Cmo contactar con el Centro Nacional de Visas (NVC)

El Centro Nacional de Visas –NVC, por sus siglas en inglà ©s– tiene un papel esencial cuando se solicita una tarjeta de residencia permanente por razà ³n de familia o de trabajo para un extranjero que se encuentra fuera de Estados Unidos y, por esa razà ³n, necesita una visa de inmigrante para ingresar al paà ­s. Y es que el Servicio de Inmigracià ³n y Ciudadanà ­a –USCIS, por sus siglas en inglà ©s– aprueba una peticià ³n de tarjeta de residencia hasta que la oficina consular procesa la visa de inmigrante, la solicitud se encuentra en el NVC. Quà © hace el Centro Nacional de Visas: formularios y tarifas El NVC tiene varias tareas. En primer lugar, actualiza cada mes las fechas de prioridad que determinan quà © visas de inmigrante pueden procesarse o, por el contrario, quà © solicitudes deben esperar. En este artà ­culo mà ¡s abajo se explica en detalle cuà ¡nto se tarda para la cita para la entrevista en el consulado. Ademà ¡s, el CNV es el organismo encargado de comunicarse con el solicitante del la tarjeta de residencia, con el beneficiario o con su abogado o agente para solicitarle que rellene mà ¡s formularios, envà ­e documentacià ³n financiera de apoyo y pague nuevas tarifas. Para ello es esencial que el CNV tenga actualizados los datos del correo electrà ³nico de al menos una de las siguientes personas: abogado del caso, si se tiene, solicitante o beneficiario. Debe comunicarse en la pà ¡gina del CEAC cualquier cambio en dicha direccià ³n para evitar demoras innecesarias. Entre los formularios que deben rellenarse en este momento a peticià ³n de CNV està ¡n el DS-260, que es la aplicacià ³n electrà ³nica de la visa de inmigrante y el correspondiente a la declaracià ³n jurada de sostenimiento econà ³mico, tambià ©n conocido como affidavit of support, y que puede requerir una o varias planillas, segà ºn las circunstancias de cada caso. Asimismo, el CNV requiere el pago de dos tarifas: Visa de inmigrante por familia (I-130): $325 o visa de inmigrante por trabajo (I-140): $345Affidavit of support: $120 Los pagos deben hacerse digitalmente en la pà ¡gina de CEAC y contra una cuenta corriente o de ahorro de un banco en Estados Unidos. Para realizar el pago seguir las instrucciones del NVC e incluir los datos de nà ºmero de factura aportados por el mismo. Una vez que los pagos està ¡n hechos y los formularios y documentacià ³n enviados, el NVC enviarà ¡ la informacià ³n para la entrevista en el consulado para obtener la visa de inmigrante.  ¿Cuà ¡nto tarda el Centro Nacional de Visas en enviar la cita para la entrevista en la oficina consular? La respuesta varà ­a desde apenas unas semanas a aà ±os, incluso mà ¡s de 20. Todo depende de la categorà ­a a la que pertenece la solicitud de la visa de inmigrante y, en algunos casos, incluso la nacionalidad del beneficiario. Asà ­, por una parte los familiares inmediatos de ciudadanos no està ¡n sujetos a cupos de esperas para que exista una visa de inmigrante disponible para ellos. Son familiares inmediatos los cà ³nyuges, el papà ¡, la mamà ¡ y los hijos solteros menores de 21 aà ±os. En estos casos, el CNV se comunica inmediatamente con el solicitante, beneficiario o abogado nada mà ¡s recibir de USCIS el envà ­o de la solicitud aprobada. Por el contrario, en todos los demà ¡s casos es necesario esperar a que existan visas disponibles en la categorà ­a a la que pertenece la persona solicitada. Por ejemplo, un hijo de ciudadano estadounidense que està ¡ soltero y es mayor de 21 aà ±os es un F1 se pueden aprobar un total de 23.400 visas de inmigrante por aà ±o fiscal. Como el nà ºmero de solicitudes es muy superior al de visas disponibles esto significa que cada aà ±o se acumulan retrasos y hay que esperar por estricto orden a que una visa de inmigrante està © disponible. El orden lo determina la fecha de prioridad y puede consultarse cada mes en el boletà ­n de visas quà © fechas se està ¡n procesando en el CNV para cada categorà ­a de peticià ³n. Ademà ¡s, hay que tener en cuenta que ademà ¡s del là ­mite que existe dentro de categorà ­a por aà ±o fiscal existe otro que limita el porcentaje de visas sobre el total que pueden darse en cada paà ­s. Esto afecta negativamente a paà ­ses con altas tasas de migracià ³n hacia Estados Unidos, como por ejemplo, Mà ©xico, China, India o Filipinas, para los que las demoras en cada categorà ­a son mà ¡s grandes que para los ciudadanos del resto de paà ­ses.  ¿Se puede verificar el estado del caso mientras se encuentra en el NVC? En realidad no se puede verificar porque el NVC no decide si se aprueba la solicitud. El primer paso que es determinar si la solicitud cumple los requisitos bà ¡sicos, lo realiza USCIS y la à ºltima decisià ³n corresponde a la oficina consular. Mientras el caso està ¡ paralizado en el NVC esperando por una visa disponible en la categorà ­a que se ha solicitado no se le hace nada al expediente. Es decir, està ¡ como dormido y no hay nada que verificar. Cà ³mo contactar con el NVC: telà ©fono, fax, correo Si fuera necesario contactar con el NVC, estas son las opciones Telà ©fono: Marcando al 603-334-0700. Es un sistema automatizado que opera las 24 horas del dà ­a los siete dà ­as de la semana. Se necesita introducir los dà ­gitos del caso segà ºn el NVC o el nà ºmero de recibo que te envià ³ el USCIS en la carta que se conoce como NOA. Para hablar con una persona, marcar al mismo nà ºmero entre las 9:00 am y las 9:00 pm hora de la Costa Este de Estados Unidos, de lunes a viernes, excluyendo festivos federales. En la actualidad la demora de un representante del NVC en contestar el telà ©fono puede alcanzar los 30 minutos. Fax Marcando al 603-334-0791 Correo ordinario Para solicitar informacià ³n sobre caso; National Visa CenterATTN: WC31 Rochester Avenue, Suite 200Portsmouth, NH 03801-2915USA Para enviar documentacià ³n, fotografà ­as o planillas (formas): NVCATTN: DR31 Rochester Avenue, Suite 100Portsmouth, NH 03801-2914USA Incluir siempre el nà ºmero de caso y los nombres completos y fechas de nacimiento de beneficiario y de la persona que realiza la peticià ³n o de la empresa, si se trata de una peticià ³n por trabajo. Correo electrà ³nico Escribir a: NVCINQUIRYstate.gov. Escribir en asunto el nà ºmero de caso segà ºn el NVC.En el texto incluir el nombre del beneficiario y el del solicitanteIncluir las fechas de nacimiento de ambos.Si se trata de una peticià ³n realizada por una empresa, incluir su nombre. Si el correo lo escribe el abogado a cargo del caso, hacerlo constar asà ­ e incluir una copia escaneada de la planilla G-28 y el nombre de la oficina de abogados para la que se trabaja y la direccià ³n de la misma. Finalmente destacar que el email debe escribirse en inglà ©s. El NVC considera que à ©sta es la mejor forma de contacto y la prefiere sobre las otras. En la actualidad, la media de tiempo que NVC se demora en contestar es de 15 dà ­as. La razà ³n por la que no se debe viajar a las oficinas del NVC El NVC està ¡ ubicado fà ­sicamente en Portsmouth, Nuevo Hampshire. Sin embargo, sus puertas no està ¡n abiertas al pà ºblico. Es inà ºtil que viajes hasta allà ­, ni te van a dar informacià ³n ni van a aceptar que entregues documentacià ³n en mano. Simplemente te van a recordar las formas enumeradas en este artà ­culo para que contactes asà ­ con ellos. De NVC a consulado Una vez que se recibe la notificacià ³n del NVC sobre la entrevista en el consulado, el beneficiario de la solicitud debe seguir las instrucciones que se le dan. Entre otros asuntos deberà ¡: agendar y realizar un examen mà ©dicoregistrarse con el servicio de mensajerà ­a que utilice el consuladoreunir documentos originales y copias y traducirlos al inglà ©s, si fuera necesarioObtener fotografà ­as recientesasegurarse de tener un pasaporte con al menos 6 meses de validezpresentarse en la oficina consular el dà ­a y la hora seà ±alados En la entrevista el oficial consular decidirà ¡ si aprueba la visa de inmigrante, la cual puede negarse por un nà ºmero amplio de razones, con carà ¡cter temporal o definitivo. En algunos casos, serà ¡ posible solicitar un waiver, tambià ©n conocido como permiso o perdà ³n. En la mayorà ­a de los casos, la visa de inmigrante es aprobada. El beneficiario tiene 6 meses para ingresar a Estados Unidos. En el momento de ingresar su pasaporte se sellarà ¡ y dicho sello puede utilizarse como tarjeta de residencia permanente mientras no se recibe la de plà ¡stico. Contactar con el Centro Nacional de Visas Telà ©fono: 603-334-0700Fax: 603-334-0791Correo electrà ³nico: NVCINQUIRYstate.gov. Este es un artà ­culo informativo. Non es asesorà ­a legal.

The French Revolution Essay - 590 Words

The French Revolution The French Revolution last from 1789 to 1799. This war had many causes that began the revolution. Its causes ranged from the American Revolution, the economic crisis in France, social injustices to the immediate causes like the fall of Bastille, the Convening of he Estate-General, and the Great Fear. As a result of this revolution there many effects , immediate and long term. The immediate effects were the declaration of rights of man, abolishing of olds reign, execution of king and queen, the reign of terror, and war and forming of the citizen-army. The long term effects were the rise of Napoleon, spread of revolutionary ideas, growth of nationalism, and the conservative reaction. The contributing factors to†¦show more content†¦In this way the privileged classes had combined to outvote the third estate, which included more than 90 percent of the population. Another cause was the fall of Bastille. The falling of the Bastille marked a turning point-attempts at reform had become a full-scale revolution. One of the causes was the economic problems of many common people had become worse, because poor weather conditions had ruined the harvest. As a result, the price of bread, the most important food of the poorer classes had increased. Violence grew in both the cities and the countryside during the spring and summer. While hungry artisans revolted in urban areas, starved peasants searched the provinces for food and work. These vagrants were rumored to be armed agents of landlords hired to destroy crops and harass the common people. Many rural peasants began to panic, known as the Great Fear. They attacked the homes of their landlords to protect local grain supplies and reducing rents on their land. Also Lewis XVI gave in so reluctantly, for example, taking months to approve the Declaration of Rights, which made hostility of the crown only increased. The immediate effects of the French Revolution Was the Declaration of the Rights of Man. This was one of the most constructive achievements of the French Revolution. The Rights of Man said that there would be equality of all persons before the law; equitable taxation; protection against loss of property through arbitraryShow MoreRelatedThe French Revolution And French Revolutions2006 Words   |  9 PagesAlthough the American and French revolutions both took place in the late 18th century, both fought for independence, and both portrayed patriotism, the revolutions are markedly different in their origins; one which led to the world’s longest lasting democracy and the other to a Napoleonic Dictatorship. Political revolutions in America and France happened because people felt dissatisfied with the way their country was run. In North America they rebelled against rule from a foreign power, they wantedRead MoreThe French Revolution And The Revolution1523 Words   |  7 PagesThe French Revolution was a time rife with violence, with many revolutionaries using extreme actions to overturn the French Monarchy and create a government based on equality and justice, rather than tyranny and despotism. This violence reached gruesome and terrible heights throughout the revolution, but was justified by the revolutionaries, who believed that their goals of total equality, the end of tyranny, and the return to a virtuous society, allowed them to use means necessary to attain theseRead MoreThe French Revolution And The Revolution1321 Words   |  6 Pages The French Revolution The French Revolution was an iconic piece of history that help shape the world. It was a time were great battles occurred. Blood sheds happen almost every day. The streets were red by the blood of bodies that were dragged from being beheaded. The economy was in bad shape. But before all of this the French had a few goals but there was one goal that they all wanted and that was to get rid of the monarchy. This idea did not arrive out of nowhere, the commoners were influenceRead MoreThe Revolution Of The French Revolution1040 Words   |  5 PagesWhile there were political and social causes of The French Revolution the most important cause was actually economic. A few years before the French’s revolution the French spent approximately 1.3 billion livres, 13 billion dollars, on the American Revolution. This gracious contribution caused trouble at home. The French Revolution was one of the most important events in history. While it changed the social structure in France it also affected many different countries across the world. â€Å"the treeRead MoreThe French Revolution And The Revolution1640 Words   |  7 Pages The French Revolution is often seen as one of the most influential and significant events in world history (Voices 9). The surge of rebellion present in those against the old regime, or Ancien Rà ©gime, inspired reformers for generations to come. Nevertheless, the French Revolution would not have occurred without the aid of the Enlightenment Thinkers, or Philosophà ©s. These Philosophà ©s’ ideas sparked the French Revolution. Prior to the French Revolution, France was radically different. It was theRead MoreThe French Revolution And The Revolution1336 Words   |  6 PagesAnalysis The French Revolution was such an important time history. Not only was it a massacre with many lives being lost, including that of Queen Marie Antoinette and her husband King Louis XVI, it was also a time of great political turmoil which would turn man against man that being the case of Edmond Burke and Thomas Paine. 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These social, economic, andRead MoreThe French Revolution And The Revolution1305 Words   |  6 Pages The French Revolution (1789-1814) was a period that affected the outcome of world history tremendously. This is considered a major turning point in European history which has led to dramatic changes in France and other regions of the world. Various social and political issues led to the start of the revolution. Politically, France suffered under the rule of Louis XVI, who ruled by absolute monarchy. Many people had their natural rights renounced and weren’t able to have a political voice. Socially

Ssi Distribution free essay sample

Alternative Distribution for SSI Judith M. Whipple Sugar Sweets, Inc. (SSI), was considering ways to increase market coverage and sales volume on its candy and snack products. Historically, the majority of SSI products were sold to consumers through various grocery and convenience stores. Vending machines and institutional sales, such as airports, represent the remaining consumer market segments. The selling environment for candy and snack foods was becoming increasingly competitive and traditional channels of distribution were being distorted, especially in the grocery and convenience trade. Grocery and convenience stores were traditionally serviced through distributors known as candy and tobacco jobbers. These distributors purchased SSI products in large quantities and then sold them to retail stores for sale to consumers. The number of candy and tobacco jobbers was decreasing, which was distorting the traditional distribution channel. Two factors were causing this distortion. First, the wholesaler and distributor industry in general was going through consolidation as large distributors continued to get larger and more profitable, while smaller and less profitable distributors either were bought up or closed. Second, the popularity of warehouse club stores threatened candy and tobacco jobbers. Small mom-and-pop grocery or convenience stores were able to purchase many products they needed at these warehouse clubs at the same price or less than what the distributors offered. Furthermore, the warehouse clubs provided a one-stop shopping experience so that the grocery stores could purchase a wider range of products at the club store than was sold by any one candy and tobacco distributor. For example, a club store may offer a narrow selection of the most popular SSI products as well as its competitor’s products, while an individual distributor may handle SSI products exclusively. While SSI encouraged grocery and convenience stores to carry its products, regardless of whether these stores purchase products from distributors or club stores, there was a concern about how the products were serviced. Distributors provide a significant benefit in that they carry a broader line of SSI products than most club stores. Also, some candy and tobacco jobbers visit their retail customers regularly to ensure the stores remain stocked with a large variety of fresh product. In this sense, candy and tobacco jobbers provided a marketing service for SSI that is not achieved with club stores. As such, SSI began looking for an alternative channel system that would not only increase market coverage in light of the new competitive environment but also provide the important marketing service to ensure a large variety of fresh product available for consumers. To accomplish this, SSI questioned the reliance on its traditional marketing channel, as well as the typical outlets through which its products were sold. Andy Joslin, the vice president of integrated logistics, had an idea. Andy began to focus on new retail outlets where SSI products could be sold and how these sales could be uniquely managed via a new channel arrangement. It was determined that direct store delivery of SSI products could be handled by using telemarketing for order processing and small package delivery. The notion was that any retail outlet that had sufficient counter space and high customer traffic was likely to sell high-impulse snack items such as SSI products. Examples of potential retail outlets that traditionally did not carry snack items included dry cleaners, barbers and beauty shops, hardware stores, and drinking establishments. The concept is summarized in Table 1. The alternative distribution plan offers various benefits. First, it is a unique selling concept in that it provides retailers a way to increase their business through incremental sales of snack products with little risk of cannibalization by other retail outlets due to the impulse nature of the product. Furthermore, retailers are not required to make a significant capital investment to try the concept and there is little risk to the retailer if the plan fails. SSI will provide countertop units or shelving to display the products for sale and will suggest pricing for maximum sales volume and profit. The alternative distribution concept benefits SSI as well by providing market growth and exposing its products to a wider range of customers. Also, SSI will have direct contact with retailers, providing a great opportunity for testing and tracking new products while ensuring timely delivery. One potential drawback is that the retailers may feel the incremental revenue received is insufficient, which will dissuade product reordering. Also, retailers may have pilferage problems that would discourage their participation. Finally, the arrangements could threaten candy and tobacco jobbers that rely on similar retail accounts. Resentment from candy and tobacco jobbers could potentially result in decreased service to grocery and convenience stores. From initial interviews with target retailers, SSI became convinced the alternative distribution concept had merit. The next step was to evaluate whether the idea was a viable business decision in terms of retail interest versus actual participation. An internal operating plan for managing the alternative distribution program would also need to be devised to identify and determine the internal costs and potential profit. Retail Interest. The research summarized in Table 2 illustrates important considerations for retail sales. Fifteen types of retail stores were targeted for participation, and 30 product lines were considered for distribution. Estimates concerning expected retail participation and sales were a critical part of business viability. To start, SSI estimated it could contact only 20 percent of all target retailers. The remaining retailers would be approached after a 1-year test period if the alternative distribution program was successful. Two types of display units were designed as well as two reorder packages. An initial order would include two boxes shrink-wrapped together. One box would hold the product and the other would hold the display unit. Table 3 provides display and product package characteristics. Reorder packs would contain the same product weight and units as shown for the initial order. Operating Procedures. Two logistics networks are under consideration for the new channel. Both networks facilitate direct retail customer contact: no distributors are included in the channel. One network uses three distribution centers while the other uses four. Service for the first network is estimated at 2 to 4 days, with some outlying areas serviced in 5 days. Service through the second network is estimated at 1 to 3 days and to outlying areas in 4 days. The number of outlying areas is reduced under the second network. Table 4 compares the costs of both networks. The information flow would start with order entry at the telemarketing department. Retail orders would be transmitted to the appropriate distribution center and compiled each night. Orders would be picked and packed, then delivery would be arranged based on the aforementioned service levels. Summary. Before SSI can determine whether the alternative distribution concept should be initiated, it must analyze the information gathered and project the potential sales and profits. Profits must be determined for SSI as well as for the retail customers. If retailers do not make sufficient incremental profit, it is unlikely they will continue participating in the plan. A team has been assigned to perform the data analysis. Andy Joslin has identified five questions he feels are critical for the team to analyze. These questions are provided below. Questions 1. Determine the total number of retailers in the program initially as well as after the trial period. 2. Determine what the average retailer will sell on a daily basis as well as annually. Provide sales in terms of unit and dollar amounts. (Assume 260 business days per year, with 5 business days each week. ) 3. Translate the annual sales for an average retailer into the number of large packs that retailers will order per year. Repeat for the small pack order. Round if necessary. ) Include the initial order in the calculation. 4. SSI would like to determine its potential sales for the first year on the basis of the information in question 3. However, there is some concern that the estimate of average retail sales is too high. SSI assumes only 40 percent of the participating retailers will actually achieve the average sales and reorders (this group is designated as high performers). Twenty percent of the retailers are expected to have medium performance success and will only sell/reorder 75 percent of the average suggested order. Low-performing retailers represent the remaining 40 percent and will achieve half the sales/reorder expected on average. Calculate the orders (separate initial and reorder quantities) for the 6-month trial period if 45 percent of retailers exclusively order/reorder large packs and the remaining retailers exclusively order/reorder small packs. Calculate the second 6 months accounting for the dropout. (Round if necessary. ) Assume the â€Å"performer† ratios remain the same after the trial period (i. e. 40 percent are average performers, 20 percent sell 75 percent of the average, and 40 percent sell 50 percent of the average. ) 5. Assume retailers pay $205 for a large pack (initial or reorder) and $115 for a small pack. On the basis of the first year’s sales calculated in question 4, determine the profit to SSI if three distribution centers are used. Repeat for the four-distribution center network. Which network, if either, should be used? What factor(s) aside from cost/p rofit might influence the network decision?

Mechanisms Impact and Management

Question: Discuss about the Mechanisms Impact and Management. Answer: Introduction: In the following assignment discussions will be carried out with respect to the case scenario relevant to Mrs. Barbara Green who has recently been sent to the local community health centre following the referral from her GP for the sake of assessment and review of her present condition. Discussions will be made from the perspective of the Registered Nurse (RN) working at the local community health centre who has been assigned for taking care and looking after Mrs. Green. The clinical reasoning cycle framework will be utilized for identifying and prioritizing the nursing care needs in the context of the given circumstances. The pertinent skills and expertise that a nurse must possess in order harbor optimum outcomes for the patient forms the central theme of the clinical reasoning cycle (Levett-Jones, 2013). The preparations of the nursing care plan will essentially follow the vital steps of the clinical reasoning cycle including the collection of cues, processing of information, iden tification of problems, and establishment of goals. Subsequent measures of taking actions, evaluating outcomes and reflecting on process of new learning will be adopted to complete the process of clinical reasoning. Thus a succinct overview on the overall topic will be presented here. Identifying nursing care priorities Mr. Barbara Green is an 89 year old lady who lives alone in her one storey house. She lost her husband two years ago and since then her health has been deteriorating. She used to be a primary school teacher and retired from her job 24 years ago. Barbara along with her husband, were active members and volunteers at the local church as well the local shop. She has a German lineage as she migrated from Germany and settled in Australia 40 years ago and maintained deeper contact with the German Association. A son and daughter from her previous marriage and her husbands previous marriage constitute the immediate family for her. She shares good relationship with both of them although both stay far away from her home. Barbara has been recently referred to the local community health centre by her GP to undergo health assessment and review. She has the medical history of having macular degeneration, hypothyroidism, osteoarthritis and rheumatoid arthritis and is under daily prescribed medications. Currently she has given up driving on being diagnosed with macular degeneration, limited her level of activities and rarely gets out of home and consecutively shunned her physical association with friends and members at the German Association. Her house is strangely disheveled with the cupboards storing minimal quantity of food storage with some tins of soup and baked beans. Although Barbara feels oneness with her community, yet she prefers to stay alone at home on realizing that in order to have her wish fulfilled she might require assistance. Presently Barbara has been observed to be suffering from symptoms encompassing joint stiffness, swollen feet and enlarged joints, pain in the knee, hip, back and finger joints coupled with limited joint movement. Constipation, vision deficit, occasional dizziness and non-significant recent weight loss has also been reported for Barbara. The restricted movement and joint pain related symptoms may be well corroborated with the prevalence of osteoarthritis and osteoarthritis (Kurt et al., 2016). Osteoarthritis is likely to have affected her major body parts that have resulted in the pain generation. The joints are particularly affected due to chronic inflammation because of rheumatoid arthritis that in turn has limited her mobility (Messier et al., 2013). Symptoms of dizziness might have ensued from her prevalent condition of hypothyroidism due to underactive thyroid hormones (Cappola, 2016). The underlying cause for vision deficit is likely to be embedded in the age related progressive thinning and degeneration of the macula that lead to blurred or diminished central vision (Christen et al., 2014). Moreover the sudden loss in weight may be speculated to have occurred because of under-eating. Reviewing the information obtained from referral letter from Barbaras GP it is evident that she has certain issues that calls for immediate attention and subsequent interventions. The problems that have been recognized in this case include: Loss of body weight Reduction in consumption of food Tendency of isolation Selection of top priority of care Analyzing the condition specific to Barbara, the issue pertinent to the sudden reduction in body weight has been identified as the top priority care that deserves prompt intervention. The potential goals for managing the loss of body weight could be: Barbara will show improvements in her appetite and engage in proper dietary habits with adequate proportion of meals within one week. She will gain weight in a month. She will express her keenness towards going out of home and socializing with her friends and members at the German Association. Her quality of living will improve through better participation at social events through proper assistance. Barbara will be having increased compliance to medications and express better feeling towards general living. On matter related to healthy weight gain in the patient, nutritional supplements along with the normal diet may be applied following recommendation and suitable advice from the attending physicians (Parsons et al., 2017). Pain management for the prevalent arthritis condition may also be promoted through physical therapy that in turn will lead to amelioration of pain in the patient thereby leading to improved quality of living (Katz et al., 2013). Comfort in the form of pain management is likely to improve the dietary habits in the person (Walsh McWilliams, 2014). Social communication will also be enhanced as a result of improved mobility due to intervention for arthritis (Benka et al., 2016). The weight loss issue thus may be regulated through making arrangements for managing and treating the pain due to arthritis that had limited her movement and subsequently social participation. The course of actions taken in relation to the prevalent condition for Barbara will be evaluated for their effectiveness. Determination of the weight for Barbara shows that she has put on weight and has improved appetite as well. Barbara has improved pain score depicted in Pain Assessment Scale and show improvement in motion. Increased participation in the German Association is noted in case of Barbara. Barbara is diligently following the prescribed medication without skipping or forgetting them and mentions about her wellbeing after taking the drugs and eating healthy. The quality of living has visibly improved for Barbara. The opportunity to serve Barbara has left me with vital information regarding certain issues at old age. I now understand the impacts of arthritis both of rheumatoid type and osteoarthritis upon the activities of daily living in case of aged persons. I further came to know about the psychological effects of pathological conditions due to arthritis, hypothyroidism and visual deficit that often prompt them to be isolated. I wish I had more knowledge specific to these conditions to better treat Barbara and improve her overall healthy by means of accounting for increasing the dietary intake. I now understand the underlying effects of chronic ailments like arthritis and hypothyroidism that exerts their definite impacts upon the physical as well as mental health of the affected individual. The case study of Mrs. Barbara offered an insight into the multifaceted impacts of conditions relevant to arthritis and hypothyroidism in case of older adults especially among the females. The efficacy of the available treatment modalities other than medications in case of the victims other than medications is also known. The feasibility of applying physical therapy techniques along with appropriate nutritional supplements in case of arthritis affected person has also been a remarkable observation. Apart from these the importance of healthy eating and weight gain for sustaining and maintaining quality of life is further revealed. Thus in fine it may be said that management of old age related issues must be done in a collaborative manner with engagements from professionals from diverse fields and backgrounds, nursing being one of the vital vocations in this regard (Bramble, 2017). References Benka, J., Nagyova, I., Rosenberger, J., Macejova, Z., Lazurova, I., van der Klink, J. L., van Dijk, J. P. (2016). Social participation in early and established rheumatoid arthritis patients. Disability and rehabilitation, 38(12), 1172-1179. Bramble, M. (2017). Nursing for wellness in older adults S. Hunter and C. Miller. Wolters Kluwer, Philadelphia, 2016. ISBN 9781922228758 (paperback). 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