of institutions, until we met one with a leadership that was interested in embarking on a new project and encouraged us to submit a proposal.

2010 {#S0003-S20005}
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A visit to Tanzania early in the year helped clarify how the hospital management team intended to proceed. After a SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis workshop, moderated by a Swiss colleague who accompanied me on that trip, the hospital management team was able to argue convincingly that a nursing school attached to the hospital was a valid response to various challenges. These included the lack of young staff at the hospital, the status of a rural hospital integrated in the district health plan, and an FBO\'s contribution to the Primary Health Services Development Program. At the end of this trip, we adjusted the project planopened an account in a Tanzanian bank for our project funds, and I deposited the cash that I had brought with me. This time, I saw delight on the faces of the project management team.

Shortly after that kick-off meeting, I became increasingly worried. The two colleagues who were helping me set up the project had come back from their field trip with disturbing news: construction of the dormitories was slow, in spite of enormous quantities of cement bought by drawing on the newly created nursing school account. The classroom buildings were being constructed very poorly. The numerous withdrawals of funds sometimes on a daily basis raised concerns among the project partners in Switzerland. The new medical director of the school, a clinical officer (not a medical doctor) had