Project C.U.R.E.

Project C.U.R.E. was founded in 1987 to address the staggering shortage of medical resources around the world. Since our humble beginnings in a garage in Colorado, Project C.U.R.E. has become the world's largest distributor of donated medical supplies, equipment and services to doctors and nurses serving the sick and dying in more than 135 countries. Each week Project C.U.R.E. delivers approximately three to five semi-truck-sized ocean containers packed with the medical equipment and supplies desperately needed to save lives in hospitals and clinics in resource-limited countries. In addition, each year hundreds of healthcare professionals travel with Project C.U.R.E. to provide medical treatment to communities in need and training to those dedicated to serving them. Project C.U.R.E. is supported by over 30,000 volunteers annually and operates distribution warehouses in seven U.S. cities.

To save lives and ease suffering of people as set forth in the 25th Chapter of Matthew, “When I was

Goal One: To establish distribution warehouses in the top 25 medical centers across the United States, each producing 50 forty-foot container loads of high quality medical relief each year.

Goal Two: To develop robust teaching and training programs to enhance the skills of medical professionals following the delivery of medical supplies and equipment to recipient partner facilities.

Goal Three: To create an exceptional, and inclusive opportunity for thousands of people to participate in our mission, and to facilitate the recruitment, training, and management of those volunteers by others.

Project C.U.R.E. invests in leadership development beginning with making key readings/books available during the onboarding. Outside speakers are invited to teach on topics from effective communication, personal goal setting, project management and specific tools. A significant amount of time is dedicated to weekly 1:1 coaching sessions. And team members are encouraged to participate in webinars and other learning opportunities. Since the pandemic has begun, Project C.U.R.E. continued to invest in leadership, communication, and growth opportunities by conducting weekly or bi-weekly All Team meetings, a portion of which was focused on Mission, Core Values, Strategy and Tactics. And a leadership speaker presented during a virtual “Town Hall” on the topic of personal effectiveness, goals, and achievement.

Internally, we adapted to the changes brought by COVID by increasing communication across all platforms, utilizing technology such as Zoom/Teams. Regular “check-in’s” were established to ensure that all team members had early and consistent access to accurate information. During our virtual Town Hall, we secured the services of Brian Kight, a well-known author and team developer to build rapport, communication skills and alignment. The management method pivoted to weekly coaching sessions with employees rather than annual reviews. The in-person Town Hall brought the team together to refocus the organizational goals post-COVID, to learn professional skills on such platforms as LinkedIn and to onboard team members who had joined during COVID. Externally, we pivoted the organization to deliver medical relief to U.S. hospitals and frontline providers, to operate on a very small number of volunteers, to increase warehouse capacity and to navigate the shortage of trucking and shipping services. We created new opportunities such as a virtual concert with Elvis Duran, a virtual C.U.R.E. Classic run/walk/ride event, micro-fundraisers and other opportunities to involve donors and volunteers. A manufacturer donated 22,500 hospital beds and mattresses which helped to return to international work with the delivery of PPE to partners overseas.