Professional Documents
Culture Documents
2018-2022
CONTENTS
Introduction 3
• Mission and Values
• Background and Approach
MISSION VALUES
In partnership with communities in • Health as a human right
resource-poor areas, PIVOT combines • Solidarity
comprehensive and accessible health • Bias toward action
care services with rigorous scientific • Sustainability
research to save lives and break cycles • Humility
of poverty and disease. • Accountability
• Pursuit of knowledge
Integral to solving the “Know-Do” gap are functional health sys- IFANADIANA
DISTRICT
tems that can support clinical programs across the continuum of
care. Strengthening health systems requires: trained and dedicated
professionals; working equipment and infrastructure; reliable
drugs and supplies; and the ability to refer patients to appropriate
levels of care for treatment and follow-up. Improving these health
Madagascar is an island
systems requires modest financial resources, but alignment
nation located in the Indian
between national policies and localized coordination
is critical.
Ocean, off the east coast of
The government of Madagascar can fill the “Know-
Do” gap by Africa. PIVOT is working in
leveraging resources and capacity among relevant partners — if it Ifanadiana District in the rural
can ensure that systems are ultimately aligned at the point of care. southeast of the country.
In working to fill the “Know-Do” gap, PIVOT’s vision is one of a district — and ultimately a country
— where all people can exercise their fundamental right to health care and unnecessary suffering
and death are alleviated. Since early 2014, PIVOT has worked alongside the Ministry of Health
(MoH) with the goal of transforming Ifanadiana District into a model system of universal access to
quality health care. Located in the rural southeast of Madagascar, the district has a population of
over 200,000 people and borders the Ranomafana National Park (RNP), where Centre ValBio, a key
partner, conducts world-class conservation research and outreach that benefits the surrounding
communities. Through 2017, PIVOT supported a catchment area of 75,000 people with community
health activities that fed into seven government-run health facilities: the district hospital, five
health centers, and the university hospital (for referrals outside of the district). Some district-wide
programs have reached other health centers off of the main tarmac road and will become more
robust through 2022, the timeframe for the current Proof of Concept phase, which will be followed
by National Scale-up (see pages 7 and 8 for further explanation).
In partnership with the Madagascar Institute of Statistics (INSTAT) and Harvard Medical School,
PIVOT began a longitudinal cohort study of over 8000 individuals, yielding district-representative
estimates of health indicators available both inside and outside the initial catchment population
and comparable across the country, with a true baseline before major health interventions.
These data are a unique asset in health system strengthening. Combined with data from Health
Management Information Systems (HMIS), we can now show that the first two years of the
intervention produced significant population health improvements. Overall treatment rates
quadrupled, and the district saw rapid declines in mortality among vulnerable populations: a
decline in neonatal and under-five mortality of 36 percent and 19 percent respectively, and a
district-wide drop in the lifetime maternal mortality rate from 1 in 14 to 1 in 18.
As we look to the coming five years, 2018-2022, we will go deeper and wider with existing clinical
programs, initiate new programs, and geographically expand the intervention to transform
Ifanadiana District into a model health system. In partnership with the MoH and Centre ValBio,
our integrated system of health care and data will provide a platform for entirely new scientific
exploration, technological development, and pioneering solutions for sustainable human and
planetary health. This model system and scientific innovation hold promise for saving lives and
breaking cycles of poverty and disease in Madagascar and beyond.
GOAL ONE
CREATE A MODEL HEALTH DISTRICT
* CCI is a composite score that represents access to key clinical services, including: treatment for fever, respiratory
infection and diarrhea, access to family planning, deliveries in health facilities, and vaccine coverage, among others.
PIVOT’s model is being tested through the process The district health system in Madagascar
comprises the following levels, referred to
of implementation, adaptation, and analysis of throughout this document:
inputs and impacts. PIVOT is the main driver of FOKONTANY: A small cluster of 2-3 villages of
the Proof of Concept stage, requiring flexible, approximately 250 households, totaling about
1300 people. In accordance with national policy,
private funding to optimize the intervention. each is assigned two locally elected community
We aim for Ifanadiana District to serve as a fully health workers to treat children under five
and pregnant women. Fokontany are the
functioning model health district by the year smallest administrative unit of the government,
2022, with our package of services reaching the represented by locally elected leaders.
entire district population. As of 2017, we have COMMUNE: A group of 8-10 fokontany, totaling
10,000-25,000 people. Each commune (13 in
begun activities in the district hospital and five Ifanadiana) has a primary care government
health centers (covering 37% of the population) level 2 health center (CSBII), which according to
national policy should be staffed by a doctor,
with the intention of reaching all thirteen level 2 nurse, and midwife. Communes with a dispersed
health centers. Consideration will also be given to rural population have an additional smaller level
1 health center (CSBI), which should be staffed by
the smaller level 1 health centers over time. The a nurse and midwife (7 in Ifanadiana).
implementation will be guided by national policy, DISTRICT: There is one hospital that provides
and by our Key Performance Indicators (KPIs) higher-level care in the district (119 in
Madagascar). The district is the most self-
listed throughout this Strategic Plan. Costs of the contained administrative unit for managing and
model are to be estimated annually, with the most scaling up health systems. Ifanadiana District has
a population of about 200,000 people.
rigorous analysis completed in 2022.
2017: 37%
We conduct comprehensive health facility surveys annually to measure the evolution of the
health system’s readiness at all three levels: community, health centers, and hospital. Each level
of the system is monitored with a specific set of KPIs provided in this plan. In addition to tracking
the individual components, composite SARA scores for each level of the health system are under
development.
AMPASINAMBO
FASINTSARA
FASINTSARA
MAROHARATRA
AMBOHIMANGA
DU SUD
ANALAMPASINA
ANTSINDRA
AMBOHIMERA
Readiness Map
TSARATANANA
LEGEND
0 - 20%
KELILALINA
20 - 40% PIVOT
40 - 60% Catchment RANOMAFANA
60 - 80% Area
IFANADIANA
80 - 100% ANTARETRA
MAROTOKO
DISTRICT HOSPITAL
When PIVOT arrived in Ifanadiana in 2014, its hospital — like most hospitals in Madagascar —
was severely understaffed and not always open. It did not have reliable electricity. There were no
systems for infection control and weak systems of clinical supervision. There were no functional
laboratory services or emergency room, and no isolation ward for infectious disease. The hospital
provided most services nominally, but lacked trained professionals, infrastructure, and medicines
to provide needed care. As a result, referrals and utilization were at a minimum, rendering
the hospital largely empty, thereby often serving as a last resort for dying patients. PIVOT has
begun the process of transforming this district hospital into a model hospital for the country of
Madagascar, one capable of providing secondary care for curable diseases, emergency treatment,
cesarean sections, and other urgent surgeries. There remains considerable work to be done across
all areas, including needed improvements in infrastructure, supply chain, and training.
Service Availability
With greater readiness, the hospital will be able to support the following specific services by 2022,
meeting the National Health Sector Development Plan and following national/international norms.
Services in bold indicate programs PIVOT is already supporting with the MoH:
Number of beds 19 40 65
*Tracer medications include a list of 15 essential medicines the MoH dictates should be tracked on a monthly basis.
**PIVOT expects that the model hospital will require staffing beyond MoH norms and will assess the level to inform
national policy in the National Scale-up phase.
HEALTH CENTERS
Health centers are the focal point of primary care in Madagascar where the majority of
preventative and treatment services reach patients. Health centers are supposed to provide
ante- and postnatal care, deliveries, family planning, integrated management of childhood
illnesses, immunizations, and malnutrition and emergency care, as well as serve as diagnostic and
treatment centers for infectious disease.
When PIVOT arrived in 2014, health centers were widely under-supported, under-staffed,
commonly uninhabitable, and (with the exception of "vaccine days") rarely utilized. Through
2017, PIVOT has implemented a core package of support in five health centers, four being the
only readily accessible health centers from the tarmac road in the district. This package includes
all components of readiness: trained and adequate staffing, infrastructure, supply chain, vertical
program support, equipment, and information systems. Notably, through a reimbursement
scheme with the MoH, user fees have been removed, contributing to a quadrupling of utilization
in the first two years. By 2022, PIVOT will support all level 2 health centers in the district with our
"model package" and will develop plans for strengthening level 1 health centers.
Service Availability
With greater readiness, health centers will be able to provide the following specific services by
2022, meeting the National Health Sector Development Plan and following national/international
norms. Services in bold indicate programs PIVOT has already begun to support significantly in our
current five model health centers:
• Removal of user fees • Vaccinations
• Basic emergency/primary care, link to • Malaria diagnosis and treatment
referral network • Tuberculosis diagnosis and treatment
• Family planning • HIV testing and counseling
• Antenatal care • Malnutrition diagnosis and treatment
• Obstetric care • CHW supervision
• Integrated Management of Childhood • Chronic care: noncommunicable disease
Illness (IMCI) (NCDs) diagnosis and management
Number of external consultations per capita per year <0.3 0.72 2.5
*Tracer medications include a list of 15 essential medicines the MoH dictates should be tracked on a monthly basis.
COMMUNITY
Community health is the front line of PIVOT’s intervention, responsible for extending the reach
of the formal health system into remote communities. As of 2017, we have an active program in
five communes (covering a population of about 75,000 people) supported by our model health
center package. The Community Health program will scale alongside health center expansion.
Community Health Workers (CHWs) provide treatment for children under five and pregnant
women including routine malnutrition screening, treatment follow-up, and support to discrete
community-based health campaigns such as immunizations. Our goal is to have CHWs become
increasingly professionalized through training and compensation to support a variety of
community-based clinical interventions, such as TB care, family planning, and noncommunicable
disease management.
According to national policies, there should be two CHWs per fokontany who report to the
head of the health center. Using a 'training the trainer’ curriculum for CHW supervisors, PIVOT
exceeds MoH standards by placing CHW supervisors at the health centers who provide onsite
training and supervision. PIVOT provides the CHWs with community health kits of five essential
medicines. We work with communities to construct a community health site in each fokontany
where CHWs can see patients.
Once the program is fully functional throughout the district by 2022, we expect to have 400
trained and supervised CHWs actively working in Ifanadiana district. This number aligns with
national strategy; however, our CHWs will provide a broader range of services mentioned below.
Service Availability
We will add modules of training and supervision until CHWs can deliver the following services.
Services in bold are already provided by CHWs in our catchment:
*Tracer medications include a list of 15 essential medicines the MoH dictates should be tracked on a monthly basis.
PIVOT partners with the MoH to implement and strengthen key clinical programs, which are
prioritized based on needs and strategic opportunities. Key programs include Child Health (IMCI),
Malnutrition, Tuberculosis, Maternal and Reproductive Health, Emergency Transport, and Patient
Accompaniment. Additional programs will include HIV, Noncommunicable Diseases, and Dentistry.
CHWs will be trained and supervised to follow the community IMCI protocol,
including triage, appropriate antibiotic use, and dietary practices. Future activities
will move to a more proactive, case-finding approach to identify at-risk patients
Community and refer them to higher levels of care.
Access to treatment:
• Fever 48% 57% 75%
• Diarrhea 32% 37% 60%
1.3 5
site per child under 5 per year unavailable
PIVOT will equip and train CHWs to proactively screen, treat, and refer
Community
patients to care and follow up through social workers who support them.
As of 2015, all patients diagnosed with SAM are enrolled in weekly outpatient
Implementation
0% 12% 86%
and supervised in malnutrition
Percentage of children under 5 screened
annually for malnutrition at the community 0% 26% 90%
health site
Number of CRENAS centers 0 5 14
Centers
Health
CHWs will be trained to screen patients for TB, refer them to the health center for
evaluation, and continue facility-initiated treatment in the community. PIVOT will
Community consider a system of financial incentives to CHWs for participation in TB activities.
Implementation
By 2022, all level 2 health centers will have the ability to screen TB suspects via
sputum collection and transport, follow modern diagnostic protocols, and interact
Health Centers with the CDT for implementing and monitoring treatment.
PIVOT is transforming the district hospital into the primary Center for the Diagnosis
and Treatment of Tuberculosis (CDT) for Ifanadiana with state-of-the-art diagnostic
laboratory instruments (Xpert MTB/RIF). Focus is on safe hospitalization of sick TB
patients, maintaining the district registry, and supervising/managing all TB activities
Hospital
in the district.
Treatment Outcomes
District-Wide • Treatment success 55% 61% 92%
• Failure 4% 0% 2%
• Death 22% 17% 2%
• Loss to follow up or no data 18% 22% 4%
PIVOT’s Maternal and Reproductive Health program aims to reduce maternal and neonatal mortality
and to support female agency, including prevention of unwanted pregnancies. At baseline (2014),
women in Ifanadiana District gave birth an average of 6.9 times over their reproductive lives with
81% of deliveries occurring at home. This contributed to a lifetime maternal mortality rate of
1044/100,000, which fell by 20% in the first two years of intervention. Essential for continuing the
decline in maternal death are prenatal obstetric services and dignified spaces for facility-based
deliveries. This creates a positive cycle of infant/child health, as children become enrolled in the
formal health system at birth.
Through 2017, PIVOT has focused on horizontal system readiness for Maternal and Reproductive
Health, renovating delivery wards at health centers and the hospital, training in ultrasound and
emergency delivery care, creating hospital referral systems for complicated deliveries (where
c-sections are available), and removing user fees for illnesses related to pregnancy. We have
exceeded MoH norms for nurse and midwife staffing levels at the health centers and hospital,
recruited a hospital surgeon, and provided post-delivery kits for mothers. Through 2022, Maternal
and Reproductive Health will grow as a keystone strategic intervention. The horizontal strengthening
will be integrated with new vertically aligned clinical activities.
Through consultations and home visits, CHWs will provide family planning counseling,
deliver oral contraceptives, and refer women to health centers for further care. They
will identify and accompany pregnant women through care, encouraging them to
start antenatal care in the first trimester, have a facility-based delivery, and attend
Community all scheduled follow-up visits. Through community-based sensitization, our goal is to
increase referral rates to antenatal and postpartum care.
Implementation
Through training and supervision, PIVOT will support high quality services for delivery
including delivery kits and construction of waiting homes for pregnant women. We
will continue to support free basic primary care services including immunizations,
IMCI, and antenatal care. For family planning, we will support a supply chain of freely
available contraceptives, including injectables and long acting contraceptives (IUDs,
Health Centers
implants). By 2022, we will need to significantly increase staffing to support expected
facility-based delivery loads.
The hospital will provide high quality services for complicated delivery including
cesarean sections, obstructed labor and other obstetrical related emergencies such as
Hospital fistulas.
Under development
Emergency Transport
As of 2016, 74% of people in Ifanadiana District live more than 5 kilometers from a health
center (primarily without road access). In Madagascar, patients have no government-supported
mechanism for transport between health facilities. Since 2014, PIVOT has been implementing the
country’s only public, 24/7, district-wide referral system in order to reduce geographic barriers,
rapidly bring urgent cases to treatment, and provide connection across the continuum of care.
By 2020, we will have ten ambulance motorbikes and four ambulance vehicles active in our fleet,
enough to provide coverage where roads can reach.
Patient Accompaniment
In Madagascar, patients are expected to pay for most of their care. This includes medicines,
consumables, bed sheets and blankets for hospitalization, and food. Many patients have never
accessed the district hospital and are unfamiliar with ambulances or the process of care.
In order to facilitate quality care and ensure the patients are welcomed into and remain in the
system, PIVOT provides social support in the form of “patient accompaniment.” The PIVOT
accompagnateur explains the care process, provides essentials such as blankets, pays the bill, and
supports the food and lodging needs of the accompanying family member(s) in cases when they
cannot provide for themselves. Our goal by 2022 is to broaden the support beyond the hospitals
to include health centers.
HIV / AIDS
Largely neglected in Madagascar, reported prevalence
rates are low (<1%). However, inadequate testing
capacity and anecdotal evidence suggests that the
real prevalence may be significantly higher and more
commensurate with rates of other STDs. PIVOT aims
to equip the health system for routine testing and
treatment at health centers and the hospital. We
will also integrate HIV/AIDS into our ongoing family
planning and maternal child health activities at all
levels, advancing safe sex practices, condom use, and
initiatives to prevent mother-to-child transmission.
Noncommunicable Diseases
NCDs represent a significant portion of the burden
of disease in Madagascar with the WHO reporting
that the probability of dying between the ages of
30 and 70 from the 4 main NCDs is 23%. These
four major diseases are cardiovascular disease,
cancers, chronic respiratory disease, and diabetes.
Madagascar has evidence-based national guidelines
for the management of major NCDs through primary
care. PIVOT aims to implement and strengthen these
national guidelines at all health system levels to ensure
continuous and effective NCD care.
Dentistry
National policy in Madagascar requires dental care to
be provided at the district hospital. This program is
rarely supported. PIVOT will ensure that the district
hospital has a trained and equipped MoH dentist.
PIVOT is a data-driven organization that prioritizes strong information systems to track activities and
evaluate the progression of programs. The monitoring and evaluation (M&E) system currently tracks
848 indicators to measure health system interventions, represented in nine dashboards designed
to improve real-time programmatic decision-making. PIVOT data integrates with and supplements
existing Health Management Information System (HMIS) data in the district.
We ensure continuous monitoring of all of our activities by integrating the Ministry’s HMIS with
our own routine data collection. We also lead frequent evaluation, using a variety of methods to
objectively measure the results and impact of our interventions. PIVOT’s M&E plan is based on
program logical frameworks that present all indicators that are tracked according to the projects’
objectives. Through 2022, we will continue to ensure that all programs have clear logical frameworks
with associated M&E plans.
Our data and M&E approach will further evolve • Quality assessments to capture the
over the next five years as we engage in quality quality of care provided by programs
GOAL TWO
BUILD A PLATFORM FOR SCIENCE AND INNOVATION
PIVOT’s research agenda is broadly advanced across three aims: implementation research, scientific
innovation, and planetary health, with primary effort placed on using research for the continuous
improvement of our health care model. Our integrated system of clinical interventions and data
provides a platform for science and innovation in global health that can create impact beyond our
physical footprint.
Operating on the edge of the Ranomafana National Park (RNP), a UNESCO world heritage site, and
partnering with Centre ValBio (CVB), PIVOT is uniquely positioned to advance an actionable agenda
for planetary health. Founded by Dr. Patricia Wright, who established RNP, and located in the buffer
zone of the park, CVB has a 30-year history of providing services to the community and conducting
research on conservation biology and disease ecology; it has world-class research facilities, including
a Biosafety Level 2 infectious disease lab.
Implementation Research
During our first two years of activities, the rate of deliveries at health facilities as well as treatment
Model
for children with fever have both Health District:
doubled in our catchment area while remaining stagnant in the
Ifanadiana,
rest of the district. Increased Madagascar
healthcare access has contributed to a 36% decrease in neonatal
mortality and a 19% decrease in under-five mortality. The lifetime maternal mortality rate across
Longitudinal cohort study shows proportion
the district has declined from 1 in
of febrile children receiving treatment over time.
Proportion of Febrile Children that Received Treatment 14 at baseline to 1 in 18 at the end
of 2016. The composite coverage
index (CCI) increased by 30% in our
catchment area while remaining
Proportion of Febrile Children that Received Treatment virtually unchanged outside.
5-9%
this agenda will be developing the
Household acces
Commune Limit
to health care
20-24%
Scientific Innovation
PIVOT has the data, infrastructure, and local integration to provide a true “ground game” for
scientists and innovators looking to improve delivery in remote areas. This innovation relies on
strategic partnerships with academic institutions. As one example, we have engaged with scientists
and engineers from Stanford University who have pilioted the use of paper microscopes and
centrifuges. This “frugal science” is not only inexpensive and scalable, but also has the potential to
eliminate the need for cold-chain capacity for diagnosis of malaria and other diseases. We have
also brought in scientific partners who have piloted the use of dried blood spot (DBS) technologies
for diagnosing tuberculosis and other diseases. In the coming years, we aim to meaningfully
incorporate effective technologies in our ongoing work and to disseminate our findings to the
government, other delivery partners, and the scientific community.
On the left, bioengineer and MacArthur ‘Genius‘ Dr. Manu Prakash, who joined the PIVOT board in 2016,
demonstrates his new ultra low-cost “paperfuge,” which can provide the same functions as commercial centri-
fuges. On the right, one of 40 PIVOT-trained MoH community health workers tests the paperfuge in Ranomafana.
Planetary Health
The ecological context of the region in which What is PLANETARY HEALTH?
we operate presents unique opportunities
for exploring drivers of disease at the human- Traditionally, medical science is
environment interface. To date, most of PIVOT’s based on systems within the human
work in this space has been spearheaded by our body. Planetary health broadens
co-founder and co-CEO Matt Bonds, a disease
health research to include the
ecologist-economist. With academic partners,
external systems that sustain or
he has advanced significant ecological and
threaten human health. While
epidemiological modeling efforts to understand
coupled systems of poverty and disease. In the human health has progressed the
next phase, PIVOT aims to test these mathematical depletion of our natural systems
models in Ifanadiana District to identify and threatens our ability to maintain
forecast long-term socioeconomic and health these improvements. Planetary
impacts of our programs, as well as optimize HSS
health brings together a wide range
to account for environmental drivers.
of existing disciplines to ensure a
In the next phase of scale, PIVOT aims to build
healthy and sustainable future.
ecological interventions into our HSS work to
create a model for planetary health for rural places – The Lancet Planetary Health
with deteriorating environments. Based on health
and conservation priorities, strategic areas of
interest include food security, environmental reservoirs of disease, and family planning. Initial ideas
will go through a feedback process with the MoH and other partners. The period between now and
2022 will be spent designing and testing a limited set of interventions.
GOAL THREE
GROW ORGANIZATIONAL CAPACITY TO SUPPORT LONG-TERM EFFECTIVENESS
As PIVOT moves through the Proof of Concept phase, we aim to build effective and efficient internal
staffing and operations systems to achieve our model health system and maximize our impact. We
are operating with steadily increasing annual budgets and clean external annual audits, a fleet of
more than twenty vehicles, and a staff of nearly 200 people in Ifanadiana District (96% Malagasy)
with a small team working from the U.S headquarters in Boston. Ifanadiana District has no bank
or ATM machine and no fuel station, presenting unique opportunities to demonstrate how to run
effective operations in remote areas of Madagascar. With significant expansion anticipated by 2022,
it will be important to track and measure our own internal growth and set the stage for expansion
beyond the district. The following outlines the broad goals for PIVOT’s internal departments.
Development
PIVOT will expand and diversify the donor base, gaining foundation and public-sector funding to
provide growth and stability over time. We aim to increase overall giving to provide the flexible
funding necessary to meet strategic objectives and complete the Proof of Concept phase by 2022. We
will enhance the number of volunteers and the quality of the opportunities we provide them, with
the overall aim of building partnerships, networks, communications, and events that strengthen the
PIVOT community. Over these next years, we will improve systems, processes, and tools that support
efficient and effective fundraising including Customer Relationship Management (CRM) database,
Standard Operating Procedures (SOPs), and our Case for Support.
GOAL FOUR
STRENGTHEN PARTNERSHIPS
Partnerships are the foundation of PIVOT’s success. The core of our model is working in direct
partnership with the Ministry of Health to strengthen a public health system that can scale.
Beyond the government, PIVOT sees the critical importance of leveraging the contributions
of academic, international, and local partners to improve our work, extend our impact, and
disseminate our results to local, national, and global audiences. Strengthening and expanding our
partnerships will be essential to reaching the goals of this strategic plan.
Government
Since 2014, PIVOT has partnered with the Madagascar MoH
to develop protocols, set goals, and build capacity to deliver
high-quality health care in Ifanadiana District; in doing so, we
have become a recognized, top nongovernmental partner,
and now chair the Country Coordinating Mechanism of the
Global Fund. This partnership will evolve and grow in alignment
with our plans to scale. PIVOT will continue to serve as an
implementing partner, reaching the eight additional communes
Madagascar across Ifanadiana District. During the Scale-Up phase, PIVOT will
Ministry of Health continue as an implementing partner in Ifanadiana while serving
as a lead technical assistance partner to the MoH for broader
initiatives.
Academic
PIVOT leverages academic partnerships to advance the scientific
and training aspects of our mission; we seek to align research
and training opportunities with an emphasis on capacity
Centre ValBio
building for our national staff and MoH colleagues. To date,
key academic partnerships include Harvard Medical School,
Stanford University, Johns Hopkins, Brigham and Women’s
Hospital, Madagascar Institute of Statistics, and Institut Pasteur
Madagascar.