Starting at the Last Mile

Seattle, WA   |


VillageReach transforms health care delivery to reach everyone.

Ruling year info



Emily Bancroft

Main address

210 S Hudson St, Suite 307

Seattle, WA 98134 USA

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NTEE code info

Public Health Program (E70)

Alliance/Advocacy Organizations (W01)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Over the past two decades, extraordinary progress has been made to improve health in low- and middle-income countries (LMICs) throughout the world. But despite this incredible progress, inequities and gaps in coverage persist for those in the lowest income levels, marginalized populations, and other hard-to-reach populations. Globally, 8.6 million people in LMICs still die from poor-quality health care or lack of access to health care. Scalable and sustainable innovation that accelerates the improvement of health care delivery for the most under-reached is required to meet the global and country commitments to universal health coverage (UHC).

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Health Center By Phone Program

Health Center by Phone extends the reach of the primary health care system into every home through a toll-free hotline, texting or interactive voice recordings. Users can receive verified information on a variety of health topics, including COVID-19, vaccinations, sexual reproductive health, maternal and child health, adolescent health and nutrition.

Health Center by Phone in Malawi became an official function of the Malawi Ministry of Health and Population, ensuring nearly 7 million Malawians will have access to quality health information. VillageReach is now working to replicate Health Center by Phone in the Democratic Republic of Congo and Mozambique.

Population(s) Served
Economically disadvantaged people

VillageReach supports governments in designing and optimizing supply chains, looking beyond incremental changes to more transformative, long-lasting improvements that ensure products are available for communities at the last mile.

In the DRC, the Next Generation Supply Chain initiative (Nouvelle Génération des Chaînes d’Approvisionnement in French) was created to streamline supply chains for vaccines and health products.

In Mozambique, The Last Mile Supply Chain (LMSC) program implemented an effective supply chain system for essential medicines and other medical supplies to Mozambique’s hardest-to-reach health facilities via outsourcing to the private sector with Bollore Logistics and Transport. In partnership with the Liberia Ministry of Health and Last Mile Health, the Supply Chain for Community Health Workers (CHWs) program strengthens supply chains that deliver medicines to CHWs providing health care services to remote communities.

Population(s) Served
Economically disadvantaged people

In collaboration with government and private sector partners, our Drones for Health solution improves access to health products through drone integration into public health supply chains, increasing equity in hard-to-reach areas. Drones also have the potential to create cost-efficiencies, and help to save time where it is more geographically challenging for cars, motorcycles or boats to reach. Drones for Health is operating in the Central African Republic, the Democratic Republic of Congo, Malawi and Mozambique.

Population(s) Served
Economically disadvantaged people

The Transitioning Well initiative launched in 2019 to guide the approach for embedding solutions into the public sector, and in engaging stakeholders in transitioning their solutions to government and other partners. The Transitioning Well initiative is made up of two intertwined areas:

Apply & Support - building a supportive organizational structure and tools within VillageReach to transition solutions to governments.
Learn & Amplify - engaging stakeholders (NGOs, donors, social enterprises, etc.) for mutual learning and iteration on best practices.

As part of the Learn & Amplify portion of the initiative, we formed the Learning Network with Spring Impact to ensure governments, social impact organizations, funders and the private sector were included in sharing lessons learned about transitioning successful solutions to government or private partners for sustained impact. We also worked with Spring Impact and over 50 groups from governments, organizations, and funders to develop The Journey to Scale with Government tool, which we released in September 2020.

Population(s) Served
Economically disadvantaged people

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Program Reach

This metric is no longer tracked.
Totals By Year
Population(s) Served

Health, Social and economic status

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

VillageReach programs currently reach over 48 million people across sub-Saharan Africa.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Since our founding in Mozambique and Seattle in 2000, VillageReach has been an advocate for ensuring that quality health care reaches all communities, working with partners in sub-Saharan Africa to solve health care delivery challenges at the last mile —the lowest level of the health system where health care is provided. Today, our work increases access to quality health care for more than 43 million people across sub-Saharan Africa by increasing access to medicines and vaccines, improving the capacity of the health workforce and enabling better decision-making for patients, health workers and policy-makers.

Building on the solutions we have developed, we will extend our approach beyond the health facility, working with our partners to reach deeper into the community and build responsive, people-centered health systems.
Our vision is a world where everyone has access to the quality health care needed to thrive. To reach this vision and truly improve and ensure equitable access for all communities, we need health systems that understand the unique desires, circumstances and behaviors of the people they serve.

Through radical collaboration with government, the private sector and partners, VillageReach co-creates solutions that are developed, implemented, and eventually transitioned into the public sector to achieve sustained impact at scale. Our solutions get health products to people when and where they are needed and build pathways to primary health care services, increasing access for the under-reached and ensuring that their needs drive how products and services are delivered.

VillageReach conducts formal evaluations of our innovations, usually with outside evaluators and academic partners, to assess and measure our innovations’ contributions towards increasing access to quality healthcare.

VillageReach is a recognized global leader in supply chain transformation and we bring to bear our extensive knowledge of supply chain challenges at the last mile to create systems level change. When we design solutions to health care challenges, we put government and their needs front and center, and we work to bolster - not replace - their existing systems. We then take up the seat next to the government, bringing our own 20 years of expertise in supply chain logistics, along with private sector partners who understand our challenges. Together, we design next generation supply chains and scalable solutions that can be transferred to the government for the long term. We have successfully transferred most aspects of our Mozambique immunization supply chain to the Ministry of Health, and other VillageReach programs, like our Health Center by Phone in Malawi, are now being owned and operated by the government.

VillageReach Areas of Expertise include:
Supply Chain and Logistics: Data-driven approaches for comprehensive supply chain improvement.
Health Workforce Development: We design practical approaches to address human resource gaps and strengthen health worker skills.

Digital Health Technology: We develop technologies that improve communications and access to health data.

Data Analytics: We help governments and partners make sense of complex health data to drive decision-making and continuous improvement.

Our 165 staff members worldwide offer up their expertise in public health, technology and business to create systemic change and deliver on our mission. VillageReach has offices in the Democratic Republic of Congo, Malawi and Mozambique, and partners with other NGOs and local governments in other countries, with a focus on sub-Saharan Africa.

VillageReach was founded in 2000 to make sure that vaccines reached every rural health center in northern Mozambique. Today, our solutions increase access to quality healthcare for 43 million people across 10 countries in sub-Saharan Africa. In the last year, VillageReach worked to improve the availability of important medicines and supplies at over 2,000 health centers, and our innovations gave over 12,000 health workers access to the information they needed to make critical decisions.

Under VillageReach’s 2020-2023 Goals and Strategies, we have three organizational goals:

Accelerate the development of people-centered health systems to reach the most under-served, resulting in improved access to quality health care for an additional 15 million people in sub-Saharan Africa.

We will be a global leader in radical collaboration with governments and the private sector to sustain and scale equitable primary health care delivery solutions.

We will build a sustainable organization that can execute with quality to achieve our programmatic goals.

Though COVID-19 has changed the framework of global health, it has not changed our dedication to our goals and strategies. While we recognize there may be delays and recasting of priorities, particularly as COVID-19 vaccines become more available, our adjustments will be more in degree than in substance. Even during this challenging time, VillageReach has accelerated work that is both relevant to pressing needs and aligned with our organizational priorities. We are providing COVID-19 information to health workers; obtaining and distributing PPE for community health workers; supporting testing logistics; and making sure that people in low- and middle-income countries have the medicine, supplies and information they need to thrive. Our goal is for at least 75 percent of these solutions to live beyond the pandemic.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection



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The people, governance practices, and partners that make the organization tick.


Connect with nonprofit leaders


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Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.


Board of directors
as of 02/22/2022
SOURCE: Self-reported by organization
Board chair

John Dew

Expeditors International (Retired)

Term: 2019 - 2021

Margaret Griffiths


Paul Suzman


Valerie Nkamgang Bemo

Bill & Melinda Gates Foundation

John Dew

Expeditors International

Sena Kwawu


Rick Fant

Nexco, Inc.

Iyabo Tinubu-Karch

Swedish Medical Center/Zabico Global

Vivien Tsu

Department of Global Health at the University of Washington

Stephan Coonrod

K&L Gates

Fraser Black

Pioneer Square Investments

Simon Susman

Woolworths Holdings Limited

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 2/18/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation

No data


Equity strategies

Last updated: 02/02/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.