans. It promotes the development of supportive housing for the homeless veterans to achieve residential stability. This program provides grants through a competitive process for up to 65% of the costs of construction, renovation, or acquisition of a building for use as service centers or transitional housing for the homeless Veterans. The VA has recently founded a National Call Center. This Homeless Veterans hotline ensures that the homeless Veterans or

Bipolar Disorder in Children Essay Example | Topics and Well Written Essays - 3750 words

Bipolar Disorder in Children - Essay Example They child may actually be diagnosed as having behavioral disorder, as a friend of mine did as a teenager, but there were no known medications to help treat it. Today, although diagnosis continues to be an area of frustration both for the parent and the psychiatrist, the knowledge that children can have bipolar disorder has made diagnosis more acceptable, recognition of the disease more likely, and treatment more successful. With the advancements in modern medicine and the study of psychology and psychiatry over the last decade as well as with the lifestyle choices available, life for bipolar children can be much different than that of their counterparts in the past. It is very important that bipolar disorder be treated. Left untreated, it can be a complete disaster for the child and those around him or her. Mania is especially dangerous, as a person experiencing the manic portion of bipolar disorder is quite literally a "maniac" (you can see how 'maniac' stems from the word 'mania') and there is no limit to what that person will do in that state. He or she may drive drunken, patrol around dangerous neighborhoods in the middle of the night, spend all of his or her money, steal, lie, and perform stunts that no one in his or her right mind would do. He or she is also more likely do fall into a life of drugs. One of the most difficult aspects of bipolar disorder in children is the correct diagnosis of the disease. Besides the obvious, "what is a normal question" in children, the disease is often coupled with other behavior or emotional problems that make the cause of the symptoms difficult to isolate. Also, because children are still developing their personality, testing boundaries, establishing behavior patterns, as well as learning communication abilities, recognizing the disease is very difficult in young children. The symptoms described previously vary between individuals and even within the same individual. Symptoms that are apparent at one time are replaced with another manifestation. Many of the symptoms mock depression or paranoid schizophrenia as well, and so they can be misdiagnosed in that fashion. Figure 1: The Different Sides of Bipolar Disorder Source: Cecille the Storyteller, 2009 The Purpose Statement A person that is misdiagnosed with Bipolar Disorder disease is frequently confused with ADHD and stimulants, along with the aforementioned afflictions, which in turn can make Bipolar Disorder worse because the child is not receiving the proper treatment and Bipolar Disorder can be very dangerous untreated. In addition, Bipolar Disorder in children is misdiagnosed due to the child taking the wrong medications, usually for depression. As can be seen in the following diagram, one can easily see how a misinformed doctor could diagnose Bipolar Disorder as depression or another related illness: Figure 1: People with Bipolar Disorder Are Depressed for Almost 1/3 of Their Lives Source: CNS Spectrums, 2009, pg. 1 Statement of the

Theory integration on 3 terrorism cases Term Paper

Theory integration on 3 terrorism cases - Term Paper Example The theories on terrorism are also too varied, such as to defy an integrative understanding of the phenomenon. This paper will therefore explain the orthodox and non-orthodox theories on terrorism, applying these to three known cases of terrorism. Analytical discussion will try to show that the hypothesis is valid and relevant. Orthodox terrorism theories Terrorism is a highly debatable issue. Its complexity emanates from the primeval nature of man to sow lethal violence against his kind. It is estimated that the 18th century French Revolution gave impetus to modern terrorism that led to the upsurge of contemporary terrorism with its state, interstate and global dimensions. Thus far, orthodox theories on modern terrorism have been used to understand cases of terrorism, but these have been subjected to debates. In an in-depth analysis, Jason Franks opened up a discussion of the Orthodox Terrorism Theory or theories, proposing a more comprehensive non-orthodox understanding of the phen omenon which be applicable in the many years to come. For Franks, the Orthodox Theory is capable of answering the questions what makes up terrorism and how it can be countered. However, he notes that the Orthodox Theory fails to adequately answer why it happens. ... o coerce and intimidate governments to accept political, religious or ideological objectives, and secondly in defence of the terrorist act as when Hezbollah leader Sheikh Fadlallah described terrorism as â€Å"fighting with special means against aggressor nations in religious and lawful warfare against world imperial powers.† ( Kramer n.p.). The situation shows that it is difficult to establish a sound foundation for research and policy on terrorism. This may also suggest that resolving the phenomenal rise of terrorism may continue to meet difficulties in the times ahead. To be fair, the Orthodox Theory on Terrorism has merits. It comprises the western model of understanding terrorism along the human ideals of liberty, rule of law, and democratic life in society. It is also a practical concept in dealing with acts of terrorism as threats to state authority. The Orthodox Theory has laid down three useful themes on terror acts, namely (a) Functional, as embodied by the Theory of Provocation, or the belief that terrorism aims to provoke a response from a repressive state by means of strategies that will radicalize citizens against government (Laqueur 72) (b) Symbolic or the explanation that terror acts have image- value under the idea of â€Å"terrorism in theatre† (Jenkins 132), and (c) Tactical as terrorists use strategies along short-term objectives such as hijacking, as well as long-term objectives to advancing the broader cause of revolution. In spite of merits derived from the Orthodox understanding of terrorism, Franks perceives that this approach needs to be improved owing to the new terroristic environment which has pushed terrorism beyond the state into interstate and global boundaries. The alternative terrorism theory Improving on the orthodox theory, Franks

Class learning log Research Paper Example | Topics and Well Written Essays - 750 words - 1

Class learning log - Research Paper Example The term competitive intelligence is not as old or common as marketing or finance, neither it is separable from the other operations of any organization. It signifies continuous effort of a company to maintain its position in the era of cut throat competition and bring value to its stakeholders. The two most significant learning in the Competitive Intelligence class for me has been the Intelligence Cycle and KITS (Key Intelligence Topics). Both these processes have different significance. The Intelligence cycle consists of stages of Planning, Collection, Analysis and Dissemination and an extension of the traditional competitive intelligence. At the same time, KIT is the process of identifying and prioritizing the key intelligence needs for the senior managers. Interestingly the six CI question of the beginning of the first class created much of interest. This class talked about the recognition and respect of the profession, applicability of law, disclosure of information, confidentiality of information, conflicting issues and ways to avoid conflicts of interests in fulfilling one’s duties, ethical standards and many more. This was the first experience of knowing understanding different aspect of business environment can bring an opportunity to leverage on as well as negligence can be fatal for the survival of the organization. Understanding of environment provides an opportunity to change it. Deeper is the profile and intelligence, broader is the understanding of elements of environment and easier it will be for a business professional to get clues from the environment as warning and develop strategies that can either help in preparing for unforeseen circumstances or leverage on that too. There are various terms given to competitiv e intelligence such as foresight, insight, environmental scanning, peripheral vision, competing through analytics and business

Theory integration on 3 terrorism cases Term Paper

Theory integration on 3 terrorism cases - Term Paper Example The theories on terrorism are also too varied, such as to defy an integrative understanding of the phenomenon. This paper will therefore explain the orthodox and non-orthodox theories on terrorism, applying these to three known cases of terrorism. Analytical discussion will try to show that the hypothesis is valid and relevant. Orthodox terrorism theories Terrorism is a highly debatable issue. Its complexity emanates from the primeval nature of man to sow lethal violence against his kind. It is estimated that the 18th century French Revolution gave impetus to modern terrorism that led to the upsurge of contemporary terrorism with its state, interstate and global dimensions. Thus far, orthodox theories on modern terrorism have been used to understand cases of terrorism, but these have been subjected to debates. In an in-depth analysis, Jason Franks opened up a discussion of the Orthodox Terrorism Theory or theories, proposing a more comprehensive non-orthodox understanding of the phen omenon which be applicable in the many years to come. For Franks, the Orthodox Theory is capable of answering the questions what makes up terrorism and how it can be countered. However, he notes that the Orthodox Theory fails to adequately answer why it happens. ... o coerce and intimidate governments to accept political, religious or ideological objectives, and secondly in defence of the terrorist act as when Hezbollah leader Sheikh Fadlallah described terrorism as â€Å"fighting with special means against aggressor nations in religious and lawful warfare against world imperial powers.† ( Kramer n.p.). The situation shows that it is difficult to establish a sound foundation for research and policy on terrorism. This may also suggest that resolving the phenomenal rise of terrorism may continue to meet difficulties in the times ahead. To be fair, the Orthodox Theory on Terrorism has merits. It comprises the western model of understanding terrorism along the human ideals of liberty, rule of law, and democratic life in society. It is also a practical concept in dealing with acts of terrorism as threats to state authority. The Orthodox Theory has laid down three useful themes on terror acts, namely (a) Functional, as embodied by the Theory of Provocation, or the belief that terrorism aims to provoke a response from a repressive state by means of strategies that will radicalize citizens against government (Laqueur 72) (b) Symbolic or the explanation that terror acts have image- value under the idea of â€Å"terrorism in theatre† (Jenkins 132), and (c) Tactical as terrorists use strategies along short-term objectives such as hijacking, as well as long-term objectives to advancing the broader cause of revolution. In spite of merits derived from the Orthodox understanding of terrorism, Franks perceives that this approach needs to be improved owing to the new terroristic environment which has pushed terrorism beyond the state into interstate and global boundaries. The alternative terrorism theory Improving on the orthodox theory, Franks

Problem Solving Paper Essay Example for Free

Problem Solving Paper Essay There are many steps in solving any problem at hand. People think that it is an easy process, unfortunately it’s not. A process was created in aiding in overcoming obstacles that may arise whenever an individual has to solve a problem. Solving any problem requires creativity in finding exactly what the challenge is in order to find a remedy to the problem. Throughout this paper, I will discuss the numerous stages in the creative process and select a personal challenge that I had to deal with throughout my life and venture through the creative process in order to solve the problem. Brainstorming is very important when it comes to solving a problem. By brainstorming it allows an individual to have many remedies to a problem no matter how difficult it may be. A person’s mind must be creative but in order for it to accomplish this there must be a challenge. Looking at chapter 5 of the course textbook I found that there are four stages of the creative process which are searching for challenges, expressing the problem, investigating the problem, and producing ideas. Stage one- searching for challenges: Serving my four years in the United States Marine Corps provided me with a challenge when it came to leading and solving problems quickly. One of my personal challenges that I had to deal with was when I was in Manama, Bahrain. I was a team leader with second fleet antiterrorism security team also known as FAST. We were tasked with having to provide security at the United States embassy. Upon arrival I knew that we were going to be faced with some challenges. I was a squad leader in charge of 25 Marines under me. In the military there is no point in planning because at the end of the day  plans fail and a person must improvise. Five days into providing embassy security my guys under me including myself was getting very sick from going outside into the heat and coming back into the freezing air of the embassy. I quickly had to make a decision on what I had to do to solve the problem fast. I set up a three-day post rotation splitting half my guys located at the outside and the other half located at post inside. I did this so it would minimize the exposure to the temperature changes that we were dealing with. A decision had to be made quickly on what needed to be done because protest was taking place outside the walls of the embassy and there could not be a lack when it came to security. Stage two- expressing the problem: For an individual to express a problem it takes a lot. At times it can be very difficult to point out a problem because of fear of getting into trouble. Bringing the issue up of my guys getting sick to leadership was a bit of a challenge because the Marine Corps do not like weak leaders. Leadership expects professionalism out of the squad leaders and they must depend on squad leaders to make good sound decisions. When I looked at the issue at hand it was a no-brainer I knew I would probably look weak but I was making a smart decision. If I wouldn’t had made a decision to prevent my guys from getting sick there would have been a lapse in security and that was an issue that was unacceptable to me and my leadership. Expressing the problem to my leadership gave me the confidence to go through with the plan and feel like I did the right thing. Stage three- investigating the problem: Looking at the problem I knew that it would be easy to implement the fix but I had to see if it was going to actually work. Now that we knew that going in and out of certain temperatures would make people sick we would know how to set up security positions with personnel that was available. The first three days didn’t go so well but after four days I noticed a dramatic difference in in the welfare of my Marines, including me. When I came to my leadership with the problem at hand and proposed the fix, they told me to really look at the problem and see if my plan would work. Upon investigation I concluded that the problem was fixed even though it took a little sacrificing. Fortunately, at the end of the day there was never a lapse in security and leadership was happy. Stage four- producing ideas: When coming up with a solution to the problem I checked with the leadership to make sure it was okay to implement my plan. Leadership told me not to over think the problem at hand, just come up with a quick fix to the problem considering we were only here for six months. Producing many ideas helped me have a choice of what I wanted to do. For an individual to come up with more than one idea gives an individual a broader choice, which makes solving a problem a whole lot easier. Being a leader is not hard to do; it’s about coming up with ideas, implementing them and leading from the front with integrity. Conclusion: Looking at and implementing each stage of the creative process gave me the opportunity to come up with a solution to the problem at hand. Making the right decision was important for me because it showed my leadership that I could perform under pressure. The creative process made me think of many ideas to the problem and what I had to do to fix the problem. If I would not have used the creative process the issue would not have been resolved. When you ask other people what their opinion is on an idea it shows a willingness to fix a problem at hand. Brainstorming is critical because it helps you come up with a solution and gives the individual many ideas on what they can do to fix the problem. Without the critical thinking process it would be difficult when it comes to solving problems. People depend on other people, but as long as you go through the steps of the creative thinking process anyone can find a fix to any problem that they may face in life. References Ruggiero, V.R. (2009). The Art of Thinking: A guide to critical and creative thought (9th ed.). Retrieved from The University of Phoenix eBook Collection database.

Eye Care Institute Analysis

Eye Care Institute Analysis Ishan Narma Jyotismaya Shabeer Pk Khayapam Raising Ujjval Rana Nahid Zafar Ipshita Prasad Usha Deepthi INTRODUCTION: The LV Prasad Eye Institute was established in 1987, with a mission to provide equitable and efficient eye care to all sections of society. Started with a goal to be a leader in combating global blindness through the direct impact of patient services and the indirect impact of training it provided to eye care professionals, LVPEI by 2011, had become a world class eye institute encompassing services such as clinical care, education, research, rehabilitation and high impact rural eye care. LVPEI was the brainchild of Dr. GN Rao, who after working for 12 years in the United States, was greatly inspired by the quality of eye care provided there. Born in a small village of Andhra Pradesh, Dr Rao was very sensitive to the health problems of the poor and wanted to do something for them. His dream of serving the poor was shared by film producer L.V. Prasad, who wanted to support a project dedicated to enhancement of vision. L.V. Prasad donated a 5 acre plot of land to Dr. Rao to start an eye hospital, along with the equivalent of 1 million US dollars. Dr. Rao named the hospital after L.V. Prasad, to respond to his generosity. Additional funds were generated for the hospital from the United States through the Indo-American Eye Care Society and finally the hospital started operations in 1987. The hospital was built with a keen eye for aesthetics. Dr. Rao did not want the hospital to look or feel like one, instead wanting a sunny and pleasant place with wide corridors and soothing dà ©cor. Dr. Rao wanted to focus on the patient, keeping in mind his dignity, needs and comfort. LVPEI offered services for all types of eye care diseases, from routine cataract surgery to complex procedures such as retinal, corneal and oculoplasty services. Special service facilities were set up for the vulnerable age groups such as children and the elderly. Since it was established in 1987, LVPEI had provided outpatient care to six million and surgical care to more than 585,000 patients, 52% of them free of charge. LVPEI had reached a total of 17 million people, and had built permanent eye care infrastructure in 16 districts of Andhra Pradesh. Vision 2020 – The Right to Sight In order to address the problem of increasing number of global blindness, WHO and the International Association for Prevention of Blindness jointly launched a common agenda for global action: Vision 2020 The Right to Sight. Five conditions were identified as immediate priorities based on their high prevalence, and the affordability of interventions to treat them. These were Cataract, Trachoma, Onchocerciasis, Childhood Blindness and Refractive Errors. PYRAMID OF EYE CARE In order to attain the aim of making eye care accessible to everyone, Rao and his team developed the LVPEI Pyramid of eye care. The main emphasis of this model was to provide eye care at appropriate level, easily accessible and affordable without any compromise in quality. This resulted in the creation of facilities within the community which are linked to higher levels of care. The pyramid consists of 5 levels of care. They are, Community Level Care, Primary Level Care, Secondary Service Centres, Tertiary Care Centres and Centre of Excellence. Community Level Care: The community level care is provided by the vision guardians. They look after the health of 5000 people. They monitor the health of children and elderly by doing door to door campaigns and through other means. They monitor those patients who have had surgery and provide readymade near vision glasses. They also refer those who need eye check up to the appropriate centre. Primary Level Care: The primary eye care is provided at the Vision Centres, managed by the Vision Technicians trained by LVPEI. They screen people at the centre and children at school. They cover a population of 50000. They dispense spectacles as well as educate the people about their use. They also identify people for surgery advanced eye care. Secondary Service Centres: At this level, outpatient services are provided where diagnosis of all eye diseases is done. They perform eye surgeries and also serve as the referral source for tertiary care. They serve a population of 1 lac. There are 11 secondary care centres and 9 partner centres. Tertiary Care Centres: They provide highest quality medical and surgical eye care irrespective of the socioeconomic status. They serve a population of 5 million. They offer finest medical education and surgical training to eye care professionals and also conduct innovative research. Centre of Excellence: It is situated at Hyderabad serving a population of 50 million. It provides services like management of complex cases, training to subspecialists and trainers, rehabilitation, research and capacity building of training centres. This model of LVPEI is so efficient that the Government of India has adopted the same model for eye care service delivery in current five year budget plan. EDUCATION AND TRAINING LVPEI considers training and education as an important factor which can influence the quality of eye health service delivery. The training aims to upgrade the skills of ophthalmologists and equip new entrants to the field with the appropriate skills and knowledge. The institute develops human resources internally through training and education. All the clinical staff, support staff, ophthalmic technicians and eye care administrators undergo a training program before they are recruited for the particular post which helps to maintain quality care across all the levels of care. It has a comprehensive co-operative agreement of mutual benefit in education and research with the University of Rochester Eye Institute, Case Western Reserve University, the University of Wisconsin, Duke University and Bascom Palmer Eye Institute in the United States and the University of New South Wales and University of Melbourne in Australia. This gives great opportunity for those who would like to excel in e ye care delivery. RESEARCH AND ADVOCACY LVPEI integrated research as a part of service delivery though it affected the clinical workload and productivity. It was 25 years ago, the research started at Hyderabad Eye Research Foundation (HERF), the research arm of the institute, with the support from Professor Brien Holden of the University of New South Wales, Sydney, Australia. The research concentrated on molecular genetics of inherited eye diseases, molecular diagnostics for early detection, microbiology of eye infections, biochemical features of cataract and stem cell technology for reconstruction of the damaged ocular outer surface. Research is spread over the centres at Hyderabad, Bhubaneswar, Visakhapatnam and Vijayawada. It not only conducts clinical research but also clinical trials. Each clinical research project and trial goes through a rigorous examination by Institutional Review Board (IRB), for its scientific and ethical aspects. Only those that are approved are taken up. The projects were supported by the grant s received from the Department of Biotechnology( DBT), Department of Science and Technology(DST), Council of Scientific and Industrial Research (CSIR), Indian Council of Medical Research(ICMR), National Eye Institute(NEI, National Institutes of Health), USA. HERF is one of the four pillars of the multinational research and development group called Vision Cooperative Research Centre (operating from Sydney, Australia). It conducts research on a series of clinical studies. Research at the Institute aims to be â€Å"relevant, rigorous and cutting edge†, and hopes to become one of the most productive eye research groups in the world. Towards this aim, there are six initiatives. They are a new Academy for Eye Care Education, Child Sight Institute, Institute for Eye Care for the Elderly, Centre for Ocular Regeneration (CORE), Institute for Eye Cancer, a Centre of Excellence in Eye Banking. The start of SRUJANA (a Sanskrit term meaning creativity), centre for innovation was a milestone. It is a bilateral program between HERF and groups at the Massachusetts Institute of Technology (MIT), Cambridge, MA, USA. INTERNATIONAL CENTRE FOR ADVANCEMENT OF RURAL EYE CARE (ICARE) International Centre for Advancement of Rural Eye Care (GPR ICARE), LVPEIs community outreach program, began in May 1998, with the aim of making high-quality, appropriate eye care accessible to all. Objectives LVPEI tried to develop high quality self-sustaining eye care services in neglected areas of India and other parts of the developing world and to train all cadres of eye care personnel for the provision of efficient eye care services. Its objectives include participating in planning eye health initiatives in the developing world to undertake operations and research projects. Also LVPEI collaborated with international NGOs like Operation Eyesight Universal (OEU), in turn to support the hospitals to scale up their capacity to perform affordable cataract surgeries and provide comprehensive eye care services around the world. This support of LVPEI helped the hospitals to increase the number of patients by 100 per cent. Organisational Excellence Rao gives the full credit of organisational excellence to the employees. It is achieved by constant nurturing of its employees by giving continuous education program and training activities at various levels. The culture of the institute is build around quality care. To instil quality consciousness, they conduct presentation once a month at 7am meeting on already audited files and will see how they had complied with the standards. This effort will reinforce the quality consciousness among the employees. Since the organisation is depending on their employees the biggest challenge in front of LVPEI is in finding right people at right position. According to them they don’t want to hire somebody to fill a slot, but need people with exceptional potential. Their recruitment process is unique as they try to bring young people from rural areas and train them both clinical teachings and the culture, which they are following in the institute. They always prefer to have fresh minds over personnel with previous experience, since the experienced people couldn’t follow the institute. LVPEI gives importance to individual growth and career development as well, as they allow doctors to allocate their time at hospital between patient care, education and research. LVPEI culture is highly patient centric, we can see it from their practices like, doctors directly go to the waiting room to fetch the next patient, instead of waiting for the nurse to do so. The closest parking area is reserve d for patients rather than doctors and the staff members. The founder of LVPEI, Gullapalli N Rao, did his graduation in medical science (MBBS) at Guntur, Andhra Pradesh and completed his post graduation from AIIMS, Delhi in ophthalmology. He then went to the US in 1974 and came back in 1986 and established LVPEI in 1987 in Hyderabad (Andhra Pradesh). The idea behind this institute is to help poor and needy people in terms of alleviation of blindness. By the technical knowledge and experience gained in India and US and his strong desire and passion toward the work for the poor and needy people develop his leadership quality. DR. RAO’S LEADERSHIP SKILLS As we are talking about the work done by Rao and his leadership under which LVPEI gets the highest level of honor in people’s mind, it is to be emphasized that this is achieved solely by strong desire. Dr. Rao displays basically three kinds of leadership – People oriented leadership Transformational leadership Contingency leadership In People oriented leadership there is a mutual trust that exists between the leader and the followers. Leader is very much concerned about the desire, demand and welfare of his follower and this gains him respect and popularity among the followers. Dr. Rao’s patient- centric approach is clearly seen from his own quotation -â€Å"Patient is king; his dignity, needs and comfort supersede everything also , regardless of whether he pays for it or is treated free of cost†. His nature towards the patients can be understood with the help of certain scenario described by his staff member and patients. For example, in terms of reducing the waiting time of the patient come for the treatment in OPD doctors of the hospital has to walk in the lobby to approach the patient. Another example is about the parking arrangement of the hospital where the area is clearly defined for the staff and the patients come for the treatment. Parking area of the patient is nearer to the hospital as compared to staff so the patient is given prior importance. There are mainly three kinds of qualities which we have observed in a transformational leader charismatic, inspirational and individual consideration. In case of Rao, he is a visionary in nature. He is totally devoted to his goal to alleviate blindness and plan and work accordingly to meet his desired goal. He is very professional and his communication skills are excellent and so people feel comfortable in approaching him. His long term planning quality makes him a charismatic personality. Rao is very good in technical knowledge and skills and these are built on the foundation of his hardworking and passionate nature. His hardworking attitude made him popular in the hospital under the name of ‘Task maker’ and he unwillingly became the inspirational model for many people. By rewarding the staff he motivates them to do best for the hospital and for the patients. He strives to resolve even the personal problems of his staff and provide moral support. Contingency leader is the person who responds according the situation required. In case of Rao many people give different opinion; some would say he is autocratic in nature, some would say he is charismatic but democratic in nature, and further some would say he is very supportive in nature. Actually he responds differently according to the situation required. He becomes autocratic when matters of policy making, decision making, task completion and quality of work are concerned; becomes democratic when we are talking about long term projects and providing help to the staff and he becomes supportive when his staff have any issues may they be personal or professional. Rao’s leadership might be different from other leaders but he is the one who has made LVPEI the pioneer institute for eye care in India. Apart from LVPEI, Aravind Eye Hospital has gained massive popularity among the people. All this has been possible by the transformational leadership of Dr. Venkataswamy, who started this not for profit institute on great Indian mystic Aurobindo’s philosophy. QUALITY MANAGEMENT LVPEI follows standard protocols and processes for providing best quality eye care. By having proper support from appropriate systems, the doctors are able to treat lot of patients in the OP. They are following data driven approach to monitor quality. They periodically review the programs to modify them accordingly and to implement policies. FINANCIAL VIABILITY LVPEI is under the supervision of two not for profit institutes, Hyderabad Eye Institute and Hyderabad Eye Research Foundation. Even after treating a large chunk of patients at free of cost, they managed to generate profit. The main source of income for LVPEI was through cross subsidization of treatment where the treatment cost of poor patients is covered by rich patients. They are receiving donations from like-minded organizations, who support its work. FUTURE OF LVPEI The Indian health care industry is entering into new era with significant changes in greater affordability, increased awareness in patients, and presence of more health care providers. The population opting for health insurance is about 2% in India and about 20-30% of insured patients visit urban hospitals for seeking health care services. Now-a-days patients’ requirements have shifted from good quantity of vision to good quality of vision. There are more specialized clinics that educate patients on various methods of eye treatment and their outcomes. Due to all the above issue LVPEI has been forced to restructure and reorganize its system of delivering eye care facility. ORGANIZATION LIFE CYCLE AND LEADERSHIP A FUTURE PERSPECTIVE Being a 27 years old organization, LVPEI has already reached a state of maturity in its life cycle, which is characterized by delay in decision making, being less proactive, less innovative and more risk-averse. LVPEI has a functionally based structure that is primarily led by doctors and exhibits as fairly centralized. So for this LVPEI has developed a bureaucratic style of functioning and decision making. Its focus is mainly on efficiency rather than novelty. The future head of LVPEI should to be an ophthalmologist having an outstanding track record and who could take forward the organization into a desirable state of its functioning. LVPEI prefers its future head to be a clinical scientist respected both nationally and internationally. COMPARING DR. VENKATASWAMY’S LEADERSHIP WITH DR. RAO Both the legendary leaders from India, who tried to held head up in the global eye care. The main attracting feature of Dr. Venkataswamy’s leadership was his clear vision about the hospital and its function, while Dr. Rao is very much concerned about the needs and welfare of his followers and this make him respectful among the followers. Dr. Rao put emphasis on quality care and highly patient centric approach in the institute’s culture, Dr. Venkataswamy believed in social marketing strategy for the development and expansion. CRITICAL ANALYSIS WITH ARAVIND EYE HOSPITAL LVPEI has got a clear cut strategy for community outreach programs, but Aravind eye care lacks clarity on it. LVPEI focused on producing human resources internally, while Aravind eye care preferred persons with experience. LVPEI’s focus is on quality care, Aravind eye care focused on quantity, by increasing the number of patients. CONCLUSION Facing great challenges from both environment and leadership change, LVPEI had set a few goals for itself in the next five years, such as, strengthening its brand as a cutting-edge eye care delivery system, providing good quality of services and education, strengthening the ability of the institute to conduct breaks through clinical research, improving the ability of LVPEI to provide high level community health services, and improving its ability to enhance the capacity of LVPEI to become a role model globally in eye care health delivery system. Ultimately the main focus of LVPEI is to provide eye care facility to 200 million people directly by 2020. LVPEI also aimed to enhance the eye health policy across India and globally through providing quality eye health. Finally Dr. Rao articulated in his dream that, â€Å"when people talk about best eye institutes globally, LVPEI must come up for discussion† REFERENCES: http://www.lvpei.org/