Working to improve the health of disadvantaged people since 1925
We have been working to improve the health of disadvantaged people since 1925. In all that time we have constantly adapted our methods to suit the changing landscape of development and the needs of our beneficiaries. To continue to make a real difference, we nurture and safeguard the four competencies that form the core of our work.
 We strengthen the lobby & advocacy, organisational and thematic capacities of local CSOs
Our work is rooted in local communities. In the many years Simavi has been active, we’ve built up an extensive network of reliable and capable local partners in the nine countries where we work. We’ve acquired a deep understanding of the religious, ethnic and cultural sensitivities in every community we work with, which is vital in implementing community-based programmes that can achieve lasting change.
We strengthen our local partners’ capacity to ensure the community’s demands are voiced to influence regional, national and international stakeholders within applicable legislative and regulatory parameters. We make sure they have the organisational capacity needed to implement projects and programmes correctly and effectively. And we provide the thematic knowledge our partners need to take a sustainable approach to SRHR and WASH.
 We create synergies and partnerships
We’ve established extensive local and international networks in SRHR, WASH and beyond. We look to create new synergies and partnerships within our networks, bringing together partners whose expertise complements each other. We’re equally at home working with the private sector, government agencies, international foundations, knowledge organisations, CSO networks, local partner CSOs and the people using health services.
 We know how to manage complex programmes
We manage programmes that are designed to reach entire regions and districts. We bring organisations together to co-create SRHR and WASH solutions, and are as such the linking pin between organisations and areas of expertise. These international alliances and consortia include multiple stakeholders and enable us to reach scale. For example, we lead the Going for Gold programme, a five-year programme with three consortium partners and a budget of €7 million in two African countries. Together with a Bangladeshi media and communication agency and Dutch research organisation, Simavi (in the lead) started the Ritu programme, a three-year menstrual hygiene management programme with a total budget of €3.5 million in Bangladesh (see section 2.3). We also continued in our role as the lead agency of the WASH Alliance International, a consortium that submitted a proposal for a multi-year, multi-million WASH programme in seven countries; and we continued to lead MKAJI, a six-year, $8 million programme in Tanzania funded by the Swiss Agency for Development and Cooperation.
 We are a learning organisation focusing on impacte
Simavi does not shirk its responsibility to demonstrate the impact of our work – for two reasons. First, it is important to test our vision and Theory of Change in the light of its impact. Second, we want to show the impact of our work to the donor community, the public and the development sector. We are responding to the trend of evidence-informed programming by defining a new vision on monitoring & evaluation that matches our new Theory of Change and by putting stronger emphasis on setting up core interventions in an evidence-informed manner.