The year 2024 represented a period of change and evolution.
During this time, we stopped to reflect on our path, always keeping the reproductive agenda in Latin America and the Caribbean as our horizon. A year in which we continued tending our garden:we learned from previous experiences, cultivated new alliances and germinated seeds that today flourish, and that we want to share through this living document.
Internally, Ipas LAC continued to grow as a result of an ongoing process of deep reflection that led to a new alignment of roles and objectives based on our Theory of Change. In this way we strategically strengthened our alliances and collaborations with key actors. Undoubtedly, all that was achieved during this year represented a path full of hope.
Everything we planted and grew this year was rooted in hope and possibility. Though there is still much work to be done to ensure universal access to SRHR, including safe abortion, throughout the region, Ipas LAC is not alone. We are on this journey with all of you, and it is one built on mutual trust, shared purpose, and sustained partnership. Today, we take a deep breath and gather strength to continue the journey.
We work to engage and transform communities and societies so that all women and people who can become pregnant can fully exercise their SRHR and choose whether to have children and how many children to have free from coercion, violence, and abuse.
We do this work so that SRHR are universally protected and guaranteed for everyone.
We do this work in partnership with others to imagine possibilities and build a more just world.
This report tells the story of what we planted and grew in partnership with others— community members, activists, advocates, medical associations, health facilities and providers, and donors.
We invite you to witness everything we nurtured—blooming with freedom and joy.
With gratitude,
The Ipas LAC team.
Ipas Latin America and the Caribbean (Ipas LAC) is a regional organization and proud member that works across the Americas, Africa, and Asia. Our goal is clear: to ensure that all women and people who can become pregnant can make and act on reproductive choices freely and safely. Ipas LAC works in Argentina, Colombia, Chile, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Mexico, and Nicaragua. Across these countries, we work closely with civil society organizations, government institutions, and other strategic partners to prevent unwanted pregnancies and guarantee access to contraception and safe, legal abortion.
At Ipas LAC, we developed a theory of change (ToC) to guide us in planning our garden and sowing seeds of learning and growth. This comprehensive framework guides every decision and action, ensuring alignment with our own goals and maximizing our regional impact.
Our strategic pillars, representing the roots from which we grow, are:
These roots grow deeper and stronger thanks to strategic partnerships with diverse actors that continue to nurture our work, helping it grow and thrive.
To build a responsive, balanced, and sustainable abortion ecosystem, we share eight key programming components that are represented by petals.
Individual knowledge
and agency
Community social norms
and support
Health
information
Health workforce
and service delivery
Commodities
Financing
Political support and leadership
Policy and legislation
As we partner with diverse actors and institutions and tend to our collective garden—represented by the sustainable abortion ecosystem—these flowers transform into fruits that sustain health and well-being.
Here, we share individual testimonies that speak to the fruits of our collective efforts.
At Ipas LAC, we remain good stewards of this essential resource and committed to financial management that is responsible, transparent, and ethical. We comply with all legal, administrative, and ethical requirements to ensure that every resource entrusted to us is used strategically, efficiently, and with impact.
This steady flow of support allows us to keep cultivating a future where everyone can fully exercise their SRHR.
In the past year, we allocated 95% of our resources to programmatic activities and only 5% to operating costs, reflecting our priority to maximize the impact of each investment.
