ANNUAL IMPACT

ANNUAL REPORT
IMPACT REPORT

JANUARY 2019
JANUARY 2019 -- SEPTEMBER
SEPTEMBER 2020
2020
 CONTENTS
CARE FOR THE PERSON
SYSTEMS FOR THE POPULATION 2 SEVEN YEARS IN
Letter from the Executive Director

INNOVATION FOR THE PLANET

4 21 MONTHS IN REVIEW
Major Milestones & Outcomes

6 EMBRACING COMPLEXITY
Our Integrated Approach

8 TURNING INSIGHTS INTO IMPACT

Introducing PIVOT Science

14 ENHANCED COMMUNITY HEALTH

Piloting Paid CHWs & Proactive Care

20 MODELING PRIMARY CARE FOR ALL

Our Path to Universal Health Coverage

26 A MODEL DISTRICT HOSPITAL

Building Hospital Capacity

32 COVID-19
Not Just Response – Resilience

36 SAVING LIVES THROUGH SCIENCE

Rights-Driven Research & Publications

40 LIVING OUR SHARED VALUES

A Team-Wide Recommitment

44 WITH GRATITUDE
Partners & Supporters

50 AUDITED FINANCIALS
FY2019 and FY2020

In partnership with Madagascar’s

Ministry of Public Health, we are
building a replicable, evidence-driven,
district-level model health system
that promotes universal access to
quality medical care.
 SEVEN YEARS IN
TARA LOYD, EXECUTIVE DIRECTOR
Dear PIVOT family,

This moment in time is about survival. From the ongoing pandemic to racial justice to climate change,
as a global community we are faced with that reality every day.

I used to describe my job as having a foot in both worlds. One in Ifanadiana District, Madagascar, where –
when PIVOT began – 1 in 7 children didn’t live to celebrate a 5th birthday and 1 in 14 women didn’t survive
childbirth. And one at home – navigating my roles in motherhood and leadership, bouncing between pre-
school pickups and board meetings. These last months have changed that. I don’t hear people taking daily life
– health, safety, or even weather patterns – for granted as much anymore. The fragility of humanity has been
laid bare by all that we are experiencing together in this very moment.

As civil rights leader John Powell says, “If we don’t turn toward each other, we don’t survive.”

If you are reading this letter, it is because you have already turned towards our brothers and sisters in rural
Madagascar, honoring their well-being as though it were that of your next-door neighbor or your own. We
simply couldn’t do what we do at PIVOT without your support. Empathy is the word that rings clearest
for me. Without it we have nothing. This year has been about building and rebuilding it, as we are
reminded daily of our interconnectedness.

The launch of PIVOT Science this past September is our way of connecting the head and heart of our
organization’s work. It is a manifestation of our moral obligation to act to save the lives in front of
us, to build model health systems that reach everyone, and the reminder that we (the global
“we”) need science now more than ever. Mathematical models of COVID-19’s potential spread are
used to make decisions about whether to open schools, shut down borders, or ensure PPE gets in the
hands of all frontline health workers. PIVOT is in the position to back those efforts with data, research,
and actionable lessons to narrow the persisting “know-do” gap we face as global health implementers.

Our pilot to professionalize community health workers (CHWs) was a hallmark of the past year for
PIVOT, with enhanced training, case-finding, and full-time pay for full-time work. The data from the first
year of this effort show that the utilization of the health system went up 200% in Ranomafana (our
flagship model commune) when CHWs were formally integrated and professionalized as part of the public
health system. As we work to scale that pilot, the government will use the data to advocate for paying
CHWs on a national scale.

The 500,000th patient supported by PIVOT was another milestone we proudly crossed last summer,
just as the need for quality and accessible healthcare became clearer and more urgent than ever. As
partners to the Ministry of Public Health, we are taking all that we’ve learned in these half a million
moments to inform the architecture of universal health coverage in Madagascar. In the two years ahead,
we’ll combine our lived experience with robust information systems to reach the people we have yet to
reach – those living in the most remote and rural communities and beyond.

At the beginning of 2020, pre-pandemic, I made a conscious effort to scale back our US-based team to
shift a greater portion of our resources – along with responsibility and authority – to our colleagues in
Madagascar. As the Malagasy leadership team took the reins from our Ranomafana headquarters, I
have seen a shift in who is showing up and speaking up at the decision-making table. As a lesson from
everything this year has offered, I think all organizations like ours must undergo a similar evolution, so as
to not only believe but to experience firsthand: the people closest to the problems are closest to the
solutions, and we must listen to what they have to say.

>636,900
We thank you for doing just that.

Onward together,

patient visits supported

2
 21 MONTHS IN REVIEW JANUARY 2019 - SEPTEMBER 2020*
BY THE NUMBERS
2019 JA NUA R Y
Faced with the
FEBRUARY
Unveiled new data
MARCH
Featured in Science Magazine‘s
country's worst visualization platform for article "A Prescription PATIENT VISITS SUPPORTED AT ALL LEVELS OF CARE
measles outbreak in 50 years, real-time access to for Madagascar’s Broken
joined forces with MOPH information about our Health System: Data and a
to vaccinate 70,000 children programs and impact Focus on Details" 50,000

APR I L MAY JUN E 40,000

Initiated costing study to Launched internal, Began support in 7th, most

better understand the organization-wide effort to remote facility yet (8 hours
investment required for recommit to our values by moto from paved road), 30,000
Madagascar to achieve where utilization tripled after
universal health coverage (More on our values: Page 40) 6 months of service

20,000
JULY AUGUS T S EPTEMBER
Following 5 years building Built infectious disease Expanded agenda to
10,000
our M&E department ward and first-ever blood remove financial barriers,
from the ground up, bank at the district hospital now covering all (rather than
Laura Cordier assumed the most) services, medicines,
role of National Director (More on the hospital: Page 26) and transport fees 0
Q1 Q2 Q3 Q4 Q1 Q2 Q3

O C TO B E R NOV EMBER DECEMBER 2019 2020

Implemented pilot for
enhanced community health,
including pay for CHWs
Conducted assessments
at every district health
facility to identify areas of
Welcomed delegation led
by Minister of Health Pr. Julio
Rakotonirina to inaugurate
145,552 107,158
greatest need and inform across 12 months across 9 months
(More on pilot outcomes: Page 14) major facility renovations
expansion plans

2020 J A NUA R Y
Reached majority
FEBRUARY
Reduced size of US team
MARCH
Following first reported case
INCLUDING:

88,997
Malagasy and female in a conscious effort to of COVID-19 (March 20),
shift greater share of dispatched an ambulance
comprehensive child 111% OF
representation in leadership
authority and resources to team to support central health screenings TARGET
(More on our team: Page 43)
Madagascar-based team government’s response

APR I L MAY JUN E

Procured and donated
2,576 safe, facility-based
deliveries
90% OF
TARGET
Alongside the MOPH, staffed Achieved a 100% success
a roadside checkpoint to rate among children essential COVID-19 response

34,082
help mitigate the spread of discharged from malnutrition supplies and equipment
proactive care visits 92% OF
COVID-19 across regions treatment program (More on COVID response: Page 32) to patient households TARGET

JULY AUGUS T S EPTEMBER

Officially implemented free With partner Centre Launched PIVOT Science
meal service for all patients ValBio, initiated to enable greater innovation * From 2014 through 2019, our fiscal year aligned with the calendar year. In 2020, we consciously shifted this so
and accompagnateurs at the establishment of an RT-PCR in rights-based research that we could better align our planning and budgeting season with that of our governmental partners. As such, this
District Hospital lab in Ranomafana (More on Science: Page 8) report covers activities from FY19 (January 1, 2019 - December 31, 2019) and FY20 (January 1, 2020 - September 30,
2020). From FY21 forward, our fiscal calendar will run October 1 - September 30.

4 5
 EMBRACING COMPLEXITY OUR INTEGRATED APPROACH

In Ifanadiana District, IDENTIFYING THE CHALLENGE ESTABLISHING A MODEL HEALTH DISTRICT

when PIVOT began:
Why, when solutions are known, affordable at scale and In Madagascar, a government district presents the most important, replicable unit of the public health
supported by policies, do they not reach the people who need system. Each includes a hospital to serve the district population, health centers in each municipal
them? commune for delivery of primary care, and a network of community health workers providing
1 in 7 care in their home villages. Since 2014, we've been working alongside the Ministry of Public Health
children died The answer, commonly known as the “know-do gap,” is that to transform Ifanadiana District into a scalable model for Madagascar, producing lessons that can be
before their
5th birthday even simple solutions require delivery via health systems. applied in similar settings worldwide.
Complex systems are intrinsically challenging to fix because the
whole is different than the sum of the parts; a breakdown in
one area of the system often has cascading effects on others.
USING IT TO ACHIEVE HEALTH FOR ALL
The lack of critical evidence on how to strengthen health From communities, to health centers, to the district hospital, we combine the delivery of high-quality
1 in 14 delivery at a system-wide level remains one of the great clinical programs, with an emphasis on strengthening system-wide operational capacity, as well as
women died
during her barriers to improving services and influencing policy that the integration of robust information systems to monitor outcomes, conduct scientific research, and
reproductive serves those most in need. constantly improve our approach. These components are the basis of the government’s universal
years
health coverage plan rolling out in Ifanadiana as pilot for the country.
By integrating quality health care and scientific innovation
throughout Ifanadiana’s district health system, we are
creating a new model for global health delivery.

$14 WHAT WE DO WHERE WE DO IT HOW WE DO IT

per capita was
being invested in

CARE FOR THE PERSON

health care

CLINICAL DESIGN
PROGRAMS

“There is a gap between today's

SYSTEMS FOR THE POPULATION

scientific advances and their
implementation, between what OPERATIONAL
DELIVERY
CAPACITY
we know and what is actually
being done.”
H
– Lee Jong Wook

INNOVATION FOR THE PLANET

Former Director of the
World Health Organization INFORMATION
SYSTEMS DATA

IFANADIANA DISTRICT
Community Sites Health Centers H District Hospital
6 7
 TURNING INSIGHTS INTO IMPACT
INTRODUCING: PIVOT SCIENCE’S GUIDING PRINCIPLES

Can model systems revolutionize global health as they have revolutionized the life sciences?

The development of an individual fertilized egg into the collection of cells, tissues, and organs
that comprise a self-reproducing organism was once thought to be so wickedly complex as to be
insoluble. What was needed was a platform that unified insights from many different disciplines;
not on a particular biological mechanism, but around the interconnected set of processes that
constitute the organism. Thus arose model organisms, the use of which have led to countless Leverage and integrate Produce evidence for
scientific breakthroughs, including vaccines for COVID-19. with existing systems policy and scale-up
Improve health services

This year, in keeping with this line of thought, we launched PIVOT Science, which aims to
provide an enabling environment for scientific innovation that informs and advances our
model of universal health coverage (UHC). With an unwavering commitment to advancing
health as a human right, PIVOT Science shares the culture of the rest of the organization, with a
management structure that supports scientific curiosity and allows space for creative freedom.

The PIVOT Science team is composed of PIVOT staff as well as a broader network of researchers –
including ecologists, mathematicians, epidemiologists, physicists, biologists, engineers, and social
scientists – from Madagascar and around the world.

Strengthen long- Promote curiosity,

term partnerships discovery, and innovation
Build local capacity

"Through model systems, most MAJOR RESEARCH DOMAINS KEY COLLABORATORS

major questions in developmental
biology that were thought to be
Population-Level Impact Evaluation Center ValBio at Stony Brook University
Institut de Recherche pour le Développement
Geography & Community Health

insoluble 40 years ago are now

Institut National de la Statistique de Madagascar
Operational Research for UHC Institut Pasteur de Madagascar

solved." Eco-Epidemiology & Surveillance

COVID-19 and Molecular Diagnostics

Research Core at Harvard Medical School
University of Antananarivo
University of Fianarantsoa
– Mark Krasnow Capacity-Building Stanford University
Professor of Biochemistry at Stanford School of Medicine,
Member of the PIVOT Board & PIVOT Science Task Force
(See Pages 36-37 for more on our rights-driven research.)

8 9
 THE STORY BEHIND THE SCIENCE DR. BENJAMIN ANDRIAMIHAJA, SENIOR ADVISOR & BOARD MEMBER

One story in particular from those early days illustrates the sort of challenge that we and the local
communities were up against:
During our first group outing to visit a local health facility, we visited Ranomafana Health
Center. There, we came across a young girl who was suffering from a severe case of
cerebral malaria. Her parents, like so many before them, had made the multi-day GEOGRAPHIC
BARRIER
journey on foot from their rural community which, given the state of the health
system, was thought of as a last resort.

They made the difficult choice to leave their work and other children behind for an SOCIAL
unknown period of time, chancing that the nearest health center would be staffed and BARRIER
equipped with what was needed to save her.

But what they encountered was a facility ill-equipped to meet the child's needs. When we arrived, it was
obvious that Claudine was close to death, but she was not being treated.

Let me be clear: the problem was not in understanding what her condition was; we and the local doctors
knew. The problem was also not in knowing what treatment she needed to recover; we have
My name is Dr. Benjamin Andriamihaja, and I have been a member of the PIVOT board since 2014. known that quinine treats malaria since the 17th century.
SYSTEMIC
No, the problem was that the quinine and IV bags were simply not available to the
I am a scientist, founder and director of the Madagascar Institute for the Conservation of Tropical BARRIER
local healthcare system. And, even if they were, the family could not afford the few
Ecosystems, and a part of the leadership team for conservation research station Centre ValBio, one of
dollars it would take to buy them at a nearby pharmacy.
PIVOT’s primary local partners. I worked alongside PIVOT Board Member Dr. Patricia Wright in the 1990s to
FINANCIAL
establish Ranomafana National Park, which today serves to protect thousands of endemic animals. We knew we had to act immediately. We took the family from the health center to a local BARRIER
pharmacy, bought the necessary supplies, then brought them to the district's one hospital.
Over my years of involvement with the park and the science that it generates, I came to realize something: There, the little girl recovered in just two days, using less than five US dollars in supplies, and
There is no such thing as a healthy national park without healthy local people, and there can be no medical knowledge that is over 400 years old.
healthy local people without a healthy national park. The two are inseparable.
The worst part of this was knowing that this girl's life was saved by pure happenstance, and that so many
The moment I realized this was the moment I realized that, if I wanted to help the country and the forest others were dying in similar circumstances every day. So, with all the urgency that this incident instilled in
that I love, I must strive to find a healthcare solution that worked for local people. This epiphany may have us, we asked ourselves: How do we solve this problem?
come to nothing had I not met Jim and Robin Herrnstein, two of PIVOT’s co-founders, when they came to
visit Centre ValBio to learn more about the decades of scientific research we had spearheaded there. We decided that an NGO should be started, but it must be unique from any other healthcare intervention
that already existed in Madagascar. It couldn't be a short-term solution that treated just the symptoms of a
Being scientists themselves, they immediately knew that the forest they saw had to be protected. But they broken health system; we needed a strategy with a scientific approach, that would allow us to understand
also saw that its beauty exists side-by-side with some of the worst poverty in the world. Communities and address the underlying problems that were preventing people from getting the care they needed.
adjacent to the park were in a precarious situation, trapped in a vicious cycle of economic instability,
underfunded education, and lack of access to even basic healthcare. When we shared this idea with the Ministry of Public Health, I was elated to find that they were keen to try
innovative solutions to the issues they and their communities had been facing for generations. They shared
The problems were clear, but the solutions were not. our passion for change, and needed access to the resources that could make it a reality.

We agreed that we needed a scientific approach; a This is where PIVOT found its opportunity to move the needle on health outcomes in Madagascar, and
creative, evidence-driven intervention that would where a seed that would eventually grow into PIVOT Science was planted.
bring modern solutions to a generations-old
problem. So together we enlisted Dr. Matt By surrounding our healthcare delivery efforts with robust data feedback systems from the start, we have
Bonds and Dr. Michael Rich, hoping that we been able to constantly improve access to and quality of care in Ifanadiana District over the past 7 years.
could leverage their successes working with We are constantly honing our understanding of the barriers to care that the population faces – be they
Partners In Health in Rwanda to launch geographical, social, systemic, or financial – and using rigorous research to overcome them.
an evidence-driven health systems
strengthening effort as government Now, with PIVOT Science positioned to propel PIVOT’s health systems strengthening strategy forward, we
partners in Madagascar. But, like hiking are effectively narrowing the “know-do gap” in Madagascar so that those in need of care no longer have
through the dense forest, making to think of accessing public healthcare as a last resort, but rather as a reliable first stop on their journey to
progress on this shared vision was health.
difficult.

10 11
 “Ny marary andrianina”

“The patient is king”

– Malagasy Proverb

Christian, age 4, at Ranomafana Health Center

with his mother, awaiting news of his successful
discharge from the malnutrition treatment program.
 OVERVIEW:
With thousands of miles of footpaths separating rural communities
from the formal healthcare system, a network of professionalized,
proactive frontline community health workers is the key to connecting
people to the care they need and to achieving health for all in
Madagascar.

Between January 2019 and the end of September 2020, PIVOT's

community health program supported:

173
community health
workers (CHWs)
bringing access
to care closer to
home for over
80,000 people

77
community-based
health posts
where CHWs
receive patients
seeking basic
health services

44,945
pediatric patient
visits to CHWs
reducing the need for
families to travel long

COMMUNITY
distances on foot to
access care

2,591

HEALTH
home visits to
sick children
by CHWs piloting
proactive care
(12-month pilot period only)

14 15
 SPOTLIGHT: ENHANCING COMMUNITY-BASED CARE
This past year marked a crucially important and long-awaited milestone on our journey
to universal health coverage: sign-off from Madagascar’s government to pay community
health workers (CHWs) as part of a pilot study in our model commune, Ranomafana.

BACKGROUND | Compensated, professionalized community health workers are essential to bringing care to
all corners of Ifanadiana District. Though the MOPH did not approve PIVOT’s first proposal in 2014 to provide
a salary to CHWs, they did agree to implementing a new cadre of community health supervisors to provide
mentorship and technical support for CHWs. Since then, our community team has focused on organizing
regular trainings for CHWs, making field visits to observe and support them while in action, supporting
community health posts with building materials, and providing modest compensation linked to participation in
such activities.

But the health system cannot expect reliable full-time work from CHWs appointed as volunteers, and whose
expected service to the community inherently compromises their ability to maintain a personal income, and
vice versa. That’s why the opportunity to pay CHWs at a rate equivalent to Madagascar’s minimum wage
represents a huge step toward improving access to care for all.

EQUITABLE PAY, EQUITABLE ACCESS | With backing from the MOPH to provide these essential frontline
workers a dependable full-time wage for full-time work, we launched a pilot in October 2019 to enhance the
existing national community health strategy that we have been supporting since 2014. Alongside key partners
and funders, the aim is to improve the health of the population by increasing access to high-quality community-
based care. Ongoing research will determine the impact of the program as its footprint expands, the per capita TWELVE-MONTH PILOT OUTCOMES
cost for care delivery under the new model, as well as health worker and community satisfaction.
Based on these results, we look forward to expanding this proactive care model as part of
our strategy to achieve universal health coverage throughout Ifanadiana District by 2022.
THE NEW APPROACH | In addition to
professionalizing CHWs, the new approach also
NOT GOING IT ALONE introduces proactive care. Each CHW is assigned
Monthly Under-5 Consultations by CHWs in
Our enhanced community health a specific set of homes to visit on a regular basis, Ranomafana Commune, Before and During Pilot
pilot approach is supported by the which ensures improved case-finding and follow-
eight design principles for effective up care, while also fostering greater community 1000
1000

community-led health systems, trust in the system. To that end, importantly, the In the pilot commune,
900

At community
developed by the Community Health pilot program keeps the existing health posts The number of community- 800
800

health site 43% of patient care

based consultations 700
was delivered via proactive
Impact Coalition (CHIC) and endorsed staffed, now on a regular schedule, to avoid At patient
for children under 5 600
600
home visits, telling us that
by USAID and UNICEF. Our fellow disrupting the system that the population is increased by more than
household
household-level care is key to
5 00

coalition members have been working familiar with. 200% compared to the 400
400
ensuring that rural populations
to apply these same principles to their same period a year prior 300
have access to the care
community health programs across the To achieve this two-pronged approach, we in the pilot commune. 200
200
they need.
world. In order to optimize community- recruited additional CHWs per capita, and have
100

led health systems, we work to ensure increased the frequency of field-based supervision
00
Oct.
2018
Nov.
2018
Dec.
2018
Jan.
2019
Feb.
2019
Mar.
2019
Apr.
2019
May
2019
Jun.
2019
Jul. 2019 Aug.
2019
Sep.
2019
Oct.
2019
Nov.
2019
Dec.
2019
Jan.
2020
Feb.
2020
Mar.
2020
Apr.
2020
May
2020
Jun.
2020
Jul. 2020 Aug.
2020
Sep.
2020

that CHWs are: to twice monthly rather than quarterly, ensuring

Pre-Pilot Comparison Period Pilot Period
(October 2018-September 2019) (October 2019-September 2020)

• ACCREDITED
each CHW has the opportunity to develop skills
and maintain a high quality of care for all patients.
• ACCESSIBLE

• PROACTIVE PROMISING OUTCOMES | Preliminary results

Adherence to Child
• CONTINUOUSLY TRAINED for the pilot study (right) showed increased
Health Management Twice-Monthly CHW
utilization and improved quality of care. With In Ranomafana, quality
• SUPPORTED BY A Protocol by CHWs* of care improved
Supervision Rate*
DEDICATED SUPERVISOR continued government support, we plan to extend
markedly, reaffirming the
• PAID
this approach to 4 more communes in 2021, 84% 67% importance of frequent 94% 64%
and across the remainder of the district in 2022. CHW supervision, as
in pilot in non-pilot in pilot in non-pilot
• PART OF A STRONG Our aim is for the government to be able to use commune communes
provided in the pilot. commune communes
HEALTH SYSTEM evidence from Ifanadiana District to advocate for
• PART OF DATA
paid, supervised, accredited CHWs as a crucial
FEEDBACK LOOPS part of achieving universal health coverage in
Madagascar and similar settings around the world.
*Excludes April-June 2020, at which time in-person supervision was paused due to COVID.

16 17
 11 22 33

FOR KENITA AND MILLIONS MORE

In early 2020, 18-month-old Kenita was at home with her family when her mother discovered that
she was running a fever. When it persisted for more than a day and Kenita continued not to act like
her usual energetic self, her parents decided it was time to seek care.

Due to Kenita’s parents are farmers from Ambodiaviavy, a village of 1,060 residents in Ranomafana
this pattern, Commune, where PIVOT’s enhanced community health model has been in place since October
too many 2019. The family’s home is situated such that any of their options for getting Kenita to care would
families are require leaving their farm behind for an unknown period of time and risk falling behind on the work
unable to get to they rely on for income.
care in time, and
what initially might For thousands of families like Kenita’s in Ifanadiana District, arriving to care typically means
have been a basic traversing mountainous terrain (and often bodies of water) on foot, very likely in rainy weather
case of a curable (given the season), carrying their sick child to the nearest facility. In many cases – especially prior to
illness turns into the progress the Ministry of Public Health and PIVOT made to strengthen the district health system
something more there – this would also mean risking arriving at a health center that might not be staffed, equipped,
complicated or or supplied with what a child like Kenita would require for effective treatment.
difficult to
Just as Kenita’s mother prepared to depart in search of treatment for her daughter’s fever, Chantal
treat.
arrived at their door (Photo 1). Chantal is one of the community health workers who is participating
in our ongoing proactive care pilot and, on this particular day, she was walking her designated
circuit for household-level care, which includes Kenita’s home.

Regardless of whether Kenita had been ill that day, Chantal’s visit would have involved the full
child health screening she provided. She weighed and measured Kenita, examined her for signs
Per her of malnutrition and other common childhood health threats, and – upon confirming her high
temperature – administered a rapid test for malaria.
"As a community health worker,
training,
Chantal
Fortunately, Kenita’s malaria test came back negative. Chantal proceeded to give her parents
I humbly accept all people who seek
also took this
paracetamol to reduce her fever, knowing that even a benign febrile illness can cause health
opportunity to
complications like seizures if not adequately controlled. Chantal also provided guidance for dosage,
advise the family
on basic disease
and assured the family that she would return in three days to check on Kenita’s condition.
care, no matter where they’re from
prevention measures,
encouraging them to
When she returned, she was met by an energetic, playful, and fever-free Kenita (Photos 2 and 3). A
brief examination inside the family’s home was all that Chantal needed to confirm that Kenita was
or how much money they have."
use their mosquito symptom-free, with no further treatment required.
nets at night,
especially given Had care not arrived when it did, Kenita’s story could have had a very different ending, which – Chantal Ravaonirina
the time of remains the too-common reality for many in Madagascar. We are proud to be supporting the PIVOT-supported Community Health Worker
year. professionalization of Madagascar’s community health workers using evidence from this pilot that
demonstrates the lifesaving importance of their work on the frontlines around the world.

19
 OVERVIEW:
In Madagascar, the public health system’s centres de santé de base
(basic health centers) are the cornerstone of comprehensive primary
care. In addition to ensuring adequate staffing, supply chain, and
infrastructure, the PIVOT team focuses its health center-level clinical
programs to address a range of the population’s most urgent health
needs, prioritizing childhood health, infectious disease, and maternal
and reproductive health.

From January 2019 through September 2020, some of the major

21-month outcomes of those activities included:

41,461 84%
comprehensive cure rate among
consultations provided children treated for
to children under 5 acute malnutrition

96% OF TARGET TARGET: >80%

55% 98%
of women ages survival rate for women
16-49 accessing who delivered in PIVOT-
contraception supported health centers

TARGET: 45% TARGET: 100%

PRIMARY
74% 93%
cure rate among availability of essential
patients enrolled in TB medicines at PIVOT-

CARE
treatment program supported health centers

TARGET: >80% TARGET: 97%

As an essential link for patients referred by community health

workers to higher levels of care, PIVOT-supported health centers
will also play a crucial role on the path to achieving universal health
coverage in Ifanadiana District by 2022.

Read on to learn more about our UHC expansion plans (Pages 22-23).

20 21
SPOTLIGHT: MODELING UNIVERSAL HEALTH COVERAGE FOR MADAGASCAR
In late 2019, the Ministry of Public Health officially designated Ifanadiana
as the pilot partner district to perfect and scale a national model of universal EXPANDING OUR FOOTPRINT TO ENSURE HEALTH FOR ALL
health coverage (UHC).

In 2014, when PIVOT first removed fees for patients seeking care, we saw health center utilization
quadruple. The years since have been about perfecting the elements – such as improvements to
infrastructure, supply chain, and staffing – that made that possible, ensuring their sustainability, and
working with the government to help incorporate them into UHC plans that can be scaled nationally.

Since the Ministry of Public Health’s decision in 2019 to entrust PIVOT as a collaborator for the roll-out
of UHC, rigorous planning has been underway to ensure that all components of the health system are
accounted for in the process.

We know one crucial component is high-quality primary care – without it, there is no functional
health system. If treatment cannot be provided at a patient’s doorstep, community health workers
must be able to reliably refer people to well-functioning health centers. And, if we catch diseases earlier
and primary care functions well, hospital care is needed only for more extreme cases.

That’s why PIVOT’s process of ensuring quality primary care is currently focused around expanding
primary care and community health services to communities we have not yet reached.

As we close out 2020, we are active in 7 health centers and the communes that host them. By this time
next year, we intend for that number to have doubled and to be offering full support to 14 public
primary care facilities in the district. Broadly, this entails:

• renovating health facilities for safe and dignified delivery of care;

• staffing and equipping health centers up to or beyond Ministry norms;
• ensuring robust supply chains and biomedical services; CHECK OUT OUR PLANS FOR
• and building capacity among personnel – from cleaners to doctors – EXPANDING THESE SERVICES

• who commit their lives to service of their neighbors’ wellbeing.

2020 2021 2022
All the while, our integrated data systems enable our Monitoring & Evaluation and Science teams to
analyze thousands of performance indicators, which will allow the government to iterate and adjust
their plans based on the outcomes of the UHC pilot we are poised to launch at the start of 2021. Ifanadiana District
After years of using insights from our data to design and prioritize more effective interventions for
Health center receiving Health center not yet
remote populations with unparalleled granularity, our findings will arm the global community with new PIVOT full support receiving full support
evidence for reducing geographic barriers to care. We will demonstrate how high-quality integrated UHC
can be implemented in communities at the very last mile. None of commune’s Some of commune’s All of commune’s
facilities yet supported facilities supported facilities supported

CLINICAL PRIORITIES AT THE PRIMARY CARE LEVEL:

CHILD & MATERNAL & INFECTIOUS

ADOLESCENT HEALTH REPRODUCTIVE HEALTH MALNUTRITION DISEASE
 A CLINICAL TEAM DRIVEN BY VALUES
HUMILITY means crossing waist-deep rivers on foot, enduring
For my team, HEALTH AS A HUMAN RIGHT is about guaranteeing
countless mosquito and flea bites, in order to deliver care to the
the availability of essential medicines at all levels of care.
most remote communities in the district.
Léa Rahajatiana
Deputy Director of Biomedical Services Eldine Andriamaro
Community Health Supervisor

SOLIDARITY is a collaboration – between health center I embrace the PURSUIT OF LEARNING by attending
staff, ambulance teams, and a patient’s family members – to trainings and reading the latest medical journals to keep my
ensure patients’ wellbeing while they’re in our care. knowledge fresh and improve quality of patient care.

Anjara Fenosoa Ratsimbarimanana Solange Miadanarivo

Ambulance Nurse Hospital Nurse

Having a BIAS TOWARD ACTION means not just waiting for I practice ACCOUNTABILITY to our patients by providing
patients to come to us, but also making home visits to find people psychological support throughout their hospitalization so that
in need of care. they can successfully complete their treatment.
Véronique Rasoamanarivo Haritiana Rasolonirina
PIVOT-Supported Community Health Worker Social Worker

OUR VALUES GROUND US IN WHO WE

I’m committed to advancing the SUSTAINABILITY of our work ARE AND WHO WE ASPIRE TO BE.
by training and building technical capacity among Ifanadiana
District’s primary care workforce. We use our shared values as a guiding framework for
decision-making – from the broad and strategic to the small and
quotidian – and to promote mutual understanding with our Ministry partners.
Dr. Baolova Ratsimbazafy
Deputy Director of Primary Care As of 2019, every new PIVOT team member’s onboarding includes a values orientation.
From doctors to drivers, nurses to cleaners, our 7 values provide an anchor that unifies
our 200-person staff across hierarchy and geography, no matter what challenges we face.

(See Page 40 for more on PIVOT’s values.)

24
 OVERVIEW:
Ifanadiana District has one central hospital, which offers the highest
level of care available locally to the district’s population of 190,000.
Since 2014, PIVOT has been supporting the Ministry of Public Health
to augment the facility’s overall capacity, with a recent focus on
improvements to existing infrastructure.

Over the last 21 months, we’ve fulfilled our commitment to transform

it into a beacon of reliable health services – from basic services to
more specialized care. We’ve built new pediatric, malnutrition, and
infectious disease wards, established the first ever blood bank, and
strengthened the pharmacy, laboratory, and emergency care units.

In the process of doing so, we’ve supported the following services

at the hospital between January 2019 and September 2020:

>24,000 592 >89,000

diagnostic tests surgical meals served
performed at the interventions to patients and
on-site laboratory carried out accompagnateurs

Robust diagnostic, surgical, and nutritional services are indicative of a

high-capacity hospital that is reducing the need for patients to seek care
outside of Ifanadiana District.

External Patient Consultations by Year*

From an average of 266 monthly patient consultations in 2014
8,000
to 529 monthly patient consultations on average in 2019,
we have observed a 99% increase in patient visits to the
district hospital over the course of our first 6 years.
7,000

6,000

DISTRICT
5,000

4,000 *In order to provide a year-over-

year comparison, 2020 has been
excluded from this graph.

HOSPITAL
3,000
2014 2015 2016 2017 2018 2019

>36,000 external consultations for

patients of all ages since 2014

26 27
SPOTLIGHT: BUILDING CAPACITY AT THE DISTRICT HOSPITAL
The story of Ifanadiana District Hospital over the past 21 months can be summarized New construction at the district hospital included:
as one of steady progress toward our goal of establishing a model district hospital • Infectious disease ward for isolation and treatment (Photo 1)
and, in turn, strengthening trust between our teams, partners, and patients. • Housing for families and accompagnateurs of hospitalized patients
• Expanded pediatric center for greater patient capacity
• Fence around the perimeter of the grounds for increased patient security
In 2014, PIVOT’s founding team put forth a vision of a transformed hospital campus to better serve • Laundry facilities for both custodial personnel and accompagnateurs
the patient population, their families, and our government partner. Over the course of 2019 and 2020,
• Housing for the on-site chief hospital physician
together with our Ministry of Public Health colleagues, we have made that vision a reality.
• Kitchen for preparation and delivery of meals for patients, their families, and staff (Photo 5)
At PIVOT, we believe that dignified facilities are a prerequisite to providing respectful patient care, • New mortuary space, relocated further from central buildings
that food is as important as medicine, that a district laboratory should be able to meet the majority of • Water tower installed for reliable access to clean water
patients’ needs locally, and that an on-site blood bank can mean the difference between life and death.

Each of these points represents a milestone in the process of establishing a model district hospital that Other facility strengthening initiatives included:
meets the needs of the population. Throughout that process, we are mindful to ensure that everything • Establishment of an acute care unit within the emergency department
we do in Ifanadiana District can eventually be scaled and replicated by the government of Madagascar
across the country’s other 113 districts and their hospitals.
• Launch of on-site blood bank, with hosting of regular blood drives (Photo 2)
• Enhancement of laboratory testing capacity (Photo 4)
Entering the hospital grounds today, in contrast to 7 years ago, it is a place where one can envision • Creation of a call center for doctors in remote communes to call for specialized guidance
giving birth safely, where the operating theaters are clean and well-functioning, where children who and/or referral coordination
need to be hospitalized for severe malnutrition can have round-the-clock care, and where those who • Development of a COVID surveillance and management system and isolation tent (Photo 3)
need care for deadly infectious diseases can be isolated safely and with dignity.

Moving forward, the challenge is to maintain those improvements – a uniquely difficult task in a place
where the rainforest begins to reclaim buildings as quickly as the last coat of paint can be applied – and Professor Dr. Julio Rakotonirina, then-Minister of Public Health, leads a visit of high-
continue the trend of expanding and improving clinical services. Together with our government partner, level delegates from the central government, cutting the ribbon to inaugurate major
we’re committed to ongoing support to the staff, stuff, space, systems, and social support necessary to renovations completed at Ifanadiana District Hospital in late 2019. (Photo 6)
be a beacon of hope for the community.

2 4 6

1 3 5
28
 ABOVE & BEYOND TO MEET EVERY PATIENT’S NEEDS

AMBULANCE REFERRAL NETWORK SOCIAL SUPPORT

In a country where the majority of In Madagascar, leaving your family, work, and other responsibilities
the rural population lives far from behind to get yourself or a loved one to care can be a leap of faith.
the formal road system, traditional Will the health center be equipped to serve you, how long will you (Jan. 2019 - Sept. 2020)

means of transport to care commonly be away (from children in your care, from your source of income), Provided essential
supplies to an average of
involves a cadre of family members where will you sleep, and how will you provide food for your
69%
and community volunteers physically
carrying loved ones to the nearest health 3,949 transferred by
ambulance
potentially hospitalized loved one? These are questions answered
by our team of social workers, who accompany people through the
162
facility. When a patient’s needs require continuum of care, including back home after discharge. VULNERABLE FAMILIES
PATIENT REFERRALS
greater levels of care than community- SUPPORTED 31% PER MONTH

based health workers can provide, (Jan. 2019 - Sept. 2020)

transferred by For the many members of the population who have never engaged INCLUDING:
other mode of
PIVOT is proud to meet patients and transport with the formal health system, our social workers are there
their accompagnateurs where footpaths (taxi brousse, private car,
accompanied stretcher, etc.)
to act as patient advocates to those navigating information
>1,300
meet roads, and take it from there. presented by clinicians, and to provide psychosocial support newborn kits
to those hospitalized for extended care. to mothers who had just given birth
Operating the first 24/7 ambulance
referral system in the country has
100%
The social team also complements facility-based services by >2,300
enabled PIVOT to foster greater trust extending supplemental care beyond acute health crises. For supplemental nutrition kits
of patient
in the overall public health system example, if one child in a household was malnourished enough to families of malnourished patients

by connecting people to the services

51% transport costs
covered to need in-patient care, we know there is a high likelihood that
>3,100
of transfers made
they need and covering all related for patients in need the entire household faces food insecurity. Through home visits,
transportation costs, demonstrating of urgent care our social workers make the links necessary to provide the food & hygiene kits
to households with tuberculosis patients
how PIVOT is willing to do whatever it most vulnerable families we serve with support tailored to their
takes to provide lifesaving care. specific needs.

30 31
 OVERVIEW:
PIVOT is no stranger to responding to crises, be they public health
emergencies or devastating weather events. Madagascar sees annual
bouts of plague, measles, and other illnesses eradicated from many other
regions of the world, as well as frequent cyclones and droughts that result
in mass displacements and food insecurity.

As we have learned through experience, building a strong, resilient health

system is crucial to sustaining the health of a population. It’s essential not
only to mobilize resources that help mitigate and prepare for pandemics
such as the one caused by COVID-19, but also to ensure our regular
services don’t falter. After seven years of partnering with the Ministry of
Public Health, we’ve established the sort of strong foundation that was
necessary to nimbly respond to the threat of COVID-19 together.

Since Madagascar's first diagnosed case of COVID-19 on March 20,

2020, our teams have mobilized to accomplish the following:

• Procured and distributed PPE and essential equipment (oxygen

concentrators, pulse oximeters, vital sign monitors, and other
materials critical for the diagnosis and management of patients)
across Ifanadiana District and regions beyond

• Conducted community education campaigns through radio

announcements, door-to-door canvassing, and at community
events

• Published detailed clinical guidelines in French and English

on the prevention, diagnosis, and management of COVID-19 in
a setting like Madagascar, and shared with government health
officials and peer organizations

• Loaned ambulance and a team of paramedics to the national
government to support the COVID-19 response in Madagascar’s
capital Antananarivo

• Supported the government’s roadside checkpoint, screening

over 70,000 travelers for symptoms of COVID-19

• Established designated isolation areas for people infected with

COVID-19
COVID-19 needing hospitalization and those unable to safely
quarantine at home

• Established psychological support services for staff impacted
by the global pandemic, including the opportunity for group or

RESPONSE
private counseling in Malagasy, French, and English

• Distributed over 40,000 masks throughout the district and, in the
process, educated the population about the importance of masks,
hand hygiene, and social distancing

• Initiated the set-up of a local molecular biology laboratory with RT-
PCR testing capacity in collaboration with founding partner Centre
ValBio, and distributed antigen rapid tests to extend COVID-19
testing beyond the nation’s capital city

32 33
 NOT JUST RESPONSE­— RESILIENCE DR. ALISHYA MAYFIELD, CHIEF MEDICAL OFFICER

We’re writing this impact report during a moment unlike any other in modern history. A moment in which 214 Under the leadership of Dr. Herinjaka Andriam-
countries and territories are linked by an infectious disease that none of us even knew existed when the year bolamanana, our Manager of Infectious Disease
began. This is the first time in over 100 years that we have had to deal with a global pandemic of this magnitude, in Madagascar (Photo 1), we’ve trained healthcare
and we’re seeing firsthand just how interconnected we truly are. personnel on how to safely identify cases of COVID
(Photo 2) and on the appropriate use of PPE. At
One of the most important lessons of the last few decades has been the need for resilient healthcare systems. the community level, we’ve distributed tens of
This has been demonstrated time and again, whether it was with HIV, Zika, SARS, or Ebola. A resilient healthcare thousands of masks (Photo 4) and coordinated
system is one that can sustain shocks and continue to function. It can meet the needs of people suffering from disease-prevention campaigns (Photo 5). At the
pathologies like stroke, heart attack, or pneumonia, and provide care for women going into labor and people district hospital, we’ve tripled the oxygen capacity,
requiring surgery, while at the same time dealing with the outbreak of a new infectious disease. and worked across teams to develop guidelines for
how to reconfigure healthcare settings in order to
During the Ebola epidemic in West Africa, it’s estimated that over 11,000 people died of Ebola. At the same time, safely manage patients whether they have COVID or
almost as many people (over 10,600) died of healthcare problems that were unrelated to Ebola – things like another disease.
malaria, diarrheal diseases, and complications of pregnancy – that went unaddressed because of the strain that
Ebola put on the healthcare system. We also saw large outbreaks of measles soon after the Ebola epidemic, As of December 1, 2020, Madagascar has reported
because so many children hadn’t been able to get vaccinated during that period. just over 17,000 cases of COVID-19 and only 251
related deaths. 1
One of the key questions that we face currently in Ifanadiana District, and around the world, is: How do you
respond to an infectious disease outbreak while keeping the healthcare system functional? While this is still far too many, it pales in comparison
to what’s happened in the United States. Some
The answer is fundamentally the same whether you’re in the United States or in a rural part of Madagascar: We of this can be attributed to the earlier onset and
need to build strong healthcare systems and mobilize additional resources to rapidly meet new demands, detection of cases in the US, but also to the more
while at the same time ensuring ongoing healthcare services remain intact. We need to make sure there rapid and effective shutdown that took place across
are services for the babies being born into the world, their mothers with asthma, their dads with diabetes, and Madagascar. However, while much of the recent press
everything in between. on COVID-19 in sub-Saharan Africa has focused on
the slower-than-expected rise in cases and deaths, 2
In Ifanadiana District, we’ve spent years building up the healthcare system in partnership with the Government this information is based on significant limitations in
of Madagascar. We already have a network of trained community health workers. We support public primary both testing and data collection, which means none
care facilities that have the staff, equipment, and medications they need. We have been working alongside of us really know how this epidemic will play out in
our Ministry of Public Health colleagues to strengthen the district hospital since 2014. We manage an effective Africa in the coming months.
referral system, complete with ambulances and trained paramedics who safely transfer patients from one level
of care to another every day. Despite all of this uncertainty, we remain optimistic.

In addition, we’ve built that critical component that is often PIVOT is stronger than ever before. Our clinical and
lacking in emergency response: real trust with the operations teams have spent most of 2020 both 3
communities we serve. preparing for COVID-19 and laying the groundwork
for the Government’s plans to achieve UHC in
Thus, when COVID-19 entered our global Ifanadiana District. The PIVOT Science team’s
consciousness, we were prepared to mobilize epidemiological modeling and research will help all of
a rapid, effective response to it. We believe us better understand the threat of SARS-CoV-2 in rural
we’ve truly lived up to the name “PIVOT” Africa. Together with our local partner Centre ValBio
by reconfiguring our services and rapidly (CVB), we are working to build high-tech polymerase
responding to this unfolding situation chain reaction (PCR) testing capacity in Ranomafana,
throughout 2020. while simultaneously rolling out rapid testing across
4
the District that allows people to get a diagnosis in
We managed to source, ship, and just 15 minutes. And you, PIVOT’s community, are
distribute personal protective helping us ensure that frontline workers know we
equipment (PPE) to healthcare have their backs during this dangerous time.
facilities across Ifanadiana District
in roughly the same amount of COVID will not be over anywhere until it’s over
time it took to do this in the United everywhere, which is why we’re especially grateful
States, and leveraged our network to have you on this journey with us. We will keep you
of international partners to procure informed of our progress as we - the Government of 5
COVID-19 tests, which we distributed Madagascar, PIVOT, and our supporters - continue
via our Government partners (Photo 3). onward together in the face of this pandemic.

34
 SPOTLIGHT: SAVING LIVES THROUGH SCIENCE
RIGHTS-DRIVEN RESEARCH

INNOVATING AROUND GEOGRAPHIC BARRIERS TO CARE

PUBLICATIONS 2019-2020
Geography is one of the greatest barriers to accessing
care in rural areas of the developing world. This past
Ezran C., Bonds M.H., Miller A.C., Cordier, L.F., Haruna, J., Mwanawabenea, D., Randriamanambintsoa, M., Razanadrakato,
year, Dr. Felana Ihantamalala (postdoctoral researcher H.T.R., Ouenzar, M.A., Razafinjato, B.R., Murray, M., Garchitorena, A. (2019). Assessing trends in the content of maternal
for PIVOT and Harvard Medical School) led a study to and child care following a health system strengthening initiative in rural Madagascar: A longitudinal cohort study.
develop precise, context-specific estimates of geographic PLOS Medicine, https://doi.org/10.1371/journal.pmed.1002869

accessibility to care to help with the design and Ihantamalala, F.A., Herbreteau, V., Révillion, C., Randriamihaja, M., Commins, J., Andréambeloson, T., Rafenoarimalala, F. H.,
implementation of interventions that improve access for Randrianambinina, A., Cordier, L. F., Bonds, M. H., Garchitorena, A. (2020). Improving geographical accessibility modeling
for operational use by local health actors. International Journal of Health Geographics, 19(1), 27. https://doi.org/10.1186/
remote populations. s12942-020-00220-6

Using a participatory approach, she mapped over Miller, A.C., Garchitorena, A., Rabemananjara, F., Cordier, L.F., Randriamanambintsoa, M., Rabeza, V., Razanadrakato, H.T.R.,
Ramakasoa, R.R., Ramahefarison Tiana, O., Ratsimbazafy, B.N., Ouenzar, M.A., Bonds, M.H., Ratsifandrihamanana, L. (2020).
100,000 buildings, 5,000 residential areas, and 23,000 Factors associated with risk of developmental delay in preschool children in a setting with high rates of malnutrition:
kilometers of footpaths throughout Ifanadiana District. a cross-sectional analysis of data from the IHOPE study, Madagascar. BMC Pediatrics, 108. https://doi.org/10.1186/
s12887-020-1985-6
These were combined with high-resolution data on land
cover, elevation, and weather to predict travel time to Ballard M., Bancroft E., Nesbit J., Johnson, A., Holeman, I., Foth, J., Rogers, D., Yang, J., Nardella, J., Olsen, H., Raghavan,
health care from anywhere in the district. M., Panjabi, R., Alban, R., Malaba, S., Christiansen, M., Rapp S., Schechter, J., Aylward, P., Rogers, A., Sebisaho, J., Ako, C.,
Choudhury, N., Westgate, C., Mbeya, J., Schwarz, R., Bonds, M.H., Adamjee, R., Bishop, J., Yembrick, A., Flood, D., McLaughlin,
M., Palazuelos, D. (2020). Prioritising the role of community health workers in the COVID-19 response. BMJ Global
These data are now accessible via an open-source Health, 5:e002550. http://dx.doi.org/10.1136/bmjgh-2020-002550
Health Center e-health platform called LALANA (or “path” in Ngonghala, C.N., Iboi, E., Eikenberry, S., Scotch, M., MacIntyre, C.R., Bonds, M.H., Gumel, A.B. (2020). Mathematical
Commune Malagasy) that functions similarly to Google Maps for assessment of the impact of non-pharmaceutical interventions on curtailing the 2019 novel Coronavirus. Mathematical
Biosciences, p.108364. https://doi.org/10.1016/j.mbs.2020.108364
National Park determining optimal travel paths between any two points
Travel Distance (km):
in the district. Garchitorena, A., Murray, M.B., Hedt-Gauthier, B., Farmer, P.E., Bonds, M.H. (2020). Bédécarrats, F., Guérin, I., Roubaud, F.
(Eds.) Reducing the knowledge gap in global health delivery: contributions and limitations of randomized controlled
>25 10-15
trials. Randomized Control Trials in the Field of Development: A Critical Perspective, Oxford University Press (p.152-165).
20-25 5-10 This innovation could be key to advancing universal http://dx.doi.org/10.1093/oso/9780198865360.003.0007
15-20 <5 health coverage in rural areas around the world.
Evans, M.V., Garchitorena, A., Rakotonanahary, R.J., Drake, J.M., Andriamihaja, B., Rajaonarifara, E., Ngonghala, C.N., Roche, B.,
Bonds, M.H. Rakotonirina, J. (2020). Reconciling model predictions with low reported cases of COVID-19 in Sub-Saharan
Africa: Insights from Madagascar. Global Health Action, 13(1), p.1816044. https://doi.org/10.1080/16549716.2020.1816044

Cordier, L.F., Kalaris, K., Rakotonanahary, R.J.L., Rakotonirina, L., Haruna J., Mayfield, A., Marovavy, L., McCarty, M.G.,
CONTRIBUTING TO THE FIGHT AGAINST COVID-19 Tsirinomen’ny Aina, A., Ratsimbazafy, B., Razafinjato, B., Loyd, T., Ihanatamalala, F., Garchitorena, A., Bonds, M.H., Finnegan,
K.E. (2020). Networks of Care in Rural Madagascar for Achieving Universal Health Coverage in Ifanadiana District.
Health Systems & Reform; 6(2):e1841437. https://doi.org/10.1080/23288604.2020.1841437
COVID-19 has created a critical urgency to leverage
our collective expertise to better understand Garchitorena, A., Miller, A.C., Cordier, L.F., Randriamanambintsoa, M., Razanadrakato, H.T.R., Randriamihaja, M., Razafinjato,
CENTRE B., Finnegan, K.E., Haruna, J., Rakotonirina, L., Rakotozafy, G., Raharimamonjy, L., Atwood, S., Murray, M.B., Rich, M.L., Loyd,
and fight the pandemic, especially in settings like
T., Solofomalala, G.D., Bonds, M.H. (2020). District-level health system strengthening for universal health coverage:
Madagascar. We’re investigating questions like: evidence from a longitudinal cohort study in rural Madagascar, 2014-2018. BMJ Global Health 2020; 5:e003647. http://
why are reported cases of COVID-19 low in Africa dx.doi.org/10.1136/bmjgh-2020-003647
compared to other parts of the world? We’ve
VA L B I O Evans, M.V., Bonds, M.H., Cordier, L.F., Drake, J.M., Ihantamalala, F.A., Haruna, J., Miller, A.C., Murdock, C.C.,
combined mathematical models with data on non- Randriamanambintsoa, M.M., Raza-Fanomezanjanahary, E.M., Razafinjato, B.R., Garchitorena, A. (2020). Socio-demographic,
pharmaceutical interventions (NPIs), age-structured not environmental, risk factors explain fine-scale spatial patterns of diarrheal disease in Ifanadiana, rural
Madagascar. medRxiv. https://doi.org/10.1101/2020.04.02.20051151
contact rates, and testing in Madagascar. The resulting
models showed that NPIs work to delay introduction Garchitorena, A., Ihantamalala, F.A., Revillion, C., Cordier, L.F., Randriamihaja, M., Razafinjato, B., Rafenoarivamalala, F.H.,
Finnegan, K.E., Andrianirinarison, J.C., Rakotonirina, J., Herbreteau, V., Bonds, M.H. (2020). Geographic Barriers to Achieving
of disease, but low rates of testing in rural areas Universal Health Coverage in a rural district of Madagascar. medRxiv. https://doi.org/10.1101/2020.07.15.20155002
suggest the outbreak may be worse than reported.
Hyde, E., Bonds, M.H., Ihantamalala, F.A., Miller, A.C., Cordier, L.F., Razafinjato, B., Andriambolamanana, H.,
Randriamanambintsoa, M., Barry, M., Andrianirinarison, J.C., Nambinisoa, M.A., Garchitorena, A. (2020). Estimating the
PIVOT Science is partnering with Centre ValBio to local spatio-temporal distribution of disease from routine health information systems: the case of malaria in rural
establish the only RT-PCR testing lab outside of Madagascar. medRxiv. https://doi.org/10.1101/2020.08.17.20151282
Madagascar’s capital city. Extending access to testing Finnegan, K.E., Haruna, J., Cordier, L.F., Razafinjato, B., Rakotonirina, L., Randrianambinina A., Rakotozafy, E., Andriamihaja,
in CVB’s existing Ranomafana-based molecular biology B., Garchitorena, A., Bonds, M.H., Ouenzar, M.A. (2020). Rapid response to a measles outbreak in Ifanadiana District,
laboratory will enhance the ability of the public health Madagascar. medRxiv. https://doi.org/10.1101/2020.11.30.20143768

system to adapt to the spread of cases in rural regions Razafinjato B., Rakotonirina L., Benony Andriantahina J., Cordier L.F., Andriamihaja R., Rasoarivao A., Andrianomenjanahary
beyond the capital. M., Marovavy L., Hanitriniaina F., Mayfield A., Palazuelos D., Ihantamalala F., Rakotonanahary R.J.L., Miller A.C., Garchitorena
A., McCarty M.G., Bonds M.H., Finnegan K.E. (2020). Evaluation of a novel approach to community health care delivery in
Ifanadiana District, Madagascar. medRxiv. https://doi.org/10.1101/2020.12.11.20232611

36 37
"I’m sick of science not helping
people. We don’t need science to
demonstrate things that already
work. We need science to help us
understand what doesn’t work,
and how to fix it."
– Matt Bonds
PIVOT Co-Founder & Scientific Director

Community Health Supervisor Berger accompanies

PIVOT-supported community health worker Lemiarina
on his walking circuit to provide household-level care.
 LIVING PIVOT'S VALUES IN OUR EVERYDAY WORK

Our values ground us to who we are and who we

aspire to be. When PIVOT hit the ground running
in early 2014, our nascent team narrowed in on ZO
ZOHO
HO AN’NY
AN’NY
implementing strategies to strengthen Ifanadiana FAHASALAMANA
FAHASALAMANA
District’s public health system with speed and
enthusiasm fueled by a passion for making lifesaving Health as
HEALTH ASaA
care accessible to all. human right
HUMAN RIGHT

Upon reflection motivated by the 5-year milestone in

2019, we realized that we were taking for granted that FIRAISAN-
FIRAISAN-
each new staff member and government partner would KINA
KINA
be familiar with the humanitarian values upon which
PIVOT was founded, and that our ability to ensure their Solidarity
SOLIDARITY
manifestation in our work may have been outpaced by
our growth.
FIRONANA
FIRONANA
The importance of this amounts to more than AMIN'NY
AMIN'NY ASA
ASA
cultivating organizational culture – we believe that
our values can and should serve as a framework for Bias toward
BIAS TOWARD
making decisions, from the broad and strategic to action
ACTION
the small and quotidian.

So, we dedicated the second half of 2019 to re- FANETREN-

FANETREN-
engaging with our values (listed on the right) in order TENA
TENA
to establish a greater understanding of the meaning
these values have taken on in our everyday work, Humility
HUMILITY
explore the Malagasy proverbs associated with them,
and determine how we collectively envision using them
to inform PIVOT’s strategy as well as our actions as
individual members of a values-driven team. MAHARITRA
MAHARITRA

Every member of our 200-person staff participated Sustainability

SUSTAINABILITY
in a series of conversations around our origin story
(including our lineage from Partners In Health and
founding partnership with Centre ValBio). Takeaways
from those conversations contributed directly to the
FIKATSAHANA
FIKATSAHANA
development of a values-based orientation. This is now
FAHALALANA
FAHALALANA
a mandatory part of onboarding for all new staff and
PURSUIT
Pursuit OF
of learning
PIVOT-supported community health workers, and has LEARNING
been shared with regional partners and peers, including
the MOPH, who has named a deepened understanding
of PIVOT’s raison d’être as a result. TAMBERIN'-
TAMBERIN'-
ANDRAIKITRA
ANDRAIKITRA
Looking ahead, we are eager to share some of the ways
in which recommitting to our values drives strategic Accountability
ACCOUNTABILITY
and structural evolution for PIVOT, all with the goal of
building capacity on the ground for longer-term life-
saving impact in Madagascar.

40 41
 LEADERSHIP FOR THETARA
LONG-HAUL
LOYD, EXECUTIVE DIRECTOR
The photo to the right brings me great pride. It represents a maturation of our organization as our MEET OUR SENIOR MANAGEMENT TEAM:
Malagasy staff rise to essential positions of leadership. This is our ten-person Senior Management Team,
composed of the people who are on the ground, running the show. With seven Malagasy members and
Justin Bénédicte Léa Laura Mathilde
seven women rounding out this tier of leadership as of February 2020, we are heading in the right direction. Haruna Razafinjato Rahajatiana Cordier Hutchings
Technical Director of Monitoring, Deputy Director of National Director of
A year ago, a comparable photo would have shown four people – all expatriates, and just one of them Advisor Evaluation, Research & Learning Biomedical Services Director Partnerships
a woman. These are exciting times for PIVOT; a chance to have what we are doing in Ifanadiana District
contribute to the rest of Madagascar and similar settings worldwide. To achieve its greatest potential, this
Eliane Natacha Dr. Lova Dr. Aina Luc Rakotonirina
effort must be locally led.
Solo Hery Rajaona Ratsimbazafy Tsirinomen’ny Associate Medical Director
and Deputy Director of
There has also been a significant shift for our US-based Director of Director of Deputy Director Deputy Director Community Health &
Administration Program Support of Primary Care of Hospital Care
support staff. As you may have read in my piece published Social Support Programs

this year by the Stanford Social Innovation Review, Moving

“NGO headquarters, academic
Closer to the Problem and Closer to the Solution, I laid
journals, and decision makers off the majority of the US team earlier this year. My goal
are too often removed from in doing this was to shift PIVOT’s center of gravity from
the problems they purport to Boston to Ranomafana; to shift authority and access to
solve, allowing the field of global resources to our field-based Senior Management Team.
health—knowingly or not—to As difficult as this change was for all touched by it, it
perpetuate patterns of power marked PIVOT’s first measurable contribution toward the
movement to decolonize global health.
and dominance that we must
instead dismantle. Those living Also on the US front – as an organization with American
the reality of the problems have, founders and supporters – we cannot ignore the renewed
regularly and structurally, been fight for racial justice taking place on our own soil
excluded from authoring the throughout this tumultuous year. Following the murder of
solutions. This must change.” George Floyd and our country’s long and ongoing history
of too many similar stories, PIVOT, like so many others,
– Tara Loyd began to examine how we can be better allies to the Black
excerpted from her piece in Lives Matter movement here at home. I commit to our
the Stanford Social Innovation continued, deepened work in this space in the coming year.
Review, “Moving Closer to the
Problem and Closer to the One first step is decoupling these two distinct movements
Solution.” Access the full article:
– decolonizing global health and fighting for racial justice in
bit.ly/pivot-ssir-2020 the US – to be sure we are not conflating their goals nor our
role within them. The first requires PIVOT to consider who
holds leadership in Madagascar and what decision-making
authority really looks like in practice (i.e., operationalizing
new relationship dynamics across staff and board in a way that honors the major structural shifts made
earlier this year). The second requires taking a hard look at our majority-white US-based staff, advisors,
board, donors, vendors, and academic institutions that make up the PIVOT community, and evolving to
ensure we are centering Diversity, Equity, and Inclusion in all that we do.

The question I have been asking myself is, once we (those closest to positional power in this world) bear
witness to vast inequity and commit to taking action to change it, where are our efforts best placed in the
org chart, in relationship to the work of trying to enact change for the better, especially if that work is far
(in any sense) from the problems we’ve personally experienced (few they may be). My role and positional
power as PIVOT’s executive director is one to examine, as is a commitment to greater diversity and
Malagasy representation in our Board of Directors.

These are the kinds of questions 2020 has laid at our feet. Our commitment to learning, humility, and
solidarity will guide us in rising to address them, and I welcome the journey. In the coming year, you can
expect to hear more about how we continue showing up for these issues as well as other intersections of
equity that we believe are essential to uphold as a humanitarian organization committed to the health
of people, our planet, and our global society.

42
X
 IMPLEMENTING PARTNERS
Ministère de la Santé Publique de Madagascar
Centre ValBio
Community Health Impact Coalition
Partners In Health
Catholic Relief Services
Dimagi
Direct Relief
Fondation Mérieux
Gould Family Foundation
Medic Mobile
Operation Fistula
Operation Smile
Pharmaciens Sans Frontières
RanoWASH
USAID ACCESS program
WeCare Solar

INSTITUTIONAL FUNDERS
Anonymous foundation
Cartier Philanthropy*
Conservation, Food & Health Foundation
CRI Foundation*
David Weekley Family Foundation*

PARTNERS
IZUMI Foundation
Mulago Foundation*
Panorama Global
Planet Wheeler Foundation*
Preston-Werner Foundation
RA5 Foundation
Sall Family Foundation
Wagner Foundation

* Member of Big Bang Philanthropy

44 45
 WITH GRATITUDE TO OUR COMMUNITY OF SUPPORTERS

The following reflects cumulative giving of all donors who made gifts between January 1, 2019 and September 30, 2020.
Up to $1,000
Anonymous (15) Patricia Cunningham Rebecca Gunnill
Titilayo Adegboyega Andrew Cunningham Jeb Gutelius and Margaret Butler
$100,000 and up Ed and Ann McBride Norton $1,000-$4,999
Preston-Werner Foundation Kathryn Alessi Mary Currie Keri Hackal
Anonymous (2) Anonymous (6) Anne and Robert Hall
Kathryn and Steven Puopolo Patricia Amen Jayne Czik
Kevin and Deborah Bartz Norma and George Andreadis Betsy Hanger
RA5 Foundation Marygene Anderson Cathy Daly
CRI Foundation Ron Basu, on behalf of Morgan Stanley Ken Hanly
Sall Family Foundation Benjamin Andriamihaja William and Alice Dawes
David Weekley Family Foundation Wealth Management Katherine Hardee
Francesco Scattone and Margaret Archer Allison Debetta
Stephen Della Pietra and Wendy Bennett Lulie Harry
Judith Gibbons Roger Armstrong Linda Delgaudio
Pam Hurst-Della Pietra Matt Bonds and Molly Norton Jeffrey Hart
Simonet Family Fund Catherine Atkinson Tony Demaio
Vincent Della Pietra and Brighton Jones, LLC Jae Hartzell
Eliana Avalos Nancy Demaio
Barbara Amonson Barbie and Morgan Chen Mr. and Mrs. F. B. Harvey
Miriam and David Donoho $5,000-$24,999 Sonya and Tom Cottone
Ann Banchoff Sephora Matching Gift Program
Aaron Barth Donna Denton Hodan Hassan
Herrnstein Family Foundation Anonymous (1) Bob and Liz Cunningham
Celine Barthelemy Patricia and Timothy Deren Rick Hauser
Robert Lourie and Ivana Stolnik Lalit Bahl and Kavita Kinra Matias and Marisa de Tezanos
Sandy Barthman Frank and Maureen DiFalco Jeanne Hebbard
Colin and Leslie Masson David G. Baird Alan Deckelbaum and Beth Zweig
Barbara and Dan Batchelor Phil and Kathleen DiPasquale Shawn Heilbron
Mulago Foundation Stanko and Nicole Barle Michael and Nina Douglas
Carly Batist Michael Docherty Suzanne Hendrich
The Night Heron Foundation Sergey Butkevich and Irina Gulina David and Barbara Duryea
Alice Beals Amy Donahue and Shey Nessralla Emily Herrnstein
Planet Wheeler Foundation Conservation, Food & Health Jason and Casey Ellin
William Beals Elaine and Steve Donahue Kate Herrnstein
The Polymath Fund Foundation Energy Fitness, LLC
Katharine Beals Tyler Donahue Rachel Herrnstein
Jim and Marilyn Simons Kathleen de Riesthal and Alvaro Begue Peter Fairley
Chris Bean James and Jean Donohoe Lanny Heslop
Wagner Foundation Mark and Liete Eichorn Paul and Didi Farmer
Mary Beasley Aubrey Downs Alan Hess
Robert and Louise Grober John Ferber
Jessica and Ari Beckerman Johnson Ian Dugdale Howard Hiatt
$25,000-$99,999 Max Herrnstein and Danielle Curi Richard and Ellen Finnegan
George and Lynn Beisel Mark Dumont and Lynn Mehlman Richard Hindes
Anonymous (1) Sophia Hilton and Jorel Doherty David C. Frederick and Sophia Lynn
Robert Bentivegna Susan Eaccarino Jennifer Hoang
Peter Barrer and Judy Nichols Cassia Holstein and Peter Albers Goldman Sachs Matching Gift Program
Nancy Berg Jena Eichinger Ty Hoban
Betsy Barton and Robert Beals Donna Hutton Lisa Gordon
Jodie Berger Raniah El-Gendi Jared Amadeo Holstein
Cartier Philanthropy Institut de recherche pour le Kathryn Grey
Teri Berkoski Jeffrey Ellin Veronica Honor
Scott and Yilin Chen devéloppement Lara, Patrick, Eli, and Micah Hall
Julia Berman Vicki and William Ellin John and Paula Hornbostel
Michael and Stacey Gargiulo Jim and Patty Rouse Charitable Peter and Sarah Harris
Blandine Berthier David Ellis Jason Hornung
Robert and Mary Grace Heine Foundation Mathilde and Matthew Hutchings
Theresa Bianco Garry Embry Virginia Humphreys
Susan Herrnstein Dan and Sara Koranyi Jordan Karp and Samantha Muhlrad
Cathy Bierman Robert Emerich Lydia and Craig Hutchings-McDowell
Jascha Hoffman Mark Krasnow and Patti Yanklowitz Lolita and Steven Keck
Candace Birk Tsiry Endor Caroline and Andrew Hutchings
James Houghton and The Lettieri Family Abhinav Kumar and Gitanjali
Christine Blauvelt Kaylee Engellenner Roger and Mair Hutchings
Constance Coburn David and Cynthia Lippe Chimalakonda
Sarah Bodary-Winter Amanda Failla In. Site: Architecture, LLP
Bob and Kira Hower Jennifer Mercer Tara Loyd and James Keck
Anne Boekelheide Diane Fair Sibley Varun Iyer
IZUMI Foundation Glen and Jennifer Moller Regina Malhotra and Miguel
Nicole Bonamo Eileen and David Feikens Darby Jack
Tomislav and Vesna Kundic Michael and Kimberley Mumford Catalina-Gallego
Beth and Mike Boonin Lisa Ferguson Jennifer Jargo
The Magis Charitable Foundation Not Another Salon James and Mini Mammen
Patricia Bossert Robert Feuer and Judit Lang Christine Jones
John Mullman and Philip Perkins and Margaret Allen Michael McCrain and Cynthia Agals
James and Rachel Bouvin Karen Finnegan and James Mbabazi Dee Jordan
Sandy Logan Mullman Jonathan and Linda Rich Theresa Nimmo
Mary Lynne Bowman Kathleen Finzel Angie Julyan
The Nachbahr Family Walter and Judy Rich Susan and John O'Brien
R. Boyd Nicholas Fischetti Sarah Jung
Tom Simonet Panorama Global
Nicole Breazeale Paula Fischetti Jennifer Juranek
The Svrcek Foundation Myles Perkins and Christina Lindgren
William Brick Marianne Fitzgerald Jana Kemp
W.T. Rich Company, Inc. Stephanie Pervez
Valerie Briston and Marko Kleine Sue and Chris Fitzharris Salmaan Keshavjee and Mercedes
Marianna Pierce Becerra
Berkenbusch George Fitzpatrick
Michael Rich Isaak Kifle
Holly and Michael Brown Christine Fox
Cassidy Rist and Jeff Freeman Matthew and Heather Klein
Jenny and Ronnie Brown Trillium and Michael Fox
Anne Rooney Joel Kleinberg
Sue Brown Deanna Fremont
Richard and Delphine Roth Katherine Krum
Anne-Helene Budan Brittany Fusaro
Katrina Rouse Rob and Bridgette Langdon
Paula Burns Ann and Michael Fusco
Patrick Sabourin Elliot Leake
Kelly Calia Gina Gamez
Nimish and Niti Sanghrajka Kristen Lehner
Paul Caliendo Eran Gasko
Daniel and Lucy Schletzbaum Evan Leonard
Phil Camera Carolyn Gearns
David Shedd Martin Lessem
Kim Carey Shalyn Getz
Jamie and Mike Sileo Michelle and Carl-Johan Lindgren
John Carricato Paul Ghiz
Robin Sparkman Franck Litzler and Fabienne Beeler
Patricia Castles Tom Gillespie
Craig Spitzer Leslie Lockhart
Israel and Stephanie Catz Lawrence Giunta
Marla Stewart Glenn Lopez
Marie Cavallaro Chris Gizzi
Dr. and Mrs. Lubert Stryer Carl Lovine
Michael Cerullo Cheri and John Glennon
Prabha Bala and Bala Swaminathan Joe and Tina Lovine
The Cetrone Family Timothy Gomes
The Philanthropy Workshop Breanna Lowell
Alice Cialella Cynthia and George Gonatas
Jack and Barbra Thomas Charles Michael Loyd
Gwen Coady Alice Goshorn
Anne and Lanny Thorndike Oliver H. Loyd and Renata Kinney
Doug and Fran Cody Sue Graham Johnston
The UK Online Giving Foundation Parke Loyd
JC and Jen Coffey Nancy Gray
Susan Wheeler Peter Lucey
Will and Kate Corrie Susan Grekin
Bill Wiberg and Lynda Sperry Tennille Luthi
Jessica Cosenza Trevor Griffen
Gary and Jade Yerganian Ali Lutz
Dan Croley Heather Griggs
Paul and Larissa Cuff Anne Grossetete Andrew Lynn

46 47
WITH GRATITUDE (CONTINUED)
Wendy Malerba Maureen Quinn Kelly Walker
Corinne Maloney Marwan Rahman Dawn Walsh
Aaron Mann Mark and Janice Rathjen Dawn Warren
Frankie Marchese Tahiry Raveloson Gerard Watson
John and Denise Marciano-Botte Robert Reeves Scott Weinstein
Jenn Marks Sandra and Bruce Reeves Megan Weireter
Deborah Martin Timo Reuhkala Bill Weiss
David Matthews Joe Rhatigan Sally Wellinger
Heather and Glenn Mattson Joanna Rhodes Kathleen Wetherby and
Andrew and Christine Matz Elisa and Bill Richardson Henry Zenzie
Lisa and Michael Maxwell Brian and Jamie Riegel Ryan Wheeler
Judy Mayfield Cindy Ripka Ania Wieckowski
Allan Mayfield Pejman, Rebecca, and Gabriel Wilmoth and
Bob Maynes Sophie Rohani Catherine Walsh
Steve McCall Paul Rosania Dave Wilson
Meg and Lisbee McCarty Brett Rosenberg Jane B. Winer
Connor McCrain Nancy Rosenthal Robert W. Baird & Co.
David and Sarah McElroy Hunter Rosenthal Benjamin Wise
Toi and Wayne McGary Alice and Bill Rossi Jenn Wolber
Marjorie McGrath Patricia and Jim Roszkowski Caitlin and Dennis Wong
Pete Mckenna Anthony Rotondo Stuart Woody
E. Graham McKinley Ted Rouse Robert and Robin Wordsworth
David McMahon Donna Sabatino Gist Patricia Wright
Martha and Marti McMahon Louis Sabourin Ali Yapicioglu
Sunil Mehta Kathryn Saloom David Zaltas
Sherri and Joseph Melchione Tyler Saltiel Glenn, Liz, and Jack Zansitis
Daniel Meredith David Sampliner Nancy Zaroulis
Meg Messina The Santelli Family Danielle Zavack
Lindsay and Gerald Meyer Sarah Schar Glen Zimet
Josh and Marina Meyerowitz Adam Scheffler Christine Zingale
Janet Michal Gabriel Scheffler
Sophie Michaux Mary Schletzbaum In-Kind Support
Liz and JP Midge Cathi and Jack Schultheis
DAK Foundation
Melissa Mikami Thomas Sciallo
Direct Relief
Ariel and Hux Miller Mayura Sen
Hi-Tech Fire & Safety, Inc.
Ann Miller and Dan Hart Amanda Serna
MedShare
Maria Minor Joseph Shaw
Preston-Werner Ventures
Alexis Moisand Ada Sim
Patricia and Jeffrey Muhlrad Priscilla Sites
Carin Murtha Katrine Smith
Emily Napoli
Murti Nauth
Craig and Regina Stanton
Meg and Sam Steere In Your Honor BOARD OF DIRECTORS CLINICAL ADVISORY FOR YOUR TIME
Minda Nicolas and Josh Nesbit Dan Stolzenberg Karim Barday
CHAIR: Robin Herrnstein, PhD
NETWORK Jim Ansara
Lindy Noecker Sara Stulac and Betsy Barton and Bob Beals
Christine Nucci Ari Bernstein Matthew Bonds
Benjamin Andriamihaja, PhD Dr. Natasha Archer Faith Apencha
Lynn Nuzzi Sharon Sullivan Laura Embry Borgen
Matt Bonds, PhD Dr. Heather Brown Bob Cunnningham*
Jennifer O'Brien Marie Superina Laura Cordier
Stephen Della Pietra, PhD Dr. Dayo Fadelu Emily Della Pietra
Meg O'Brien Éole Sylvain Amy Donahue
Jim and Robin Herrnstein Vincent Della Pietra, PhD Dr. Jason Frangos Nancy Ferguson*
Dawn O'Sullivan Eileen Tambone
Tyler and Sarah Olsen Pam Tarry The Herrnstein Children Dr. Paul Farmer, PhD Dr. Neil Gupta Matthew Hutchings
Judy Olson Beth Taylor The Hutchings Family
Thomas R. Gillespie, PhD Dr. Ole-Petter Hamnvik Israel Katz
Jennifer Ornstein Julie Tell Mathilde Hutchings Alison Lutz
Molly Karp Dr. Lara Hall Dr. Gene Kwan
Phil and Betsy Palmedo Edward Thomas Jennifer Manzanillo
Nancy Palus Doug Thorstensen Martin Lessem Jim Herrnstein, PhD Dr. Adriane Levin
James Hambleton Lewarne Max Herrnstein, MBA Dr. Jeffrey Mendel Allan Mayfield
Dan Pargee Jane and Warren Thrush
Lauren Passarelli Denise Thuilot Tara Loyd Bob Hower, MBA Dr. Allison Navis Katie McGrath*
The Penman Family Amy Beth Tillman Dr. Jessie Lucey
Dr. Mark Krasnow, PhD Dr. Archana Patel Nancy Palus
Danielle Pernicone Julia Todorov-Thomsen and Lisbee and Meg McCarty
Tara Loyd, MPH Dr. Suha Patel Mary Schletzbaum*
Patrice Perreca Gerald Thomsen Katie McGrath
Edward M. Norton, JD Dr. Sarah Reich Miriam Silman
Al and May Persson Debbie Trelfa Dr. Brittany Powell
Michael Rich Dr. Brittany Powell Dr. Beth Rivielo Nathalie Wogan*
Pauline and Mark Peters Debra Tricarico
Douglas Petraco Alena Tschinkel Cassia van der Hoof Holstein Manu Prakash, PhD Dr. Tim Walker Ali Yapicioglu
Kim Poli Olympia Tucci The Cast and Crew of "Marjorie Prime" Dr. Wan-ju Wu
Dr. Tahiry Raveloson * Former US staff, whose
Henri Pomeranc Chris Tucci
In Loving Memory Dr. Michael Rich, MPH gracious departure enabled
Stephen Popper Trevor Tucci us to shift a greater share of
Janet Powell Michael and Katina Tucci Robert L. Cunningham, Sr. Tyler Saltiel, MBA, CPA resources and authority to
Brittany Powell Amanda Turturro Louise Neely Hutton Patricia Wright, PhD our Malagasy colleagues
Manu Prakash and Jenifer Van Deinse Tom and Colleen Kelso
Sophie Dumont Sarah Vick Marjorie A. Shedd
Anup Prasher Edward and Jacqueline Waldman Lucy Neely Thrush
Special thanks to Peter Harris,
for the gift of his beautiful photography,
48
featured throughout this report. 49
 FINANCIALS
FY2020 FY2019
EXPENSES 9-MONTH PERIOD 12-MONTH PERIOD
Health Care Delivery Programs $2,686,617 $4,885,249
Research $323,473 $426,418
Administration & Fundraising $480,492 $677,520
TOTAL $3,490,582 $5,989,187
21-MONTH 80%
Health Care
EXPENSE Delivery Programs
REVENUE BREAKDOWN $7,571,866
Grants & Contributions $4,028,355 $5,393,159
Foundations $820,717 $1,147,435
Individuals $3,207,638 $4,245,724
8%
In Kind $23,845 $732,283
PIVOT Science
Interest & Dividends $2,493 $8,217 & Research
TOTAL $4,054,693 $6,133,659
$749,891
NET REVENUE $564,111 $144,472

12%
ASSETS Administration
& Fundraising
Cash & Cash Equivalent $3,373,214 $2,534,018
Pledges Receivable $222,771 $600,000 $1,158,012
Prepaids & Other Current Assets $426,533 $195,551
Fixed Assets, Net $379,085 $383,771
Other Assets $2,919 $5,121
TOTAL ASSETS $4,404,522 $3,718,461

LIABILITIES
& NET ASSETS
Accounts Payable $184,929 $194,827
Accrued Expenses $187,177 $118,520
Long Term Debt (PPP Loan) $107,572 $0
TOTAL LIABILITIES $479,678 $313,347

Net Assets, Unrestricted $3,496,401 $2,830,958

Net Assets, Temporarily Restricted $428,443 $574,156
Research Activities $91,755 $283,876
Community Health $232,233 $194,156
Construction $74,043 $74,042
Other $30,412 $22,082
TOTAL NET ASSETS $3,924,844 $3,405,114

TOTAL LIABILITIES & NET ASSETS $4,404,522 $3,718,461

50
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“Ny fahasalamana
no voalohan-karena”

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first wealth”
– Malagasy Proverb
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