CARE International’s Accountability Framework
CARE’s accountability helps fulfils our vision where we seek a world of hope of hope, tolerance
and social justice, where poverty has been overcome and people live in dignity and security
Accountability is both a means for CARE to improve the relevance, quality and
impact of our work, and an end in itself. Our stakeholders – especially women,
girls, the poor and vulnerable – have a right to hold CARE to account.
ACCOUNTABILITY GOALS

Uphold our vision, mission, values and
standards

Effective and efficient use of funds

Manage and reduce our environmental
footprint
CARE
Stakeholders

Fulfil our agreed goals and commitments

Support our staff in meeting commitments

Respect statutory requirements in host
countries
Eight Accountability Benchmarks
External
Stakeholders
Executive Team
Five Core Processes
Communities
Program
1. Communicate in an open and honest way
Women & Girls
Finance
2. Stakeholders actively participate in decision-making
processes that directly affect them
Beneficiaries
Audit
3. Actively seek feedback and complaints from others
Partners
4. Show the impact, quality and effectiveness of our work
Supporters
5. Learn from our own experiences and with others
Advocacy targets
Three Enablers
Donors (all types)
1. All staff demonstrate attitudes and behaviours that
reflect our principles and values
Concerned
Governments
Security
2. Policies and systems in place to support accountability
The Media
Board Members
3. Leaders value and model accountable approaches
Communications
Donor Relations
Human
Resources
The Environment
Manage Risk – Operations, Disasters, Conflict, Financial, Advocacy, Marketing, Reputational
What do we need to know to put CARE’s accountability framework into practice?

Who are the main stakeholders for our particular function? Who do we interact with the most?

What are the main accountability commitments we have made to each stakeholder and how do
they relate to CARE’s ultimate mission of reducing poverty?

What processes are already in place (or are planned) to meet these commitments?

What are the current gaps and challenges in meeting these commitments, especially to the
poor, to women and girls? What are the significant risks that CARE is exposed to as a result?

How can we address these gaps and challenges using the five core accountability processes?

How will we know we are meeting our commitments for each Benchmark? What are the
indicators for our particular functional area that we can use to monitor this?
(draft version 12.07.02)
Draft ver. April 23, 2012
Accountability Framework Policy statement
Introduction and Purpose
All of CARE International’s member organizations share a common vision to fight against worldwide
poverty and to protect and enhance human dignity with a special focus on working alongside poor
women, prioritizing women’s empowerment and seeking gender equality. Along with long-term
development work, responding to humanitarian emergencies is an essential part of CARE’s work to fight
poverty and injustice and we recognize that emergencies are a cause and effect of both. CARE helps
people cope with crises through disaster risk reduction, emergency relief, preparedness and post-crisis
recovery. This Accountability Framework has two main purposes:


It provides a clear statement of CARE International’s key commitments for our external stakeholders
and our staff. These key commitments include both internal policies along with commitments that
CARE International has made to interagency standards and principles.
It aims to help our staff prioritize their work to meet these commitments in a way that ensures that
views of less powerful stakeholders, including those we work with at a community level, are
appropriately sought and considered.
Application
This Accountability Framework applies to all of CARE International’s programming, operations and
governance. Guidelines for applying this Accountability Framework for staff working in different functional
areas are attached as annexes. CARE managers have a specific responsibility to ensure that roles and
responsibilities are clear within and between teams and that relevant recommendations from reviews and
evaluations are acted upon.
Core Accountability Commitments
Our accountability commitments to our stakeholders will vary depending on our functional responsibilities
and where we are working since CARE International staff are obliged to respect local laws. There are
certain standards, principles and codes which apply to all CARE staff, namely:

CARE International’s Program Framework

CARE International’s Humanitarian Mandate



CARE International’s Policy on the Prevent of Sexual Exploitation and Abuse
CARE International’s Gender Policy
The Code of Conduct for International Red Cross and Red Crescent movement and NGOs in
Disaster Relief (RCRC Code of Conduct) and the People in Aid Code of Conduct.

Other central accountability commitments???
Non-Negotiable Standards and Principles versus the “Good Enough” Approach
A ‘good enough’ approach to compliance with this Accountability Framework is sometimes needed,
notably during responses to large disasters when there is a shortage of time and capacity. Such an
approach recognises that initially simple, practical measures to meet our commitments are necessary,
and that these will be fully met as soon as it is feasible. Some commitments are non-negotiable,
however, including the codes of conduct listed above, and the obligation to mount a prompt and effective
response to the needs of disaster affected populations as per our Humanitarian Mandate.
Working with and through Partners
Our commitments to our stakeholders do not change when working with or through partners and it is thrus
important that any relationship with partners is firmly based on mutual accountability. CARE works with
partners who may at times be challenged to fulfill our commitments to minimum standards. When
selecting or working with partners, any inconsistencies between the Accountability Framework and
partner commitments need to be taken fully into account and incorporated into relevant MoUs, capacity
building plans, and operating arrangements. In cases where the partner continues to experience
Draft ver. April 23, 2012
difficulties in meeting Accountability Framework commitments or fails to respect non-negotiable standards
and principles, this will normally result in terminating the relationship with the partner.
Draft ver. April 23, 2012