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Rwanda Biomedical Center: Sustaining current programmatic achievements and making health sector self-sustainable

Rwanda Biomedical Center: Sustaining current programmatic achievements and making health sector self-sustainable. May 2013. Back ground. RBC established by law on 25 th January 2011 Merged 11 former institutions Merged functions: HR management Procurement and logistics management

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Rwanda Biomedical Center: Sustaining current programmatic achievements and making health sector self-sustainable

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

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

  3. 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

  4. 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

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

  6. 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

  7. 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

  8. 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

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