of Development Projects by NGOs
PEER REVIEWED PAPER
By Beniam Tilahun Jenber
Addis Ababa, Ethiopia
Abstract
This paper aims to investigate the key factors influencing the long-term sustainability of development projects implemented by nongovernmental organizations (NGOs) in Ethiopia, with a focus on the persistence of project benefits after implementation. A descriptive research design was employed, with data collected through structured questionnaires from 114 project beneficiaries across various intervention areas. The study quantitatively assessed the influence of community participation, institutional capacity building, and monitoring and evaluation (M&E) on project sustainability using regression analysis. Findings indicate that these factors explain approximately 26% of the variation in project sustainability, with community participation emerging as the most significant predictor. The results underscore that active community involvement throughout the project cycle, alongside robust capacity building and ongoing M&E, is essential for sustaining NGO-led initiatives. Recommendations advocate for participatory planning models and integrated M&E frameworks. These insights contribute to theoretical discussions on sustainable project management and offer practical guidance for NGOs and development practitioners..
Key words: Project Sustainability, NGO-Led Development Projects, Community Participation, Capacity Building, Monitoring and Evaluation (M&E), Participatory Project Planning, Sustainable Project Management, Development Practitioners
- Introduction
1.1 Background and Context
Development projects led by NGOs are evaluated primarily by their ability to deliver enduring social, economic, and environmental benefits. Unlike commercial endeavors, these projects aim to foster lasting improvements in vulnerable communities, yet sustainability remains a persistent challenge. Many initiatives fail to maintain impact beyond their funded lifecycle; for instance, the World Bank’s Operations Evaluation Department reported that only about 33% of projects were sustained five years post-completion. This issue is particularly acute in East Africa, including Ethiopia, where NGOs play a crucial role in delivering essential services such as healthcare, education, and agricultural support to underserved populations amid challenges like poverty, climate variability, and political instability.
In Ethiopia, project implementation occurs in a complex environment shaped by rapid urbanization, recurrent droughts, ethnic tensions, and a heavy reliance on foreign aid. The country’s NGO sector, regulated by the Charities and Societies Proclamation (amended in 2019 to ease restrictions), involves over 3,000 organizations addressing issues from food security to gender equality. However, factors such as weak infrastructure, limited government capacity, and donor-driven priorities often hinder long-term outcomes. Sustainable development requires addressing these contextual elements through strategies like community engagement, capacity enhancement, and rigorous M&E to ensure benefits persist after external support ends.
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How to cite this paper: Jenber, B. T. (2026). Factors Affecting the Long-Term Sustainability of Development Projects by NGOs; PM World Journal, Vol. XV, Issue III, March. Available online at https://pmworldjournal.com/wp-content/uploads/2026/03/pmwj162-Mar2026-Jenber-Factors-Affecting-Sustainability-of-Development-Projects-of-NGOs.pdf
About the Author
Beniam Tilahun Jenber, PhD
Addis Ababa, Ethiopia
Beniam Tilahun is a development professional with extensive experience in program performance management, monitoring and evaluation, and strategic learning across large, multi-country initiatives. He currently serves as Head of Program Performance and Monitoring for Pan-African Programs at the Mastercard Foundation, based in Addis Ababa, Ethiopia, where he supports the design, delivery, and performance oversight of complex, multi-partner portfolios, including programs implemented across multiple countries on the continent.
Beniam holds a PhD in Development Project Management from AIU, USA and is in the final stage of completing a second PhD in Development Studies at the University of South Africa. He also earned an MA in Diplomacy and International Relations from the Ethiopian Civil Service University, an MA in Project Management from Addis Ababa University, an MA in Sustainable Development and Policy from the University of Gondar, and a BA in Sociology and Social Work from Jimma University.
He is a certified International Project Manager (CIPM) through the American Academy of Project Management and a Certified Knowledge Manager (CKM) through the Knowledge Management Institute. His professional expertise spans program design, monitoring, evaluation and learning, systems strengthening, and institutional capacity development, with a strong focus on youth employment, large-scale development programming, and adaptive management.
Beniam’s research and practice focus on systems thinking, sustainability of development interventions, and the conditions that enable effective systems change in complex development environments.
He can be reached at 18031048@mylife.unisa.ac.za or beniam2020@gmail.com.
