PANZI FOUNDATION
PANZI FOUNDATION
EIN: 27-1706063
as of November 2023
as of November 13, 2023
Programs and results
What we aim to solve
In eastern DRC, where Panzi Hospital is located, an estimated 40% of women have experienced sexual violence. Survivors of sexual violence face barriers to recovery including medical and psychological trauma, social stigma, and a lack of access to justice services. Over two decades, Panzi Hospital and Foundation (Panzi) has optimized a four-pillared holistic healing model to overcome these barriers that has reached more than 70,000 survivors of sexual violence. Indeed, in response to the complexity of conflict-related sexual violence, Panzi uses a multi-faceted approach to solving it: providing and expanding access to holistic, post-violence care; targeting its deep-rooted causes (e.g., participating in and organizing peace-building efforts, promoting female empowerment, mass community sensitization and education campaigns to encourage behaviour change, etc.); and widespread advocacy initiatives to ultimately end the use of sexual violence as a weapon of war in the DRC, and globally.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Support Survivors of Sexual Violence and Vulnerable Women
We fund survivors of sexual violence and other vulnerable women in the war-torn eastern region of the Democratic Republic of Congo. We combine access to life-saving medical treatment with therapy, job-skills training and literacy, and access to legal services. We also engage in strategic advocacy designed to raise awareness on gender equality and women's rights.
Where we work
External reviews

Photos
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Our results
How does this organization measure their results? It's a hard question but an important one.
Number of women counseled about Pap tests
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
Number of survivors of sexual violence who received medical treatment across all projects
This metric is no longer tracked.Totals By Year
Related Program
Support Survivors of Sexual Violence and Vulnerable Women
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
Number of pregnant women giving birth at a health facility
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of fistula surgeries performed
This metric is no longer tracked.Totals By Year
Related Program
Support Survivors of Sexual Violence and Vulnerable Women
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
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?
The Panzi Foundation has a broad portfolio of programs and projects that are driven by three major underlying
themes: providing care, expanding access to care, and ending rape as a weapon of war.
A. To provide compassionate, evidence-based and survivor centered care to survivors of sexual violence and
other vulnerable populations (e.g., maternal-child health) in conflict.
Programs/projects that have been established to accomplish this goal include:
• Providing physical care and medical treatment, particularly in cases of complex gynecological
complications, including fistulas and organ prolapse. This includes physician training programs to
increase provider capacity.
• Providing psychosocial support, child-care, and therapy programs at our “Maison Dorcas” after-
care and community center and other facilities.
• Training and educating survivors on entrepreneurship and life-skills necessary to reintegrate into
society (i.e., income-generating skills training, mutual solidarity groups)
• Mass sensitization campaigns to educate communities on sexual violence and reproductive health
and the importance of men’s engagement in this issue
• Providing legal support and representation to empower survivors to pursue justice
• Proactive programs to respond to emergent crises, including malnutrition and mass rapes.
B. To expand services to underserved communities across the DRC and internationally.
Ongoing armed conflict and an increasing number of survivors that require a broad continuum of care has
created an urgent need and demand for replication of the Panzi Model and One Stop Centers that provide
holistic care to additional, more rural geographical areas. The expansion of One Stop Centers to improve
access to holistic care and reproductive health services for the most vulnerable women and girls in DRC and
other regions of armed conflicts around the globe is a key goal for the future of Panzi.
C. To end the use of rape as a weapon of war.
This is the ultimate mission of Dr. Mukwege and Panzi Foundation. Programs/projects that have been
established to accomplish this goal include:
• Combatting the root drivers of sexual and gender-based violence via both local and international
advocacy and prevention efforts
• Mass sensitization campaigns targeted at high-violence areas via mobile clinics, radio campaigns,
education campaigns (e.g., positive masculinity and consent)
• Increasing capacity and visibility of women’s leadership in the country and in individual
communities (i.e., women’s empowerment programs)
• Peace-building initiatives to end chronic conflict as a root driver of sexual violence
• Tireless advocacy in the DRC, on the African continent, and in global forums to bring attention to
and inspire action against sexual violence in conflict, and its root cause
What are the organization's key strategies for making this happen?
Panzi’s projects and programs are all designed with long-term impact and sustainability at the forefront.
Panzi’sholistic, four-pillared model ensures that care for survivors does not stop once the physical consequences of sexual violence have been addressed. Instead, survivors are given access to multiple avenues of care that allow
them to fully rebuild their lives. Through Panzi’s holistic approach, survivors can seek justice, access ongoing
psychosocial support, education for their children, and socioeconomic support and training (e.g., job-skills and
trades training, financial and digital literacy training, creation of mutual solidarity groups for lasting community
and support, etc.). These programs promote the creation of foundations required for long-term livelihood
support for vulnerable survivors of sexual violence.
One Stop Centers are highly adaptable to local conditions and operate with a survivor-centered focus to ensure
that the care is relevant to the population it serves. For example, despite its initial purpose of addressing
conflict-related sexual violence, the Panzi team recognized the vast unmet need in their community for services
to treat other types of gender-based violence (e.g., intimate partner violence and harmful traditional practices)
and incorporated those needs into the One-Stop Model. Furthermore, One Stop Centers at Panzi are integrated
into existing health structures to avoid isolating survivors, thereby reducing the risk of stigmatization. The
integration of One Stop Centers into pre-existing health care systems also helps ensure sustainability of the
program post-conflict.
Finally, the inclusion of an advocacy agenda to Panzi’s programmatic approach ensures the potential for lasting
impact by promoting underlying behavior change and policy reform.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
Briefly, our upcoming five-year, which will cover the period from January
1st, 2022 to December 31, 2026. plan includes continued assistance for survivors of sexual violence using the
holistic model that includes the 4 pillars of holistic healing (medical, psychosocial, socioeconomic, legal). Given
the positive results achieved with this model so far, we plan to replicate it across the DRC and outside of the
DRC to bring care closer to other survivors and communities in need.
We will continue to organize mobile clinics for remote and isolated rural areas. We plan to continue organizing training and capacity building sessions for health care providers from other health facilities to assist survivors in areas where Panzi cannot reach. In this context, we plan to build a large training center in Bukavu for the holistic care of survivors of sexual and gender-based violence. All this work will be done with a survivor-centered approach.
We also plan to set up a training program for young university graduates called "Panzi Foundation Academy"
where the best finalists from universities will be enrolled for training on the vision and values of the Panzi
Foundation and its founder, Dr. Denis Mukwege. These young students will be trained in the Panzi Foundation's 4-pillared model of holistic care, as well as in humanitarian principles that will prepare them for advocacy in their professional life. Furthermore, this program will allow the Panzi Foundation access to a pool of human resources to which we can resort in case of vacancies, especially in the context of expansion and replication of its model.
This important work will only be sustainable if we also strengthen prevention efforts and the advocacy fight
against sexual and gender-based violence. In collaboration with these community leadership groups, we
will carry out important advocacy work and strengthen access to justice for survivors and the fight against
impunity for perpetrators. There will be no lasting peace or eradication of violence against women and girls
without justice; therefore, transitional justice mechanisms must be put in place and strengthened.
Our future plans also include strengthening the One Stop Centers and social centers that are already
operational in South Kivu. We will focus on sustainability of current programs and achievements and rethink our
approach to socioeconomic reintegration to improve long-term impact in the lives of beneficiaries and their
communities. We plan to continue developing innovative and transformative approaches to healing, including
innovative therapies (i.e., music therapy), and sustainable income generating activities for survivors (i.e., jewelry
making, solar mechanics, etc.).
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We act on the feedback we receive, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
77.23
Months of cash in 2022 info
7.1
Fringe rate in 2022 info
8%
Funding sources info
Assets & liabilities info
Financial data
PANZI FOUNDATION
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of PANZI FOUNDATION’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $76,267 | $257,063 | -$156,786 | $1,321,203 | $732,233 |
As % of expenses | 12.0% | 25.3% | -8.8% | 111.9% | 41.4% |
Unrestricted surplus (deficit) after depreciation | $76,183 | $257,017 | -$156,786 | $1,321,203 | $732,233 |
As % of expenses | 12.0% | 25.3% | -8.8% | 111.9% | 41.4% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $709,575 | $1,271,690 | $1,633,769 | $2,502,259 | $2,502,784 |
Total revenue, % change over prior year | -23.1% | 79.2% | 28.5% | 53.2% | 0.0% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.1% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 100.0% | 100.0% | 100.0% | 100.0% | 99.9% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $633,308 | $1,014,627 | $1,790,555 | $1,181,056 | $1,770,551 |
Total expenses, % change over prior year | -23.7% | 60.2% | 76.5% | -34.0% | 49.9% |
Personnel | 18.4% | 25.5% | 9.0% | 15.9% | 12.1% |
Professional fees | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.6% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 60.8% | 56.2% | 84.1% | 68.0% | 65.3% |
All other expenses | 20.8% | 18.3% | 6.9% | 16.1% | 22.0% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $633,392 | $1,014,673 | $1,790,555 | $1,181,056 | $1,770,551 |
One month of savings | $52,776 | $84,552 | $149,213 | $98,421 | $147,546 |
Debt principal payment | $0 | $0 | $0 | $50,000 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $686,168 | $1,099,225 | $1,939,768 | $1,329,477 | $1,918,097 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 7.8 | 7.1 | 3.9 | 5.9 | 7.1 |
Months of cash and investments | 7.8 | 7.1 | 3.9 | 5.9 | 7.1 |
Months of estimated liquid unrestricted net assets | 9.4 | 8.9 | 4.0 | 19.5 | 17.9 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $410,291 | $604,425 | $580,872 | $579,283 | $1,050,805 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $169,847 | $196,026 | $574,357 | $1,416,229 | $1,628,250 |
Gross land, buildings, equipment (LBE) | $424 | $424 | $424 | $424 | $424 |
Accumulated depreciation (as a % of LBE) | 89.2% | 100.0% | 100.0% | 100.0% | 100.0% |
Liabilities (as a % of assets) | 14.9% | 6.2% | 48.6% | 4.2% | 1.3% |
Unrestricted net assets | $493,956 | $750,973 | $594,187 | $1,915,390 | $2,647,623 |
Temporarily restricted net assets | $0 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
Total net assets | $493,956 | $750,973 | $594,187 | $1,915,390 | $2,647,623 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
Dr. Denis Mukwege
Dr. Denis Mukwege is the co-founder and president of Panzi Hospital and Foundations which treats survivors of sexual violence in the Democratic Republic of Congo. He founded the hospital in 1999 as a clinic for gynecological and obstetric care, and expected to be working on issues of maternal health. Since 1999, however, Dr. Mukwege and his staff have helped to care for more than 50,000 survivors of sexual violence. The hospital not only treats survivors with physical wounds, but also provides legal, and psycho-social services to its patients. Even patients who cannot afford post-rape medical care are treated without charge at Panzi Hospital. Dr. Mukwege has been fearless in his efforts to increase protections for women and to advocate that those responsible for sexual violence be brought to justice, including the Congolese government and militia groups laying siege to eastern DRC.
He has been the recipient of numerous awards worldwide, including the 2018 Nobel Peace Prize.
Number of employees
Source: IRS Form 990
PANZI FOUNDATION
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
PANZI FOUNDATION
Board of directorsas of 05/31/2023
Board of directors data
Edward Sullivan
Fred Kramer
Alyssa Newman
Stephanie March
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
No data
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data