Dear friends, brothers and sisters in Christ,

I have the pleasure to share with you the financial view of SALFA’s work. Starting from the Strategic Planning of SALFA 2005-2009, we translate the program in a financial approach. Though this is a financial presentation, you will not see many figures. We do not see finances as figures only, but larger than that: a program to be managed.

In the next presentations, I will go one by one through each program so you will see the figures there.

Thank you for reading this and for bringing any comments you may have to lantosalfa@wanadoo.mg.

In Christ,

1. Adequate drug supply (Fitsinjo)
2. Adequate materials and equipment-renewing program (Fampitao)
3. Rehabilitation program (Taotrano)
4. Continuous training (Haitao)
5. Holistic Community Development (Fampandrosoana)
6. Efficiency of the SALFA vertical projects (Tuberculosis, Malaria, Family Planning,…)
7. Coordination and adequate communication (fandrindrana sy fifampitam-baovao)
8. Costless and efficient organization (good management of operating expenses)

1. Fitsinjo: As discussed with GHM and ELCA, SALFA plans to have a revolving fund of $ 300,000 for an adequate supply of medicines, consumables, dental and lab products. Currently, SALFA is finishing its final document about how the funds will operate and how it will be safely used. Target: supplying 40 facilities in generic medicines, medical supplies, lab and dental products. Partners: Global Health Ministries, ELCA.
2. Fampitao: On a regular basis, SALFA needs to replace the old medical equipment and find new ones. Included in this part is the program for setting a reliable system for electricity and water supply at the remote health centers. Target: replace the old equipment at 40 facilities. It ranges from an instrument kit to a big generator. The plan is to do this program within 5 years (2005-2009). Partners: SOA (SALFA Overseas Assistance), Global Health Ministries, ELCA.
3. Taotrano: it is not easy to find funds for building; rather than working that way, SALFA plans to keep up the existing buildings and rehabilitate them. Target: There are 10 hospitals, 27 dispensaries to rehabilitate. Partners: Christoffel Blindenmission – Malagasy Government. It is important to note here that the Nursing school building is highly needed, so that SALFA will do its best to start this building in the next months, this in order to prepare the reception of the next group of student nurses in February 2008. Also one should note that SALFA is now renting houses like VestHem II in order to host its training and study activities (SALFA Institute).
4. Haitao: quality of care mainly depends on two factors: the know-how of the care-givers and their willingness to give this care. For the first part, on a continuous basis, SALFA operates a program of training for personnel, mainly the medical team but also those in administration. During the school years at the Nursing school, the students (future care-givers) get the “taste” of how to conveniently care for a patient. Targets: improving the know-how of the 835 current SALFA employees – having 120 new nurses working in the field – having specialists in the important medical field in Madagascar (surgery, OB/Gyn, paediatrics, …). Partners : Global Health Ministries – Global Fund – Norwegian Mission Society - ELCA.
5. Fampandrosoana: this is the continuation and extension of an existing program called ‘Mahafale Village’. It concerns the Southern part of Madagascar and consists in developing the small initiatives found there and in organizing the community for the welfare of its population. Target: caring for the 3 big sub-arid areas in the southern part of Madagascar : Mahafale – Androy – Anosy.
6. Efficiency of vertical projects: these programs care for one specific disease or activity. They are autonomous in their budget but it is essential to have their action included in the whole SALFA picture, rather than having them act alone. This is one part of the coordination activity for SALFA.
7. Coordination & communications: due to its expansion, SALFA, which operates 40 facilities, has to manage and coordinate its work; this fact (expansion) implies that:
   • the leaders are 100% committed and know where to go and what to do
   • they have the ability (trained) to perform and lead the work
   • they have the possibility to move and to communicate with any place and any member of the SALFA group
   • they monitor and follow-up the work.
   Target:to have an active group of leaders at SALFA.
   
8. Organizational efficiency: in order to expand more and more conveniently, SALFA needs to efficiently organize its work. This implies that the expenses are controlled (budgeted and applied), the revenue is balanced (not for profit but should cover the needed expenses). Targets: analyzing and framing the expenses – improving the cash flow through the improvement of sales and the recovering system.