This programme seeks to put in place measures that will result in CREAW’s long term sustainability, efficiency and visibility in order to deliver its programmes.

Financial sustainability is the ability to maintain financial capacity over time. Financial capacity consists of resources that give an organization the ability to seize opportunities and react to unexpected threats while maintaining general operations of CREAW.

Regardless of any organization’s for-profit or nonprofit status, the challenges of establishing financial capacity and financial sustainability are central to organizational function . Maintaining the ability to be financially agile over the long term is especially important for nonprofits such as CREAW, as we serve high-need communities that require consistent and continually available services. With this in mind, our goal of financial sustainability is to maintain or expand services within CREAW while developing resilience to occasional economic shocks in the short term (e.g., short-term loss of program funds, monthly variability in donations).

Currently, CREAW needs to strengthen its financial capacity to allow us to become institutional sustainable and support interventions aimed at helping achieve our goals. There is dire need to urgently re-think strategies for sustainability especially with bilateral funding being significantly affected by economic crisis’, reluctance by western tax payers to continue to consistently fund southern states without tangible results on investment (especially relating to democracy and good governance) and the Jubilee governments increased attempts to stifle funding for nonprofits through the retrogressive Public Benefits Organizations Act 2013.

This programme therefore seeks to put in place measures that will result in CREAW’s long term sustainability, efficiency and visibility in order to deliver on its vision.

Strategy statements

Program Outcome

A highly visible, effective, functional and self-reliant CREAW.

Program Objectives

  1. To develop and implement non traditional r esource mobilization ventures.
  2. To establish, operationalize and successfully gr ow a reserve fund for CREAW.
  3. By 2018, to fund at least 40% of CREAW’s annual budget through non traditional funding



There has been a steady improvement in the organizational environment and quality of work due to availability of effective direction by the Board, clear procedures, infrastructure and attention to human resources. In recognition of its achievements , CREAW has received the International Award for Community Awareness (2001), Mayor’s Achievers Award for its campaign against rape (2004), Jury  Award (2nd runners up in 2011) and Civil Society of the Year Award (2008).