1. Rwanda Biomedical Center: Sustaining current programmatic achievements and making health sector self-sustainable May 2013

2. Back ground RBC established by law on 25 th January 2011 Merged 11 former institutions Merged functions: – HR management – Procurement and logistics management – Financial management – Coordination of research – Coordination of Planning, M&E

4. RBC core principles Vision Making health in Rwanda the best that it can be, and then better Mission RBC is an implementing agency for national health policy and goals. We serve the health sector and the people of Rwanda by: −Developing state-of-the-art standards in all areas of health, with strong community involvement −Enabling their application in health facilities and communities for the benefit of all −Monitoring outcomes and providing support for improvement In addition, we operate health enterprises of national strategic importance in the areas of medical research and health commodities with the goal of developing them as engines of Rwandan prosperity. Values Committed to the greater good of the people of Rwanda through evidence based interventions Collaborative and professional with all stakeholders Meeting highest standards of ethics and integrity for the resources in our care

5. Where are we now? High coverage of prevention and treatment services for communicable diseases – Reduced infectious disease burden (prevalence and Incidence) – Towards elimination of Malaria, E-MTCT – Effective integrated disease surveillance and response However, – Above gains fragile, mainly supported by external funding and in decline mode – Growing burden of NCDs – Insufficient internal revenues and cash flow

6. Where do we want to go? Making health in Rwanda the best that it can be, and then better Sustaining current programmatic achievements and making health sector self- sustainable

7. How do we get there? Increase internal revenues – Investment in pharmaceutical industry (Cadila, Local production of infusions with ex-Labophar, Local LLINs production farm) – Research grant writing and attracting investors in clinical trials – Services production (Printing, Blood, Medical procurement distribution, Advanced lab tests,…) Cut programs’ expenses – Decentralization and Integration of programs and services – Financial and operational analysis to stop wastage and inefficiencies

8. Infrastructure and equipment future plans Improve procurement of medical equipment – Standardize brands and type of medical equipment purchased to easy maintenance cost Strengthen capacity of District Hospitals, enabling them to purchase and maintain medical equipment – Establish District equipment maintenance fund Build new Hospitals, rehabilitate and reallocate Hospitals

9. Infrastructure and equipment future plans Improve the equipment and infrastructures for the new provincial and referral hospitals Strengthen PPCP in Hospital and health post construction