Rick Santos of IMA World Health describes how the organization evolved from providing medical supplies to comprehensive health programs and capacity building and health systems strengthening. Mr. Santos explains why faith-based organizations are uniquely qualified to be strong providers of health care in many parts of the world.

1. North-South
Capacity Building of
Faith-Based Networks
Rick Santos,
President, IMA World Health
June 10, 2012

2. IMA’s Origins
Interchurch Medical Association (IMA)
began in 1960 as a membership association
of U.S. church relief and development
agencies. Our membership today:
– Adventist Development Relief Agency – Lutheran World Relief
– American Baptist Church USA – Mennonite Central Committee
– Christian Church (Disciples of Christ) – Presbyterian Church (USA)
– Church of the Brethren General Board – United Church of Christ
– Episcopal Relief & Development – Church World Service
– United Methodist Committee on Relief

3. The Evolution of IMA World Health
1) Procurement: since 1960
All countries (~200) where our members work
2) Neglected Tropical Diseases: since 1995
Tanzania, India, Haiti, Liberia & more

4. IMA’s NTD Coordination in Haiti

5. The Evolution of IMA World Health
1) Procurement: since 1960
All countries (~200) where our members work
2) Neglected Tropical Diseases: since 1995
Tanzania, India, Haiti, Liberia & more
3) Health Systems Strengthening: since 2000
DR Congo, Tanzania, South Sudan, etc.

7. IMA’s Mission & Strategic Objectives
Mission: To advance health and healing to
vulnerable and marginalized people.
#1 Strategic Objective: Develop & expand IMA
core relationships to deliver quality health services
and strengthen national health sectors.
Especially relationships
with Faith-Based Networks.

8. Why work with Faith-Based Networks?
1) Faith-Based assets are ubiquitous – in every community –
houses of worship, schools, clinics, hospitals.
2) Faith-based health facilities are more “public” than
“private” often serving 30-50% of the population.

9. Why work with Faith-Based Networks?
3) The collective faith-based
assets within a country are a
powerful “can-do” network
for health care delivery &
health system management.
4) Faith-Based Networks,
e.g., Christian Health
Associations, should be a key
partner (and not competitor)
to the MOH . 31 CHAs
in 26 countries
IMA strives to work with both Faith-Based Networks
& MOHs to strengthen national health sectors.

10. IMA and Faith-Based
Networks in DR Congo

11. IMA and Faith-Based
Networks in DR Congo
• Since 1960, IMA has been assisting more than
20 hospitals IMA-member affiliated hospitals
• In 1985, IMA provided health center equipment
kits for the ECC-managed SANRU I & II projects.
• In 2000, ECC approached IMA to be its U.S.-
based partner to re-launch the SANRU project.

12. North – South Capacity Building
1) IMA has seconded key missionary personnel to
ECC-SANRU for project management
2) ECC-SANRU has taught IMA its successful Health
Systems Strengthening approaches learned
gleaned 30 years of SANRU project management.
3) IMA provided TA to develop a customized financial
management system, e.g., SANRU Tracker used by
both IMA and ECC-SANRU primed projects.
4) IMA helped ECC-SANRU take the necessary steps
to create SANRU NGO.

13. At first, IMA primed projects with ECC-
SANRU as an implementing subcontractor
SANRU III Project AXxes
2000-2006 2006-2010

14. In 2003, IMA was a prime contractor for the
World-Bank funded PMURR project
with ECC-SANRU as subcontractor
In 2006
ECC-SANRU
became the
prime contractor
and IMA became
the subcontractor
for the continued
project!

15. In 2009 ECC-SANRU became a Global Fund
Principle recipient (malaria and HIV/AIDS)
with IMA as subcontractor
SANRU
Global Fund
Malaria &
HIV/AIDS
2009-2012

16. In 2011, SANRU officially became a national
NGO with ECC and IMA as affiliated partners.

17. In July 2012 SANRU NGO will sign as PR
for the next phase of Global Fund projects
(and take over PR responsibilities from UNDP)
SANRU
Global Fund
Malaria &
HIV/AIDS
2012-2015
IMA will serve as
SANRU’s key TA
subcontractor

18. Lessons Learned
1) Capacity-building with ECC & SANRU has very
been a two way developmental process.
2)ECC-SANRU is not your typical Christian Health
Association , with institutional and individual
leadership not replicated in other countries.
3) IMA must assess the capacity and readiness of
Faith-Based Networks in each country where
IMA works to develop an appropriate strategy
for collaboration and/or capacity building.