International Women's Health Coalition
A Bold and Independent Voice for the Rights of Women and Girls
Programs and results
What we aim to solve
IWHC was founded in 1984 by Joan Dunlop with the recognition that women’s and girls’ human rights, health, and equality are essential to social, environmental, and economic justice for all. While public attention to the health and economic empowerment of women and girls is at an all-time high, attacks on the rights of women and girls have continued unabated in many places around the world, and funding for women’s rights groups is decreasing. In this difficult context, IWHC’s support for women’s groups, and focus on policy advocacy, are more important than ever. IWHC ensures that women’s voices are heard by providing financial and technical support to local feminist organizations that undertake advocacy for law and policy change; and by leading its own direct, high-impact advocacy to shape global norms and policies on sexual and reproductive health and rights. The evidence is clear that strong women’s movements are critical to progress on gender equality and women’s human rights.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Grantmaking
IWHC’s grantmaking invests in feminist organizations over the long-term, supporting leaders who are advancing women's sexual and reproductive health and rights in more than 40 countries across Africa, Asia,
Eastern Europe, Latin America, and the Middle East.
Policy and Advocacy
IWHC's policy and advocacy expertise, honed over three decades of activism, continues to deliver hard-won gains at the UN, with the United States government, and
elsewhere that reflect the priorities of women and girls worldwide. IWHC does not shy away from so-called “controversial” issues such as safe abortion or the right of
adolescent girls to information about their bodies.
Women's Movements
IWHC strengthens women’s movements by supporting women and young people with advocacy tools and training. IWHC ensures that these movements are sustainable, and that feminist leaders can build on progress, by capturing lessons learned, generating new ideas, and reframing debates.
Where we work
External reviews

Photos
Videos
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
IWHC’s vision is a just and sustainable world where all people, regardless of gender, enjoy their human rights and health, and have power over their lives. In order to achieve gender justice, IWHC advances the sexual and reproductive health and rights of women and adolescent girls through concrete organizational goals:
Goal 1: Feminist movements are resourced, intersectional, and powerful; have leadership that is diverse and inclusive; and work in cross-movement coalitions
Goal 2: The development of norms, laws, policies, and discourses that advance abortion as a human right
Goal 3: The development of norms, laws, policies, and discourses that advance the right of women, girls, and marginalized people to celebrate and make decisions about their sexuality and reproduction
Goal 4: Ensure IWHC has the profile, agility, coordination, and values alignment to lead the fight for gender justice worldwide
What are the organization's key strategies for making this happen?
IWHC conducts its work through three main approaches. First, the organization provides grants, technical assistance, and mentorship to women leaders and women’s rights organizations in Africa, Asia, Eastern Europe, Latin America, and the Middle East that are working to advance women’s and girls’ health and rights at local and regional levels. Second, at the international level, IWHC brings pioneering ideas, evidence, and expertise to the forefront of multilateral negotiations on women’s rights and health, playing an active role in New York City at the United Nations headquarters, and in Washington, DC. Third, IWHC amplifies the voices of its partners and documents lessons from its work, and from across the women’s sexual and reproductive health and rights movement. By working closely with women’s organizations around the world, IWHC gains the perspectives of women on the ground and helps make their voices heard in the halls of power at global-level policy negotiations.
What are the organization's capabilities for doing this?
IWHC’s model of feminist organizing, financial and technical support, and direct advocacy are well suited to respond to the challenges that women and girls face today in achieving gender equality. Autocrats around the world have accelerated their crackdown on civil society groups, and the closing space spells disaster for women and girls globally. In this context, IWHC brings:
A flexible funding model and commitment to trust-based grantmaking, which allows the organization to strengthen women-led movements, and fund in countries where civil society repression is widespread.
A long track record in advocacy that informs a belief in the triumph of movements under threat. IWHC’s history and expertise in the women’s movement—including its role at ICPD and the Fourth World Conference on Women, as well as during the recent negotiations of the SDGs—reinforce its understanding of the importance and value of hard-won international norms and standards. IWHC has access to influential leaders who seek out the organization for its advice and counsel, and is able to directly impact the positions taken by countries in global negotiation spaces.
Legitimacy as an advocate, both in the US and at the UN, because of its grantmaking experiences, including decades-long grantmaking and relationships with partners in key countries such as Brazil and Nigeria, and because of its research and learnings from the global movement. IWHC learns from its partners that have long operated in repressive and authoritarian countries, and this experience informs its outlook and work.
A commitment to feminist knowledge generation and research on critical and emergent SRHR themes, such as the Global Gag Rule, and provider refusals to provide abortion services. This research is grounded in its grantees’ expertise and experiences, and serves to inform the field and drive advocacy. IWHC creates spaces where activists across the SRHR movement can safely explore ideas, test their knowledge, and shape new frameworks and strategies for advocacy.
The ability to make and support connections between activists and policy makers in global spaces. This helps combat “closing spaces,” and protects civil society organizations and individual activists.
An understanding of SRHR through the lens of interconnected struggles across the globe. IWHC’s global reach and intersectional approach are powerful, and prioritize historically marginalized communities. IWHC plays a key role in bridging and connecting movements through knowledge building and convening opportunities and by connecting activists facing similar challenges.
What have they accomplished so far and what's next?
For over 35 years, IWHC has sustained and strengthened women’s movements—specifically the movement for SRHR, a dynamic part of global feminist organizing. To fully achieve their human rights, women and girls must be able to exercise their right to control their bodies, fertility, and sexuality. IWHC has:
• Provided $35 million in funding to 220 local women’s organizations and 630 feminist activists across Africa, Asia, Eastern Europe, Latin America, and the Middle East.
• Trained more than 250 young women across 54 countries since 2007 through its Advocacy in Practice program.
• Played a key role in negotiating the UN 2030 Agenda for Sustainable Development and its Sustainable Development Goals, ensuring a focus on gender equality throughout the goals.
Given the need for investment in global women’s rights organizations, and the importance of policy advocacy toward advancing gender equality, IWHC aspires to increase significantly its support to the women’s movement in the global South, as well as grow its own advocacy for sexual and reproductive health and rights over the coming five years.
Financials
Unlock nonprofit financial insights that will help you make more informed decisions. Try our 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.
Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
SubscribeBuild 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.
Connect with nonprofit leaders
SubscribeBuild 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.
International Women's Health Coalition
Board of directorsas of 08/25/2020
Ms. Kathleen Regan
The Commonwealth Fund
Term: 2019 -
Debra Diniz
Co-Founder, ANIS: Institute of Bioethics, Human Rights and Gender, and Professor, University of Brasilia, Brazil
Susan Nitze
President Emerita, Girl Scout Council of Greater New York
Marnie Pillsbury
Philanthropic Advisor
John E. Craig
Former Executive Vice President and Chief Operating Officer, Commonwealth Fund
Catherine A. Gellert
Partner, Windcrest Partners
Brian A. Brink
Former Chief Medical Officer, Anglo American plc, South Africa
Stuart C. Burden
Vice President, Silicon Valley Community Fund
Alexander M. Farman-Farmaian
Partner, Vice Chairman, and Portfolio Manager, Edgewood Management LLC
Françoise Girard
President, International Women's Health Coalition
Christine H. Grumm
Chris Grumm Consulting Group
Matthew G. Hurd
Partner, Sullivan & Cromwell LLP
Sandra G. Lawson
Managing Director, Goldman Sachs
Sisonke Msimang
Writer and Activist, Columnist for the Daily Maverick, South Africa and Australia
Aryeh Neier
President Emeritus, Open Society Foundations
Diana L. Taylor
Vice Chair, Solera Capital LLC
George Biddle
Chairman of World Connect
Helena Choi
Former Program Officer in the Global Development and Population Program, William and Flora Hewlett Foundation
Kirtna Pai
Co-Founder, Opis Partners
Kathleen Regan
Executive Vice President and Chief Operating Officer, Commonwealth Fund
Sarah Billinghurst Solomon
Former Assistant General Manager, Artistic, Metropolitan Opera
Fadekemi Akinfaderin
Senior Program Officer, Prospera
Michi Jigarjian
President, Baxter St at CCNY
Jameela Pedicini
Executive Director, Climate Finance Initiatives at Bloomberg LP
Board leadership practices
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 ? No -
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