It’s very easy to criticize projects like this.  It’s very easy to go in, as a privileged person from, say, an American university, and go in and say, “Wow, this is really poor quality care,” or very poor quality services.  That may be true, and it’s easy to say, but it’s not always the best way to engage.  So what I tried to do is to stay engaged, in spite of the fact that the quality of services was terrible.  You know? So that diagnosis is easy. Then what is the prescription?  What do you do to really engage to improve things?  You know, one of the things that I can look back at with some pride and say is, “Well, at least we stuck with it.”  So 25 years later, we’re still trying to improve and expand.  We still have a long way to go, but that’s the trick is persistence, staying engaged. You know, people say to me, “What’s the secret?”  I would say that’s the real secret, is — it’s not always a big idea or some innovation.  I’ll make this point tonight in my remarks, because sometimes what’s innovative and what’s entrepreneurial is just staying engaged with something that’s difficult.   You know, just sticking with a tough problem.  There are people in this country, for example, who are, say, providing medical services in townships.  You know, if they’re looking for some magic recipe to radically improve health outcomes, they’re not gonna find them.  It’s really persistent engagement, and fighting for basic services like electricity and water and housing and primary healthcare, and that’s what they call in medicine — they call that scut work.  That’s just drudgery.  But the real innovation sometimes is just sticking with it.