IPAS
EIN: 56-1071085
Mission
We believe in a world where every woman and girl has the right and ability to determine her own sexuality and reproductive health. We work globally to ensure that women and girls have improved access to and use of safe abortion and contraceptive care.
Ruling year
1974
President & CEO
Dr. Anu Kumar
Main address
PO Box 9990
Chapel Hill, NC 27515 USA
EIN
56-1071085
Reproductive health care
Family planning
Human rights
Reproductive rights
Women's rights
Population served
Women and girls
Low-income people
NTEE code
Reproductive Rights (R61)
Women's Rights (R24)
International Human Rights (Q70)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Affiliations
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Ipas works to advance reproductive justice by expanding access to abortion and contraception, using a comprehensive approach that addresses health, legal and social systems. We believe every person should have the right to bodily autonomy and be able to determine their own future. Across Africa, Asia and the Americas, we work with partners to ensure that reproductive health services, including abortion and contraception, are available and accessible to all.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Abortion Care
Ipas works globally to advance reproductive justice by expanding access to abortion and contraception, using a comprehensive approach that addresses health, legal and social systems. We believe every person should have the right to bodily autonomy and be able to determine their own future. Across Africa, Asia, and the Americas, we work with partners to ensure that reproductive health services, including abortion and contraception, are available and accessible to all.
Where we work
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsTotal number of Access Points
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Total Access Points includes total intervention sites and Abortion Self-Care (ASC) access points
Number of contraceptive services
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Total number of contraceptive services includes postabortion family planning services and services provided through stand-alone contraceptive interventions.
Number of health workers who received clinical training or orientation
This metric is no longer tracked.Totals By Year
Related Program
Abortion Care
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of health workers trained or oriented by Ipas to provide CAC/PAC/FP
Number of people who received safe abortion care or postabortion care at Ipas-intervention sites
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
Recognizing that many factors influence an individual’s ability to access abortion, we work with partners across systems, institutions and communities to design, implement and assess sustainable abortion care. In a sustainable abortion ecosystem, local stakeholders are accountable and committed to abortion rights and responsive to everyone’s abortion needs. People have the information they need to make decisions about abortion and reproduction, there is community and political support for human rights and abortion access, there are strong health systems and a trained workforce, and there are laws and policies that support comprehensive abortion care, sexual and reproductive health, and bodily autonomy.
Our approach to building these ecosystems is rooted in the understanding that there are four main “drivers” integral to achieving sustainability: human rights and equity, partnerships and collaboration, local expertise, and ownership and accountability.
What are the organization's key strategies for making this happen?
To advance our mission, Ipas uses a comprehensive, multi-faceted approach, incorporating work in the health, social, and legal sectors. We work in areas of the world with the most need, in health systems and with governments, with partners and communities, to ensure people who can become pregnant get what they need. And we know that access to abortion care can only be a reality if society supports their needs and desires through laws that uphold their rights, systems that meet their needs, and families and communities that value their wishes and respect their decisions. To that end, Ipas partners with advocacy groups, donors, and health organizations to help bring about a world where every person who can become pregnant has the right and ability to determine their own sexuality and reproductive health.
What are the organization's capabilities for doing this?
For nearly five decades, Ipas has put abortion front and center in all we do. Ipas is the only international organization solely focused on expanding access to abortion and contraception. Ipas has offices in 18 .countries, and we support programs in more than 20 additional countries. Ipas country offices are staffed with multi-disciplinary teams of local experts, and our US office supports the work of our country programs and leads global advocacy efforts.
We know the right to an abortion is not a standalone right. It depends upon people also having other human rights: to health, to equality, to live free from violence and discrimination. That’s why Ipas works with diverse local, regional and international partners toward the goal of reproductive justice: a world where all human rights are respected, protected and fulfilled. We strive to integrate abortion rights into the broader movements for health-care access, gender equality and social justice.
What have they accomplished so far and what's next?
Since our founding in 1973, Ipas's comprehensive efforts have improved women's health, increased access to safe abortion, and protected women's rights to make their own reproductive health decisions. In the last decade, Ipas and our partners have made tremendous progress.
In addition to many other accomplishments, Ipas has:
- Designed, manufactured and distributed the Ipas manual vacuum aspirator (MVA) instrument in 1974 for early safe abortion and treatment of complications from unsafe abortion. The MVA is
reusable, non-electric, and portable, making it ideal for use worldwide—from U.S. emergency
rooms and Planned Parenthood clinics to remote villages in developing countries.
- Working with the governments and partners, Ipas advocated for legalization of abortion in
Nepal in 2004. Supported expansion of reproductive health-care training in Nepal starting in
2004, resulting in access to skilled providers in every district in the country. Then, in 2015, we
partnered with the Ministry of Health and Population to successfully advocate for free abortion
services for all public health clinic patients in Nepal.
- Advocated with policymakers and motivated public support for the successfully liberalized
abortion law in Ethiopia (2006). Similar advocacy efforts are ongoing in other countries around
the world.
- Drafted the original World Health Organization (WHO) Clinical and Technical Guidance on
Treatment of Abortion Complications and Clinical and Technical Guidance on Safe Abortion in
partnership with the WHO.
Ipas will continue to train abortion providers, support health systems, and work with partners to ensure high-quality safe abortion services are available, accessible and meet women's needs. We will also work to find innovative ways to connect women and girls with the health information they need, and advocate around the world for safe, legal abortion.
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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Who are the people you serve with your mission?
We serve people across the globe who need contraception and comprehensive abortion care.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, 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 identify where we are less inclusive or equitable across demographic groups, 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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What significant change resulted from feedback?
We have been working closely with the communities we serve to better incorporate user-centered design into our project design processes. This means that in general our intervention and projects better reflect the needs, desires, and context of the beneficiaries we serve. We also routinely implement client feedback mechanisms such as Client Exit Interviews. A recent example of changes resulting from this feedback is that we worked with providers to ensure there were no 3rd party consent restrictions affecting access to care. We heard directly from clients that this was impeding on access to care and were able to work with providers to make changes since there was no legal basis for restricting access
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Which of the following feedback practices does your organization routinely carry out?
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 look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
16.28
Months of cash in 2022 info
16.8
Fringe rate in 2022 info
39%
Funding sources info
Assets & liabilities info
IPAS
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
IPAS
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
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: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of IPAS’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 | $5,677,757 | $3,399,444 | $8,859,881 | $16,195,784 | $952,129 |
| As % of expenses | 8.9% | 5.0% | 13.2% | 33.0% | 1.8% |
| Unrestricted surplus (deficit) after depreciation | $5,383,175 | $3,093,124 | $8,531,796 | $15,999,915 | $892,136 |
| As % of expenses | 8.4% | 4.5% | 12.7% | 32.4% | 1.7% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $97,741,132 | $87,963,593 | $44,922,385 | $64,441,260 | $66,162,811 |
| Total revenue, % change over prior year | 102.4% | -10.0% | -48.9% | 43.5% | 2.7% |
| Program services revenue | 8.7% | 4.6% | 10.7% | 5.0% | 3.7% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.3% | 0.8% | 1.3% | 0.5% | 1.0% |
| Government grants | 21.3% | 35.9% | 13.2% | 72.3% | 41.6% |
| All other grants and contributions | 69.6% | 58.2% | 70.8% | 25.8% | 53.6% |
| Other revenue | 0.0% | 0.5% | 3.9% | -3.5% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $64,049,146 | $68,032,620 | $67,033,523 | $49,137,186 | $51,593,735 |
| Total expenses, % change over prior year | 1.5% | 6.2% | -1.5% | -26.7% | 5.0% |
| Personnel | 46.3% | 45.8% | 51.6% | 48.1% | 45.0% |
| Professional fees | 16.2% | 14.8% | 13.7% | 14.9% | 13.1% |
| Occupancy | 3.2% | 3.1% | 3.3% | 2.9% | 2.7% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 3.4% | 7.0% | 6.6% | 10.1% | 10.9% |
| All other expenses | 30.8% | 29.3% | 24.7% | 23.9% | 28.2% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $64,343,728 | $68,338,940 | $67,361,608 | $49,333,055 | $51,653,728 |
| One month of savings | $5,337,429 | $5,669,385 | $5,586,127 | $4,094,766 | $4,299,478 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $596,319 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $70,277,476 | $74,008,325 | $72,947,735 | $53,427,821 | $55,953,206 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 6.3 | 9.0 | 11.6 | 13.8 | 16.8 |
| Months of cash and investments | 8.3 | 11.2 | 13.2 | 17.9 | 20.1 |
| Months of estimated liquid unrestricted net assets | 4.0 | 4.4 | 6.0 | 12.2 | 11.9 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $33,509,511 | $51,030,663 | $64,976,802 | $56,370,941 | $72,164,867 |
| Investments | $10,857,156 | $12,405,428 | $8,826,580 | $16,760,106 | $14,149,228 |
| Receivables | $85,729,398 | $84,454,256 | $48,560,587 | $60,381,679 | $53,455,569 |
| Gross land, buildings, equipment (LBE) | $2,287,277 | $2,285,689 | $2,272,392 | $870,459 | $892,841 |
| Accumulated depreciation (as a % of LBE) | 46.8% | 57.8% | 60.5% | 68.7% | 71.3% |
| Liabilities (as a % of assets) | 5.3% | 4.4% | 5.8% | 3.6% | 3.8% |
| Unrestricted net assets | $22,806,156 | $25,899,280 | $34,431,076 | $50,430,991 | $51,323,127 |
| Temporarily restricted net assets | $102,407,784 | $117,360,353 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $102,407,784 | $117,360,353 | $82,664,507 | $79,297,712 | $84,191,327 |
| Total net assets | $125,213,940 | $143,259,633 | $117,095,583 | $129,728,703 | $135,514,454 |
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 & CEO
Dr. Anu Kumar
Dr. Kumar joined Ipas in 2002 as Executive Vice President. In that role, she had oversight of Ipas’s fundraising and communications efforts, started a new technical area working with communities and pioneered work on abortion stigma. In 2016, she became Ipas’s first Chief Strategy and Development Officer and lead the organizational strategic planning process, along with fundraising, partnership development and technical innovation. She currently serves on the Board of Directors of Planned Parenthood South Atlantic. Prior to joining Ipas, Dr. Kumar served for seven years as senior program officer in the Population and Reproductive Health program of the John D. and Catherine T. MacArthur Foundation. Dr. Kumar has a master’s degree and a PhD in anthropology and a master’s degree in public health from the University of North Carolina at Chapel Hill.
Number of employees
Source: IRS Form 990
IPAS
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
IPAS
Highest paid employeesSOURCE: IRS Form 990
Compensation data
IPAS
Board of directorsas of 04/25/2023
Board of directors data
Ishita Chaudhry
Lilian Abracinskas
Mujer Y Salud
Yirgu Gebrehiwot
Addis Ababa University
Piper Orton
Wellesley College
Sandeep Prasad
Action Canada for Sexual Health and Rights
Manju Badlani
Laurie G. Campbell
Bank of America Merrill Lynch
Linda DeNicola
ASIS International
Ishita Chaudhry
Trish Karlin
Elizabeth Glaser Pediatric AIDS Foundation
Hans Linde
RFSU
Hayford Mensah
Kids in Need of Defense (KIND)
Monica Oguttu
Kisumu Medical and Education Trust (KMET)
Mario Pecheny
National Council of Scientific and Technical Research, Argentina
Carlos Plazas
Planned Parenthood of Maryland
John Stanback
FHI360
Louise Winstanly
The University of North Carolina
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? Yes -
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
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 04/07/2022GuideStar 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 employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- 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.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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