The Scheme
Ex-Servicemen Contributory Health
Scheme (ECHS) provides healthcare to veterans through a chain of polyclinics
across the country. The scheme relieves military hospitals of the ‘veteran
load’ helping them focus on serving soldiers. More importantly, the scheme
provides healthcare to a large number of veterans in regions where military
hospitals do not exist. Contributory in nature, every soldier based on his rank
pays a sizable contribution as he leaves service. Those retiring later and
likely to avail the least, interestingly, pay the most. The scheme guarantees
cashless treatment to a veteran and his dependents. Children are excluded as
soon as they become independent. Veterans
receive medical care at the polyclinics and if required are referred to locally
empanelled hospitals for inpatient and outpatient care.
Crisis
ECHS is experiencing an unprecedented fund crunch. Essential
medicines are now reported to be in short supply. In addition, piling unpaid bills
have forced empanelled hospitals to either withdraw from the scheme or restrict
medical services to veterans. Veterans who gave their good years for the
country are scrounging on their last penny. It is sad seeing veterans, some
terminally ill, arguing with the staff, mostly veterans themselves, equally
afflicted and already at their wits end. It is well-established that, while
strengths of service-oriented organisations dissipate towards the tail,
weaknesses often get magnified.
The slightest planning flaw or shortages of central supplies
cascade down and manifest themselves as catastrophic consequences at the front
end.
Lessons Amidst Adversities
The size, scale of operations, volumes of turnover and profit
margins may make an organisation look impressive. Irrespective of the
comparison matrix, visible only to the discerning eye, growth of each
successful organisation is fuelled by commitment of its employees, truly characterising
the culture and ethos of an organisation. Despite the crunch and frayed tempers,
it is heartening to see battlefield commitment by functionaries at some
polyclinics.
He is a man on the move. He is present
everywhere anywhere and at all places where an extra hand is required. That is
how he makes up staff deficiency. He is also the boss of the ECHS Polyclinic.
Once, as a I happened to walk in to his office, I saw him in an animated
discussion with an individual. The veteran seemed very seriously ill. The
reluctance of the empanelled hospital seemed to overwhelm the old veteran. As I
sat silently listening, lest I became a hindrance to the efforts being made, it
became very clear to me from the calls after calls being made by the Colonel
that he was desperate to get help to the ailing veteran. The calm I saw over
the old man’s face, I can never forget. Instinctively I knew the situation
required to be pushed out of the ordinary orbit. I offered to try chip in. we made
a few calls and one very senior general took it on himself to see it through.
Together, we moved the patient in time from a remote village in Kerala all the
way to Bangalore for the urgent, serious and costly surgery that saved his
life.
She, has been a doctor with the polyclinic
for more than ten years. On an average she meets about hundred patients
a day. In addition, she is entrusted with various administrative duties. I have
been to her twice or thrice in the last two years. The most remarkable thing
about her is that, she remains cheerful throughout the day and listens intently
to her patient. Once, I saw her examining a very old and ailing veteran inside
his car because he had difficulty moving out of the car. I just couldn’t
resist walking up to her and paying my respects. In return, she just smiled and
said, “sir, this is my duty”. Far beyond rhetoric, slogans captions and, camera
stances, her missionary like actions emerged from her convictions as to how
medicine should be practiced. It also reflected her gratitude to the old man for
his services towards the nation.
Colonel ‘K’ is the in charge of a polyclinic.
While in service, he served as my team member for about two years. He has a
mind of his own and given a task, irrespective of the enormity or degree of
difficulty, it was considered done in time and very well. No wonder, he is a
Shaurya chakra awardee. While on a trip to my village, I decided to pay him a
visit at his office since it was situated enroute to my village. I knew one
thing for sure. Wherever he was, he left an indelible mark of dedication. The
spick and span manner in which the facility was maintained, loudly proclaimed
his presence. Our discussion went on to the fund crunch and lack of medicines.
His reply stumped me flat. "Sir, I have limited control over funds and what
happens in Delhi. But I'm completely in control of how each patient is received,
managed and treated. Each one working here has committed one’s best. We do it
with all that we have and with all that we can muster”.
Each incident
above can germinate case studies for trainers, coaches, management gurus and HR
consultants, to highlight various aspects of management. Motivational speakers
can weave stories around these incidents. Quality of leadership is best tested
in adversity, more severe the adversity, more intense the test. Ability of the
team leader to forge strong intra-team relationship is evidenced in the manner
in which team members function. Funds crunch or policy flaws can be
debilitating and destroy the best of teams. Even in such situations leadership that
can motivate individuals to remain committed to organisational aims shine
bright.
Challenge for
Leadership
Resources are
inevitable to existence and sustenance. Leadership skills can at best maximise
returns. The scheme is now debt ridden and front-end leadership however
brilliant cannot offset huge fiscal deficits. Without immediate infusion of
funds, hospitals would cease to entertain patients through the scheme. Veterans,
many terminally ill, having given the best of their life for others, would be left to the mercy of elements.
Those entrusted with
making funds available need to act immediately.
