CARE (relief agency)
||A major contributor to this article appears to have a close connection with its subject. (February 2015)|
|Type||International humanitarian agency|
|Structure||Confederation of thirteen National Members and one Affiliate Member|
|Leadership||Robert Glasser, Secretary General
Abby Maxman, Deputy Secretary General
|Governance||Ralph Martens, CARE International Chairperson|
|Field||Disaster relief and development aid|
|Scope||Working in 90 countries, operating 880 projects (2014)|
CARE (Cooperative for Assistance and Relief Everywhere) is a major international humanitarian agency delivering broad-spectrum emergency relief and long-term international development projects. Founded in 1945, CARE is nonsectarian, impartial, and non-governmental. It is one of the largest and oldest humanitarian aid organizations focused on fighting global poverty. In 2014, CARE reported working in 90 countries, supporting 880 poverty-fighting projects and humanitarian aid projects, and reaching over 72 million people.
CARE's programmes in the developing world address a broad range of topics including emergency response, food security, water and sanitation, economic development, climate change, agriculture, education, and health. CARE also advocates at the local, national, and international levels for policy change and the rights of poor people. Within each of these areas, CARE focuses particularly on empowering and meeting the needs of women and girls and on promoting gender equality.
CARE International is a confederation of thirteen CARE National Members and one Affiliate Member, each of which is registered as an autonomous non-profit non-governmental organization in the country. The thirteen CARE National Members are CARE Australia, CARE Canada, CARE Danmark, CARE Deutschland-Luxembourg, CARE France, CARE India, CARE International Japan, CARE Nederland, CARE Norge, CARE Österreich, Raks Thai Foundation (CARE Thailand), CARE International UK, and CARE USA. The CARE Affiliate Member is CARE Peru. Programs in developing countries are usually managed by a Country Office, but CARE also supports projects and may respond to emergencies in some countries where they do not maintain a full Country Office.
- 1 History
- 2 CARE today
- 3 References
- 4 External links
1945–1949: Origins and the CARE Package
CARE, then the Cooperative for American Remittances to Europe, was formally founded on November 27, 1945 and was originally intended to be a temporary organization. World War II had ended in August of the same year. After pressure from the public and Congress, President Harry S. Truman agreed to let private organizations provide relief for those starving due to the war. CARE was initially a consortium of twenty-two American charities (a mixture of civic, religious, cooperative, and labour organizations) with the purpose of delivering food aid to Europe in the aftermath of World War II.
CARE's food aid took the form of CARE Packages, which were at first delivered to specific individuals: Americans paid $10 to send a CARE Package of food to a loved one in Europe, often a family member. President Truman bought the first CARE package.:p.1 CARE guaranteed delivery within four months to anyone in Europe, even if they had left their last known address, and returned a signed delivery receipt to the sender. Because European postal services were unreliable at the time these signed receipts were sometimes the first confirmation that the recipient had survived the war.
The first CARE Packages were in fact surplus “Ten-in-One” US army rations packs (designed to contain a day's meals for ten people). In early 1946 CARE purchased 2.8 million of these warehoused rations packs, originally intended for the invasion of Japan, and began advertising in America. On May 11, 1946, six months after the agency's incorporation, the first CARE Packages were delivered in Le Havre, France. These packages contained staples such as canned meats, powdered milk, dried fruits, and fats along with a few comfort items such as chocolate, coffee, and cigarettes. (Several on the CARE Board of Directors wished to remove the cigarettes, but it was deemed impractical to open and reseal 2.8 million boxes.) 1946 also marked CARE's first expansion out of the US with the establishment of an office in Canada.
By early 1947 the supply of "Ten-in-One" ration packs had been exhausted and CARE began assembling its own packages. These new packages were designed with the help of a nutritionist. They did not include cigarettes and were tailored somewhat by destination: Kosher packages were developed, and for example packages for England included tea rather than coffee, and packages for Italy included pasta. By 1949 CARE offered and shipped more than twelve different packages.
Although the organization had originally intended to deliver packages only to specified individuals, within a year CARE began delivering packages addressed for example "to a teacher" or simply "to a hungry person in Europe.":p.18 These unspecified donations continued and in early 1948 CARE's Board voted narrowly to officially move towards unspecified donations and to expand into more general relief. Some founding member agencies disagreed with this shift, arguing that more general relief would be a duplication of the work of other agencies, but donors reacted favourably, contributions increased, and this decision would mark the beginning of CARE’s shift towards a broader mandate.
Between the first deliveries of 1946 and the last European deliveries of 1956, millions of CARE Packages were distributed throughout Europe, over 50% of them to Germany  including many delivered as part of the Berlin airlift in response to the 1948 Soviet blockade of Berlin.
The US Agricultural Act of 1949 made surplus US agricultural products available to be shipped abroad as aid either directly by the US government or by NGOs including CARE. In 1954 Public Law 480, also known as the Food for Peace Act, further expanded the availability of surplus US food as aid. This act allowed CARE to expand its feeding programs and disaster relief operations considerably, and between 1949 and 2009 CARE used hundreds of millions of dollars' worth of surplus commodities in disaster relief and programs such as school lunch provision.
1949–1956: Transition out of Europe
Although the organization's mission had originally been focused on Europe, in July 1948 CARE opened its first non-European mission, in Japan. Deliveries to China and Korea followed, which CARE described as aid to areas "implicated by WWII".:p.119 In 1949 CARE entered the developing world for the first time, launching programs in the Philippines. Projects in India, Pakistan, and Mexico began soon after. 1949 also marked CARE's first expansion into non-food aid with the development of "self-help" packages containing tools for farming, carpentry, and other trades. In 1953, because of its expansion to projects outside Europe, CARE changed the meaning of its acronym to "Cooperative for American Remittances to Everywhere".
As Europe recovered economically, CARE faced the need to re-evaluate its mission: in 1955 several Board members argued that with the European recovery CARE's mandate was finished and the organization should dissolve. Other Board members however felt that CARE's mission should continue albeit with a new focus on the developing world. In July 1955 the Board of Directors voted to continue and expand CARE projects outside of Europe. Paul French, CARE's executive director at the time, resigned over the debate. Twenty-two of CARE's forty-two missions were closed, mostly in European countries, and efforts were concentrated on food distribution and emergency response in the developing world. In 1956 CARE distributed food to refugees of the Hungarian Revolution of 1956, and this would be among the last of CARE's operations in Europe for many years.
1957–1975: Transition into broader development work
With a broadened geographic focus came a broadened approach as CARE began to expand beyond its original food distribution program. In order to reflect these new broader aims, in 1959 CARE changed the meaning of its acronym a second time, becoming the "Cooperative for American Relief Everywhere". Reflecting this broadened scope, CARE became involved in 1961 with President John F. Kennedy's establishment of the Peace Corps. CARE was charged with selecting and training the first group of volunteers, who would later be deployed to development projects in Colombia. The Peace Corps assumed greater control over the training of Peace Corps Volunteers in subsequent missions, but CARE continued to provide country directors to the Peace Corps until CARE-Peace Corps joint projects ended in 1967.
In 1962 CARE merged with and absorbed the medical aid organization MEDICO, which it had been working closely with for several years previously. The merger considerably increased CARE's capacity to deliver health programming including trained medical personnel and medical supplies.
During this transition the original CARE Package was phased out. The last food package was delivered in 1967 and the last tools package in 1968. Over 100 million CARE Packages had been delivered worldwide since the first shipment to France. Although 1968 marked the official "retirement" of the CARE Package the format would occasionally be used again, for example in CARE's relief to the republics of the former Soviet Union and to survivors of the Bosnian War. The concept was also revived in 2011 as an online campaign encouraging donors to fill a "virtual CARE Package" with food aid and services such as education and healthcare.
1967 also marked CARE's first partnership agreement with a government: for the construction of schools in Honduras. Partnership agreements with governments led programmes to become country-wide rather than targeted only to a few communities. CARE's programmes during this era focused largely on the construction of schools and nutrition centres, and the continued distribution of food. Nutrition centres in particular would become one of CARE's major areas of concentration, linking with school feeding programs and nutrition education aimed at new mothers.
In 1975 CARE implemented a multi-year planning system, again allowing programmes to become both broader and deeper in scope. Projects became increasingly multi-faceted, providing for example not only health education but also access to clean water and an agricultural program to improve nutrition. The multi-year planning system also increased the scope for country-wide projects and partnerships with local governments. A 1977 project for example provided for the construction of over 200 pre-schools and kindergartens throughout Chile over several years, jointly funded by CARE and the Chilean Ministry of Education.
1975–1990: From CARE to CARE International
Although CARE had opened an office in Canada in 1946, it was not until the mid-1970s that the organization truly started to become an international body. CARE Canada (initially Care of Canada) became an autonomous body in 1973. In 1976 CARE Europe was established in Bonn following the successful fund-raising campaign "Dank An CARE" (Thanks to CARE). In 1981 CARE Germany was created and CARE Europe moved its headquarters to Paris. CARE Norway had been created in 1980, and CAREs in Italy and the UK were established. The popularity of CARE offices in Europe was attributed to the fact that many Europeans remembered receiving CARE assistance themselves between 1945 and 1955.
In 1979 planning began for the establishment of an umbrella organization to coordinate and prevent duplication among the various national CARE organizations. This new body was named CARE International and met for the first time on January 29, 1982, with CARE Canada, CARE Germany, CARE Norway, and CARE USA (formerly simply CARE) in attendance.
CARE International would expand significantly during the 1980s, with the addition of CARE France in 1983; CARE International UK in 1985; CARE Austria in 1986; and CARE Australia, CARE Denmark, and CARE Japan in 1987.
1990–present: Recent history
Along with broader development work CARE's projects in the 1980s and early 1990s focused particularly on agroforestry initiatives such as reforestation and soil conservation in eastern Africa and South America. CARE also responded to a number of major emergencies during this period, notably the 1983–1985 famine in Ethiopia and the 1991-1992 famine in Somalia.
The 1990s also saw an evolution in CARE's approach to poverty. Originally CARE had viewed poverty primarily as a lack of basic goods and services such as food, clean water, and health care. As CARE's scope expanded both geographically and topically this approach was expanded to include the view that poverty was in many cases caused by social exclusion, marginalization, and discrimination. In the early 1990s CARE adopted a household livelihood security framework which included a multidimensional view of poverty as encompassing not only physical resources but also social position and human capacities. As a result of this, by 2000, CARE had adopted a rights-based approach to development.
In the early 1990s CARE also developed what would become an important model for cooperative microfinance. This model is called the Village Savings and Loans Associations (VSLAs) and it began in 1991 as a pilot project run by CARE's Country Office in Niger. The pilot project was called Mata Masu Dubara (MMD) and CARE Niger developed the VSLA model by adapting the model of Accumulating Savings and Credit Associations (ASCAs). VSLAs involve groups of about 15-30 people who regularly save and borrow using a group fund. Member savings create capital that can be used for short-term loans and capital and interest is shared among the group at the end of a given period (usually about a year), at which point the groups normally re-form to begin a new cycle. Because the bookkeeping required to manage a VSLA is quite simple most groups successfully become independent (needing no outside management help) within a year and enjoy a high rate of long-term group survival. CARE has created over 40,000 VSLAs (over 1 million members total) across Africa, Asia, and Latin America and in 2008 launched Access Africa which aims to extend VSLA training to 39 African countries by 2018. The model has also been widely replicated in Africa and Asia and by other large NGOs including Oxfam, Plan International, and Catholic Relief Services.
In 1993 CARE, to reflect its international organizational structure, changed the meaning of its acronym for a third time, adopting its current name the "Cooperative for Assistance and Relief Everywhere". CARE also marked its 50th anniversary in 1994.
CARE expanded the confederation to twelve members in the early 2000s, with CARE Netherlands (formerly the Disaster Relief Agency) joining in 2001 and CARE Thailand (called the Raks Thai Foundation) joining in 2003, becoming the first CARE National Member in a developing country.
CARE's well-known "I am Powerful" campaign launched in the USA in September 2006 and was intended to bring public attention to the organization's long-standing focus on women's empowerment. CARE states that its programs focus on women and girls both because the world's poor are disproportionately female and because women's empowerment is thought to be an important driver of development. CARE also emphasizes that it considers working with boys and men an important part of women's empowerment, and that women's empowerment benefits both genders.
In 2007 CARE announced that by 2009 it would no longer accept certain types of US food aid worth some $45 million a year, arguing that these types of food aid are inefficient and harmful to local markets. Specifically, CARE announced that it would forego all monetized food aid (surplus US food shipped to charities in the developing world who then sell the food on the local market to finance development projects) and all food aid intended to establish a commercial advantage for the donor, and would increase its commitment to buying food aid locally. CARE also announced that it would no longer accept USDA food through Title 1 (concessional sales) or Section 416 (surplus disposal) because these programs are intended mainly to establish a commercial advantage for US agriculture.
In 2011 CARE added its first Affiliate Member, CARE India, and in 2012 the CI board accepted CARE Peru as CARE's second Affiliate Member. CARE India became a full member in November 2013.
CARE is currently one of the only major NGOs to make their database of project evaluations publicly available, and to regularly conduct a meta-analysis of evaluation methodologies and overall organizational impact.
CARE International is a confederation of thirteen CARE National Members and one Affiliate Member, coordinated by the CARE International Secretariat. The Secretariat is based in Geneva, Switzerland, with offices in New York and in Brussels in order to liaise with the United Nations and the European institutions respectively.
Each CARE National Member is an autonomous non-governmental organization registered in the country, and each Member runs programs, fundraising, and communications activities both in its own country and in developing countries where CARE operates. There are thirteen National Members and one Affiliate Member working towards full membership. The thirteen CARE National Members and one CARE Affiliate Member are:
|CARE Member||Joined the confederation as of:||Website|
|CARE India||2011 ||www.careindia.org|
|CARE International Japan||1987||www.careintjp.org|
|CARE Peru (Affiliate Member)||2012||www.care.org.pe|
|Raks Thai Foundation (CARE Thailand)||2003||www.raksthai.org|
|CARE International UK||1985||www.careinternational.org.uk|
|CARE USA (founding member: originally simply CARE)||1945||www.care.org|
In 2014 CARE was active in the following countries (as well as in Member and Affiliate countries):
|Region||Countries where CARE was active in 2014|
|Asia and Oceania||Afghanistan, Nepal, Bangladesh, Pakistan, Cambodia, Papua New Guinea, Philippines, India, Sri Lanka, Indonesia, Thailand, Laos, Timor-Leste, Vanuatu, Myanmar, Vietnam|
|Middle East and Eastern Europe||Armenia, Montenegro, Azerbaijan, Romania(Sera), Bosnia and Herzegovina, Serbia, Croatia, West Bank and Gaza Strip, Egypt, Yemen, Georgia, Jordan, Kosovo, Lebanon, Albania, Morocco, Syria, Tunisia|
|Africa||Côte d’Ivoire, Mali, Benin, Burundi, Mozambique, Cameroon, Niger, Chad, Sierra Leone, Somalia, Ghana, South Africa, Sudan,Lesotho, Togo, Liberia, Uganda, Madagascar, Zambia, Malawi|
|Latin America||Bolivia, Guatemala, Brazil, Haiti, Cuba, Honduras, Ecuador, Nicaragua, El Salvador, Honduras Peru, Mexico|
A total of 880 projects were carried out in these countries, with 72 million people reached. The breakdown by region was as follows:
|East & Central Africa||10,567,720||200|
|Latin America & Caribbean||961,272||128|
|Middle East & Europe||753,615||98|
For the fiscal year 2013, CARE reported a budget of more than 574 million Euros and a staff of 9,172 (96% of them local citizens of the country where they work).
A new CARE program strategy is taking shape in a period of change in the world and within CARE. CARE’s vision is of a world of hope, tolerance and social justice, where poverty has been overcome and all people live in dignity and security. Based on 70 years of experience in poverty – fighting and humanitarian action, the CARE 2020 Program Strategy describes the changes in the world CARE wants to see and its role in bringing about those changes. The purpose of the program strategy is to focus the various programs to clarify – both internally and externally – how CARE will contribute to eliminating poverty and social injustice.
CARE plays three roles for impacting on poverty and social injustice in its efforts to achieve lasting impact at scale and promote inclusive development. CARE works with partners and uses effective models and approaches to support the most marginalised communities to overcome poverty, social injustice and humanitarian crises. It then uses and applies the evidence and learning of our programs to influence broader change and to scale up effective solutions.
- Humanitarian action In emergencies, CARE responds to save lives, with special attention to the need of women and girls and the most marginalised. CARE’s humanitarian action includes preparedness and early action, emergency response and recovery, and encourages future resilience and equitable development.
- Promoting lasting change and innovative solutions CARE and partners trigger innovative solutions for sustainable development through supporting new ways of supplying or strengthening essential service delivery, building capacity, building resilience for reducing risk, and empowering women and girls. They are based on a deep, historical understanding of the drivers of poverty and social injustice in a particular context and tailored to the needs of the most marginalised. CARE has a special focus in the areas of rights to sexual and reproductive health; to a life free of violence; to food and nutrition security; and women’s economic empowerment.
- Multiplying impact All of CARE’s work seeks to impact in and beyond the communities in which the organization directly works. Together with partners CARE uses evidence, learning and innovation from our humanitarian action and long term-development programs to influence broader social change.
Based on 70 years of poverty fighting and humanitarian action CARE has defined an overarching approach for all programs: to tackle the underlying causes of poverty and social injustice and to bring lasting change to the lives of the poor and vulnerable people. The focus of these actions will be determined from analysing the underlying causes of poverty and drivers of change at all levels. CARE prioritises the following ways of addressing the underlying causes of poverty and social injustice.
- Strengthening gender equality and women’s voice CARE recognises that addressing gender inequality and women’s empowerment is an effective strategy for reducing poverty and tackling social injustice. CARE promotes the empowerment of women and girls, and engages with men and boys, to transform unequal power relations and address gender inequality, including gender based violence.
- Promoting inclusive governance CARE promotes good governance in three key areas of change: a) empowering poor people to know and act on their rights and represent their interests; b) influencing those in power, such as governments, traditional leaders and the private sector, to be more responsible, responsive and accountable; and c) brokering linkages and convening spaces which enable effective and inclusive relations and negotiation between the two.
- Increasing resilience CARE strengthens poor people’s capacity to absorb and adapt to shocks, manage growing risks, address underlying causes of vulnerability and transform their lives in response to new hazards and opportunities. A focus on strengthening resilience enables CARE to better integrate its humanitarian, disaster risk reduction, social protection, climate change adaptation, natural resource management and other development actions.
CARE´s Impact by 2020
CARE will work to achieve the following impacts:
- By 2020, CARE and our partners will support 150 million people from the most vulnerable and excluded communities to overcome poverty and social injustice
- 20 million people affected by humanitarian crises receive quality life-saving humanitarian assistance
- 100 million women and girls exercise their rights to sexual, reproductive and maternal health and a life free from violence
- 50 million poor and vulnerable people increase their food and nutrition security and their resilience to climate change
- 30 million women have great access to and control over economic resources
CARE programming falls into the following broad themes:
- Gender and women's empowerment: CARE lists the empowerment of women and girls as its first priority, and focuses its programming in other areas towards this. Last year, CARE’s projects reached more than 2.7 million women and men, with information and tools to identify power imbalances, facilitate women’s empowerment and promote equitable enjoyment of rights, roles and opportunities.In addition CARE worked in 50 countries by promoting support and access to services for survivors of sexual and gender-based violence and implementing prevention programs for awareness raising and adoption of non-violent behaviors.
- Food security: CARE provides emergency food aid and supports the prevention of malnutrition through demonstrating proper breast feeding, providing education focusing on the cultivation and preparation of nutritious food, and improving infrastructure.Last year, CARE improved food and nutrition security conditions for more than 2.6 million people, increasing capacities to produce and access quality food and promoting sustainable measures to increase the nutritional status of most vulnerable populations.
- Health: CARE's health programs are focused on maternal health and HIV/AIDS, but also address other areas such as nutrition, safe drinking water, health education, and training local health workers. Working closely with public service providers and communities in 44 countries, last year CARE supported more than 17.3 million people to access health care and education, some of them with specific attention to HIV/AIDS, tuberculosis, polio, malaria and other diseases. In sexual, reproductive and maternal health CARE worked with health public service providers and communities in 46 countries, reaching nearly 36.8 million women and men with information and access to sexual, reproductive and maternal health services, family planning counselling, prevention, detection and treatment of sexually transmitted infections, and maternal and neonatal care, including emergency obstetric care.
- Climate change: CARE engages in climate-change advocacy and supports local mitigation strategies such as promoting early warning systems, helping communities to draft evacuation plans, providing technical equipment and information, supporting reforestation, and working with local governments to reduce pollution. Last year, CARE worked with more than one million people developing adaptation and mitigation mechanisms to increase resilience, including the application of new and cleaner adaptive technologies and supporting compensatory mechanisms for reduction of greenhouse gas emissions.
- Education: CARE provides economic incentives to help parents keep their children in school, advocates for the importance of educating girls, and supports programs that ensure that girls receive a quality education and engage girls in extracurricular and leadership activities.Last year, CARE facilitated access to quality education and training for more than 1.4 million people in 54 countries.
- Water, sanitation and Hygiene (WASH): CARE builds and maintains clean water systems and latrines, and provides education about hygiene and water-borne illnesses. These programmes aim to reduce the risk of water-related diseases and increase the earning potential of households by saving time otherwise spent fetching water. Last year, CARE supported more than 3.8 million people to access safe drinking water and sanitation facilities, develop governance mechanisms for management of water and sanitation systems, and improve hygiene practices.
- Economic Development: CARE supports increasing market linkages, promotes diversified livelihoods, organizes Village Savings and Loans Associations (VSLAs), and provides entrepreneurship training. Last year, CARE supported nearly 1.9 million people to engage in economically viable activities through increased access to financial and non-financial services, participation in village savings and loan associations, value chain strengthening, market linkages, diversification of livelihoods and competitiveness in the labor market.
- Advocacy: CARE's advocacy for improved development policy is directed at local and national governments, as well as international organizations such as United Nations institutions, the European Union and other multilateral and international organizations. In FY14, 18% of CARE’s projects intensively engaged in defining and implementing advocacy strategies and actions; and 45% of projects engaged moderately in advocacy.
CARE supports emergency relief as well as prevention, preparedness, and recovery programs. In 2014, CARE reportedly reached more than 7.2 million people through its humanitarian response.CARE's core sectors for emergency response are Food Security, Shelter, WASH and Sexual & Reproductive Health. CARE is a signatory of major international humanitarian standards and codes of conduct including the Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief, the Sphere standards, and the Humanitarian Accountability Partnership (HAP) principles and standards.
Examples of CARE's programs worldwide
Maternal Health: In Zambia, improving maternal and child health depends on community health workers and volunteer child health promoters to deliver education and health services in rural communities. Volunteers like Alice in CARE’s Moyo wa Bana project, assist in providing basic health services and act as a link between communities and the Zambian health system. Alice says she has learnt many important lessons during her time as health volunteer including how to support the growth and development of children and understand how to provide proper nutrition to her own large family and care for other women and children in the village.
Food Security: CARE works with families and communities to help them produce more nutritious food, develop better agricultural and environmental skills and increase their income. CARE´s goal is to help poor people conserve their natural resources and protect their environment for their children’s future. In the Sahel region, CARE has been actively helping families struggling to survive. CARE is assisting people like Emily who at only 17 years of age is helping to transform the way farmers in her rural village of Malawi grow food. She attends CARE’s farmer-to-farmer training course where she learnt about agronomy, crop disease and pests, new crops and modern agricultural techniques.
Climate Change: CARE is responding to the growing global crises of climate change by strengthening its organisation capacities and tool to deliver innovative, community-based and local solutions to help people adapt and build their resilience. In 2013, CARE helped almost 400,000 people adapt to climate change and taught more than 320,000 people how to preserve the environment and natural resources. In Vietnam, a country likely to be hardest hit by climate change due to its long coastline and high dependence on agriculture and low development in rural areas. CARE understands that climate change will have particularly acute consequences for people living in poverty in rural areas, such as Vietnam. CARE has worked with communities, particularly women, to teach them ways of adapting to climate change, recover from more regular floods and develop sustainable farming practices for their communities.
Education: CARE understands education is key to giving girls and boys a brighter future. In Northeastern Cambodia, CARE’s Highland Community Education Program is helping indigenous children get an education. The program has become a unique example of cooperation with the Ministry of Education, Youth and Sport and helps bring multilingual and multicultural primary education to community governed schools in villages that have never had access to formal or non-formal education before. One of the students Bouvanna participates also in the school’s girls’ leadership program and volunteers as a peer counsellor. She states: “Many of the students deal with difficult issues including family pressure to marry or contribute to the family income. I listen to them and we solve problems together.” Education in for girls such as Bouvanna has widespread impacts, making them more likely to marry later, have better health and make sure their children also receive education.
Water, Sanitation and Hygiene: Access to clean water and basic sanitation services can improve a community’s well-being. In Peru, volunteer health promoters like Sonia play a central role in teaching families the importance of basic hygiene and good nutrition. Residents have also worked with CARE and the Regional Health Bureau to build a functioning water system.
Economic Development: CARE’s Village Savings and Loans Associations (VSLA) allow rural poor women to pursue economic independence. Groups of about thirty people are formed, and every week members contribute savings according to a system of shares with fixed values. Members can then borrow from the revolving fund at a monthly interest rate decided by the group for the duration of 1 to 3 months. Loan amounts depend on the availability of funds, member demand and individual repayment capacity. At the end of an agreed period or ‘cycle’, the accumulated savings and interest earnings are shared among the membership in proportion to the amount that each member saved throughout the cycle. In Haiti, Alice joined CARE’s Village Savings and Loans Association and became an entrepreneur. “I used the little money I made from my sale of mangos and bought shares. Then later, I took out a loan, and with that, I started a small business.’ With the assistance of this scheme Alice has now started to build her own home.
Emergency Response: At the end of FY13, the humanitarian crisis in Syria continued to escalate, resulting in an influx of over one million Syrian refugees into neighbouring countries. CARE began responding to the crisis early 2012 and has scaled up the response in 2013 to help displaced families and host communities in Jordan and Lebanon. CARE is working to provide access to water, sanitation and shelter; supporting refugees to address their immediate needs; providing access to shelter; assisting refugees and host communities with livelihood opportunities and vocational training; and providing psycho-social support to protect the rights of vulnerable women and helping to prevent gender based violence.
Vision and mission statement
CARE vision statement:
We seek a world of hope, tolerance and social justice, where poverty has been overcome and people live in dignity and security. CARE will be a global force and partner of choice within a worldwide movement dedicated to ending poverty. We will be known everywhere for our unshakeable commitment to the dignity of people.—CARE International 
CARE mission statement:
CARE’s mission is to serve individuals and families in the poorest communities in the world. Drawing strength from our global diversity, resources and experience, we promote innovative solutions and are advocates for global responsibility. We promote lasting change by:
Guided by the aspirations of local communities, we pursue our mission with both excellence and compassion because the people whom we serve deserve nothing less.
- Strengthening capacity for self-help
- Providing economic opportunity
- Delivering relief in emergencies
- Influencing policy decisions at all levels
- Addressing discrimination in all its forms—CARE International 
Networks and partnerships
CARE is a signatory to the following standards of humanitarian intervention: the Code of Conduct for The International Red Cross and Red Crescent Movement and NGOs in Disaster Relief, the Sphere standards, and the Humanitarian Accountability Partnership (HAP) principles and standards. As well, CARE is a member of a number of networks aiming to improve the quality and coordination of humanitarian aid: The Emergency Capacity Building Project (ECB), The Consortium of British Humanitarian Agencies (CBHA), the Active Learning Network for Accountability and Performance in Humanitarian Action (ALNAP), the Steering Committee for Humanitarian Response (SHCR), the International Council for Voluntary Agencies (ICVA), and the INGO Accountability Charter. CARE also regularly engages in joint advocacy campaigns with other major NGOs. The Global Campaign for Climate Change Action is one example.
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