As we close out 2025, I want to express my sincere gratitude to the partners, donors, and stakeholders who stood with SFH Rwanda throughout the year. This year did not simply mark progress in Primary Health Care (PHC); it confirmed a shift in how PHC is conceived, delivered, and sustained across Africa.

Our work has remained grounded in a simple but powerful conviction: health is not only about services, but it is about dignity, especially for communities at the Base of the Pyramid.

Throughout 2025, SFH Rwanda reaffirmed its commitment to equitable, technology-driven primary healthcare, ensuring that the most remote and underserved populations are no longer peripheral to health systems, but central to their design. What distinguishes this work is not scale alone, but system intent. We have built on assets that are valuable, rare, and difficult to replicate, like our own new office that cuts costs of renting, deep government partnerships, Blue health post (GIRUBUZIMA), essential health products brand, and an operating model like nurse entrepreneur; all organized to convert innovation into lasting public value creation.

This year, we consolidated our role as an epicenter of innovation. It is the year to mark the retirement of outdated, paper-based processes, reduce external dependence, and reinvest in frontline delivery and workforce excellence. The Digitally Enabled Health Post, through our Blue Room data center, became more than a concept; it proved itself a reliable, data-driven hub bringing diagnostics, continuity of care, and decision intelligence to communities previously beyond reach. We also confronted complexity head-on. 2025 required leadership within constraint, balancing digital ambition and system reform against financial pressure and evolving donor priorities. Rather than reacting, we aligned. Through strategic governance and real-time intelligence from our Blue Room, we managed volatility with discipline, transparency, and evidence-based decision-making.

At the business and system levels, 2025 was a year of intentional scaling. We strengthened our core of Social Behavior Change Communication (SBCC) and Social Marketing of essential health product SM, while expanding digitized PHC services in our second horizon of growth. Simultaneously, we laid the groundwork for third-horizon transformations that will define the next decade of care, anchored in our long-term ambition of 100,000 tech-enabled health posts across Africa.

In Rwanda and beyond, we advanced the scale-up of digitally enabled, nurse-owned Health Posts, leveraging digital maturity, resilient connectivity, and standardized Public–Private Partnerships. Workforce excellence was institutionalized through our bold initiative of the Africa Healthcare Workforce Academy (AHWA), ensuring that growth reinforced quality, leadership, and local ownership.
Equally significant in 2025 was our transition toward financial and operational sustainability. Through cost-recovery insurance partnerships and nurse entrepreneurship, we ensured that value creation remained within communities. This marked a decisive shift—from dependency to agency, from highly dependent on externally driven aid to locally anchored ownership.