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• W2268445512 abstract "To present lessons learned from studying activities of LAICO - Aravind Eye Hospitals designed to improve collaboration between and build capacity within developing countries (called 'Southerners') and reduce their continued reliance on technical assistance from developed countries ('Northerners'). The most common approaches for South to South (S-to-S) collaboration are networks, study tours, visits, technical assistance and training, and meetings and conferences. The experience at LAICO suggest that these approaches (or a combination thereof) should be initiated and driven by the needs of the country and region receiving the assistance rather than by requirements of the donor agency. Regardless of the S-to-S approaches used, this experiment at LAICO has revealed that it is important to have clearly identified objectives, appropriate participants, long-term relationships between partners and, where necessary, some level of continued donor funding. S-to-S collaboration is a long-term investment in programmatic sustainability that requires one to establish and maintain long-term relationships. It involves both exchanges between Southern partners and capacity development when needed. Such collaborations have the potential to help build local or regional infrastructures and skills that contribute to technical, programmatic, and institutional sustainability. Findings from this review should be useful to members of the international donor agencies by suggesting possible future directions for incorporating S-to-S collaboration in all funded development projects by identifying key resource organizations from among the developing countries. LAICO (Lions Aravind Institute of Community Ophthalmology) as a resource institute in eye care is helping in capacity building of eye care services in 30 countries in Asia , Latin America and Africa through training, consultancy, networking and observational visits. As a globally recognised institution committed to excellence, the Aravind Eye Hospitals (AEH) constantly looks for innovative approaches to enhance its intellectual growth and not-for-profit business model. Top universities and business schools have sought the expertise of the AEH and its unique non-profit management model as a training ground for their students. It's possible to combine low cost, high quality, world scale and sustainability. Aravind Eye Care System, today is the largest eye care facility in the world. The business model of running a non-profit organisation practised by Aravind Eye Hospital is a good case that many other non-profit organisations can learn something from. The work of Aravind Eye Hospitals needs to be viewed from two dimensions to get a complete perspective. One dimension is the Unique Business Model, its systems and procedures that make it work. Majority of the organisations are market driven. But Aravind has followed a market driving approach focusing on the latent needs. It has developed its own market, made its services affordable and accessible to all. The other dimension, call it spiritual or the greater purpose within which, the Business Model operates. A lot of the effectiveness of its work comes from the synergy between these two dimensions. During 2004, it performed 227,435 surgeries and managed to screen, on an outpatient basis, more than 1.63 million. It conducted more than 1,150 eye camps in southern part of India. Its cost is very low - 60% of the patients are treated free. The 40%, who pay, pay between $50-150, depending on the type of surgery and type of facilities they stay in. This compares favorably with $3,000-3,500 for a similar operation in the US. Yet the Aravind system is very profitable. The net surplus is about 45% of the revenue. At the same time quality is not compromised. This is illustrated when compared with the quality of eye care in the UK (where the Royal Ophthalmic Society published the results of a survey of over 18,000 surgeries), Aravind (based on a survey of 22,000 surgeries in their system) beats every medical parameter of complications during the operation as well as post-operation. In less than 30 years, it has grown to be the biggest organisation of its kind in the world, serving millions in India and hundreds of thousands abroad. Its Ophthalmologists is almost ten times as efficient as the national average. Having realized the success in Aravind's own setting, it felt that it should share this with other eye care programs to reach its mission of 'eradicating needless blindness' on which there is no geographic or other boundaries. Initially this was done informally, essentially reacting to request from other eye care organizations to study Aravind system. As such requests grew, Aravind established the Lions Aravind Institute of Community Ophthalmology (LAICO) with the support of Lions Clubs International. Through this institute, Aravind Eye Care System now offers a wide range of training designed to enhance the management capacity of other eye hospitals and eye care programs. One of the significant activities is the work that it does with other eye hospitals somewhat in a consulting for capacity building mode, often times like reviving a sick industry. It has so far worked with 200 such hospitals/organisations spread across India, Nepal, Bangladesh, Indonesia, Malawi, Kenya, and other countries in Latin America, Asia and Africa. LAICO has a mandate of serving towards capacity building through teaching, training, consultancy, research, advocacy and publications. This organisation is growing as a resource organisation in eye care service management to support eye care services in any sector like Government, Private and Charity. This working model need to be analysed to see if this model can work for other service sectors to enhance the Utilization, Quality, Sustainability and management of both services and organizations through evidence based management practices." @default.
• W2268445512 created "2016-06-24" @default.
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• W2268445512 date "2007-06-10" @default.
• W2268445512 modified "2023-09-25" @default.
• W2268445512 title "Capacity Development Model in Enhancing Health Care (Eye Care) Services - The Aravind Eye Care Model" @default.
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