Factors that Affect Sustainability of Projects: A Study on World

Vision Ethiopia, Omonada Area Programme

A Research Report Submitted to the School of Graduate Studies of

Jimma University in Partial Fulfillment of the Requirements for the
Award of Master of Arts Degree in Project Management and
Finance (MPMF)

By: Abdi Begna

JIMMA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
SCHOOL OF GRADUATE STUDIES
DEPARTMENT OF ACCOUNTING AND FINANCE

August, 2022
Jimma
Ethiopia
 Factors that Affect Sustainability of Projects: A Study on World
Vision Ethiopia, Omonada Area Programme

A Research Report Submitted to the School of Graduate Studies of

Jimma University in Partial Fulfillment of the Requirements for the
Award of Master of Arts Degree in Project Management and
Finance (MPMF)

By: Abdi Begna

Under the guidance of

Main Advisor: Abiy Getahun (Assistant Professor)
Co-advisor: Abebe Shentema (MSc)

JIMMA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
SCHOOL OF GRADUATE STUDIES
DEPARTMENT OF ACCOUNTING AND FINANCE
August, 2022
Jimma
Ethiopia
 DECLARATION
I, the undersigned, declare that this study entitled “Factors that Affect Sustainability of
Projects in World Vision Ethiopia, Omonada Area Programme” is my original work and has not
been presented for a degree in any other university, and that all sources of materials used for the
study have been duly acknowledged.

Declared by:

Name: Abdi Begna

Signature:

Date:

Approved by:

External Examiner: Lemesa Bayisa (PhD)

Signature:

Date:

Internal Examiner: Ganfure Tarekegn (Assistant Professor)

Signature:

Date:

Advisor: Abiy Getahun (Assistant Professor)

Signature:

Date:

Co-advisor: Abebe Shentema (MSc)

Signature:

Date:
 CERTIFICATE

This is to certify that this study, “Factors that Affect Sustainability of Projects in World Vision
Ethiopia, Omonada Area Programme”, undertaken by Abdi Begna for the partial fulfillment of
Master of Arts Degree in Project Management and Finance at Jimma University, is an original
work and not submitted earlier for any degree either at this University or any other University.

Research Advisor:

Mr. Abiy Getahun

Signature:

Date:

Research Co-advisor:

Mr. Abebe Shentema

Signature:

Date:
 ACKNOWLEDGEMENTS

My sincere and deepest gratitude goes to my advisor Mr. Abiy Getahun (Assistant Professor) and
Mr Abebe Shentema for their invaluable comments and suggestions in the development of this
study.

My appreciation and thanks also goes to my instructors for their kindness, unreserved
knowledge, cooperation and assistances in the whole process who in one way or another way
equipped me for this thesis writing.

Finally, I am grateful to my family, all friends and colleagues for their advice, support and
encouragement during this research development.
 Table of Contents
DECLARATION........................................................................................................................................ iii
CERTIFICATE .......................................................................................................................................... iv
ACKNOWLEDGEMENTS ....................................................................................................................... v
LIST OF TABLES ..................................................................................................................................... ix
LIST OF FIGURES .................................................................................................................................... x
LIST OF ACRONYMS ............................................................................................................................. xi
ABSTRACT ............................................................................................................................................... xii
CHAPTER ONE ......................................................................................................................................... 1
INTRODUCTION....................................................................................................................................... 1
1.1. Background of the Study ............................................................................................................ 1
1.2. Statement of the Problem ........................................................................................................... 3
1.3. Research Hypotheses .................................................................................................................. 5
1.4. Objectives of the Study ............................................................................................................... 5
1.4.1. General Objective ............................................................................................................... 5
1.4.2. Specific Objectives .............................................................................................................. 5
1.5. Significance of the Study ............................................................................................................ 6
1.6. Scope of the Study ....................................................................................................................... 6
1.7. Limitations of the Study ............................................................................................................. 7
1.8. Organization of the Thesis ......................................................................................................... 7
CHAPTER TWO ........................................................................................................................................ 8
REVIEW OF RELATED LITERATURE ................................................................................................ 8
2.1. Theoretical Literature Review ................................................................................................... 8
2.2. Empirical Literature Review ................................................................................................... 10
2.2.1. Strategic Management in Non-profit Organizations ..................................................... 10
2.2.2. Influence of Monitoring and Evaluation on Sustainability of Projects ........................ 12
2.2.3. Influence of Stakeholders Involvement on Sustainability of Projects .......................... 14
2.2.4. Empirical Evidences in Ethiopian Context ..................................................................... 15
2.3. Conceptual Research Framework ........................................................................................... 16
CHAPTER THREE .................................................................................................................................. 17
RESEARCH DESIGN AND METHODOLOGY .................................................................................. 17
3.1. Research Design ........................................................................................................................ 17
3.2. Source of Data ........................................................................................................................... 17
3.3. Type of Data .............................................................................................................................. 18
3.4. Target Population ..................................................................................................................... 18
3.5. Sampling Design ........................................................................................................................ 18
3.5.1. Method of Sampling .......................................................................................................... 18
3.5.2. Determination of Sample Size .......................................................................................... 18
3.6. Method of Data Collection ....................................................................................................... 19
3.7. Method of Presentation ............................................................................................................ 20
3.8. Method of Data Analysis .......................................................................................................... 20
CHAPTER FOUR..................................................................................................................................... 21
RESULTS AND FINDINGS .................................................................................................................... 21
4.1. Background Information.......................................................................................................... 21
4.1.1 Gender of the Respondents .................................................................................................. 21
4.1.2. Level of Education of Respondents ..................................................................................... 22
4.1.3. Working Experience with the Organization ....................................................................... 22
4.2. Impact of Strategic Management on Project Sustainability ................................................. 23
4.3. The Role of Stakeholders’ Participation on Project Sustainability ...................................... 26
4.3.1. Stakeholder Analysis and Engagement ............................................................................... 26
4.3.2. Stakeholders’ Involvement and Ownership........................................................................ 27
4.3.3. Participation of the Community in Development Project ................................................. 28
4.3.4. Local Communities’ Involvement in Project Identification, Selection, Planning and
Implementation ..................................................................................................................................... 29
4.3.5. Project Implementation Guides Are Fully Understood ..................................................... 30
4.3.6. Beneficiaries are Involved in Identification of their Needs ............................................... 30
4.3.7. Participatory Community Approach in Cost Sharing ....................................................... 31
4.3.8. Linkage of Project Beneficiaries to Local Service Providers ............................................ 32
4.3.9. Smooth Handover of Project Deliverables after Completion............................................ 33
4.3.10. The Organization Holds Close Out Meeting ...................................................................... 34
4.4. The Effect of Monitoring and Evaluation on Project Sustainability .................................... 34
4.4.1. Monitoring all Project Activities ......................................................................................... 34
 4.4.2. Stakeholders and Beneficiaries Involvement in Project Monitoring and Evaluation..... 35
4.4.3. Incorporation of Community Perspectives in Monitoring and Evaluation plan............. 36
4.4.4. M&E enables to Identify Problems and Generate Solutions ............................................ 37
4.4.5. Beneficiary and Stakeholders Continue M&E After Project Completion ....................... 38
4.4.6. M&E Inputs Are Incorporated in the Development programme..................................... 39
4.4.7. M&E Made Integral Part of the Project in the Whole Life Cycle of the Project ............ 40
4.4.8. Feedback and Complain Collection Mechanisms Put in Place ......................................... 40
4.4.9. M&E planned and budgeted Endeavor in the Organization ............................................ 41
4.4.10. Standard Monitoring Tools Are Used and Documented ................................................... 42
4.5. Discussions ................................................................................................................................. 47
4.5.1. The Impact of Strategy on the Sustainability of Projects .................................................. 47
4.5.2. The Impact of Monitoring and Evaluation on Project Sustainability .............................. 48
4.5.3. The Impact of Stakeholders’ Involvement on Project Sustainability............................... 49
CHAPTER FIVE ...................................................................................................................................... 51
CONCLUSIONS AND RECOMMENDATIONS .................................................................................. 51
5.1. Summary of Major Findings.................................................................................................... 51
5.2. Conclusions ................................................................................................................................ 52
5.3. Recommendations ..................................................................................................................... 53
5.4. Future Research Direction ....................................................................................................... 54
REFERENCES .......................................................................................................................................... 55
Appendices ................................................................................................................................................. 59
 LIST OF TABLES

Table 4.1: Gender Distribution of the Respondents...................................................................... 22

Table 4.2: Respondents‟ Level of Education ................................................................................ 22
Table 4.3: Working Experience with the Organization ................................................................ 23
Table 4.4: Impact of Strategic Management on Project Sustainability ........................................ 23
Table 4.5: Relationships Between Independent and Dependent Variables .................................. 44
Table 4.6: Model Summary .......................................................................................................... 45
Table 4.7: Multi Regression Analysis ........................................................................................... 46
 LIST OF FIGURES

Figure 1.1: Conceptual Framework Diagram ............................................................................... 16

Figure 4.2: Stakeholder Analysis and Engagement ...................................................................... 27
Figure 4.3: Stakeholders‟ Involvement and Ownership ............................................................... 28
Figure 4.4: Participation of the Community in Development Projects ......................................... 29
Figure 4.5: Local Communities‟ Involvement in project identification, selection, planning and
Implementation ............................................................................................................................. 30
Figure 4.6: Project Implementation Guides are fully Understood ................................................ 30
Figure 4.7: Beneficiaries are Involved in the Identification of their Needs.................................. 31
Figure 4.8: The Project Holds Participatory Community Approach ............................................ 32
Figure 4.9: There is a Linkage of Project Beneficiaries to Local Service Providers .................... 33
Figure 4.10: The Projects Smoothly Handover Major Deliverables after Completion ................ 33
Figure 4. 11: The Organization Holds Close Out Meeting ........................................................... 34
Figure 4.12: Monitoring All Project Activities ............................................................................. 35
Figure 4.13: Stakeholders and Beneficiaries‟ Involvement .......................................................... 36
Figure 4.14: Incorporation of Community Perspectives in M&E plan ......................................... 37
Figure 4.15: M&E Enables Stakeholders to Identify Problems .................................................... 38
Figure 4.16: Beneficiary and Stakeholders Continue M&E after Completion ............................. 39
Figure 4. 17: M& E Inputs are Incorporated in the Development Programme ............................ 39
Figure 4. 18: M& E made Integral Part of the Project .................................................................. 40
Figure 4.19: Feedback and Complain Collection Mechanism Put in Place .................................. 41
Figure 4.20: M&E is a Planned and Budgeted Endeavor in the Organization ............................. 42
Figure 4.21: Standard Monitoring Tools are Used and Documented ........................................... 42
 LIST OF ACRONYMS

AP Area Program

GC Gregorian Calendar

M&E Monitoring and Evaluation

MEAL Monitoring Evaluation Accountability and Learning

NGO Non-Governmental Organization

NFP Non For Profit

NPO Non-Profit Organization

USD United State Dollar

WVE World Vision Ethiopia

 ABSTRACT

Most Non-Governmental Organizations are involved in areas of development and poverty

alleviation through a spectrum of activities to deliver basic services. However, sustainability of
the donor funded project outcomes still face a myriad of challenges. This study assessed factors
influencing project sustainability n world Vision Ethiopia of Omonada Area program. The study
developed research hypotheses to test the relationship of variables. Accordingly, Strategic
Management, monitoring and evaluation and stakeholder involvement were assessed in relation
to the project sustainability. A explanatory research design was adopted with a target population
involving project beneficiaries, stakeholders and World Vision staffs. 101 respondents were
sampled using the systematic random sampling. A semi-structured questionnaire was used to
collect data which was edited, coded and analyzed using descriptive and inferential analysis with
aid of SPSS. Furthermore, key Informant Interview was used to substantiate the quantitative
findings. Study found that project stakeholders and beneficiaries were not adequately involved in
monitoring and evaluation of activities. Stakeholder involvement and community participation
influences project sustainability. The Study further revealed that there is no practice of
conducting project monitoring after project outcome are delivered and also the organization is
not flexible enough in accommodating changes within the changing context. However Strategic
management, monitoring and evaluation and stakeholder involvement had strong positive
relationships with project sustainability. Regression results explained 72.2% of the sustainability
of projects. The community should be involved and participate in all phases of projects and own
the projects. Beneficiaries should be linked to local service providers for continuity to ensure
project sustainability.

Keywords: Strategy, Project, Beneficiary, Sustainability, Monitoring, Evaluation, Stakeholder

 CHAPTER ONE
INTRODUCTION

1.1. Background of the Study

The Non-Governmental Organization( NGO) Coordination Act (1990) defines an NGO as a

private voluntary grouping of individuals or associations, not operated for profit or for other
commercial purposes but which have organized themselves nationally or internationally for the
benefit of the public at large and for the promotion of social welfare, development, charity or
research in the areas inclusive of, but not restricted to, health, relief, agriculture, education,
industry and the supply of amenities and services. It is essential to have a sustainable community
development model in order to be a guideline for application of community action.
Non Profit Organizations (NPOs) emerge to satisfy the need that neither the public sector nor the
businesses are willing to. A non-profit pursues a mission that is neither financially sustainable
using the for profit business model or for which there is insufficient public support to move
governments to action.

According to Bowman (2010) an organization that is long-term sustainable but short-term

unsustainable is likely to be cash-strapped. On the other hand, a company that is viable in the
short term but not in the long term may have enough cash, but inflation would gradually reduce
the value of its assets. Unless periodic capital campaigns provide infusions of new assets, this
will lead to a decline in the quantity and quality of services. As a result, a non-profit
organization's capacity to carry out its mission-namely, to deliver dependable and high-quality
programming and services-and its financial viability are intertwined.

Nonprofits may gain the majority of their revenue from charitable contributions or tax
appropriations and measure efficiency and effectiveness of their operations in their success at
achieving their social mission, which is their ultimate strategic goal. However, in contrast to for-
profit organizations, nonprofits face the challenge of balancing the need for profitability over the
long term (as a means to support their programs and services) with the need to promote and
prioritize their social mission. For nonprofits, the ultimate goal is to prioritize organizational
plans that identify opportunities to manage short-term financial flux while making progress
toward meeting long-term social and financial objectives (Hackler and Saxton, 2007).

From the beginning of the design process, efforts should be made to create a sustainable project.
Project sustainability is broken down into a number of sustainability dimensions, such as
institutional stability, ongoing benefit flow, equitable benefit sharing and distribution, active
community participation, ongoing project operation and structure maintenance, and
environmental stability maintenance. History has demonstrated that when donor funding and
support structures are cut off, community development efforts stall for a variety of reasons,
including a lack of funds, a community's failure to fully realize the benefits of a project and
consequent failure to properly maintain it, a lack of knowledge or, more generally, a lack of
project viability among the target population (Panda, 2007).

Sustainability in relation to implementation of projects is the probability that a project shall

continue long after the outside support is withdrawn. Consequently, while thinking of project
sustainability, three things must be born in mind; the community, project results and external
assistance. A project is sustainable if the community/beneficiaries are capable on their own
without the assistance of outside development partners, to continue producing results for their
benefit for as long as their problem still exists (Luvega et al. 2015). There have been several
projects funded by donors to help alleviate poverty in Ethiopia. Like most Non-Governmental
Organizations, World Vison is involved in areas of development and poverty alleviation through
a spectrum of activities to deliver basic services. World Vision Ethiopia is one the child-focused
non-profit international organization working on child wellbeing sustainability through its
integrated development approach. World Vision started operation in Ethiopia commencing from
1971GC, including the enormous disaster relief operation during the Ethiopia famine of 1984/85.
The organization is working with the goal of contributing to the sustained well-being of most
vulnerable children and their families. Omonada Area Programme (AP) which is found in Omo
Nada District, Jimma Zone of Oromia regional state started operation from 2007GC. Different
integrated development project that are primarily focused on vulnerable children and their
families are being implemented in the operation areas. Significant development project activities
were implemented to transform the livelihood of the poor community groups. Even though
promising changes were observed and most of them seem sustaining at implementation process,
the sustainability of the projects outcome doesn‟t last long as expected and the outcomes still
face a myriad of challenges. Therefore, the findings are expected to inform the strategic and
practical measures and priorities to be enforced by World Vision Ethiopia, and at the same time
provide insight to all relevant stakeholders and NGOs about project sustainability.

1.2. Statement of the Problem

Sustainability of development projects are critical to community growth and development

continuity of the benefits. Across all continents, NGOs and donor funding are increasing though
sustainability of the benefits is not guaranteed. NGOs integrate micro and macro-level actions in
their project and activities to support vulnerable communities but they are constrained by limited
financial resources. Insufficient financing leads to poor maintenance and project failure. This has
been necessitated by donors not falling through with pledges. Lack of accountability by
governments and implementers impedes sustainability of project benefits. As a result, many
projects have collapsed because of overreliance on one donor.

Khan and Hare (2005) pointed out that for an NGO funded project to be sustainable it has to
develop a sound institutional base, a strong programmatic approach, and sufficient funds. At the
institutional level, the NGO needs to establish the internal systems, structure, and work culture
that promote strong leadership and positive organizational image, foster the belief that people are
willing to support products and services they find valuable, and facilitate the development plans
for sustainability. This study mainly relies on funding availability as significant factor for project
sustainability.

Williams (2003) also observed that failure by communities and other stakeholders to take up
ownership of projects have plunged community projects into immense financial huddles
threatening the sustainability and hence threatening them to seize operations daily. It is,
therefore, important that involving local communities, starts at the planning stage, when
decisions are being made about what type of project is required.
According to Admassu et al. (2002) an important factor for the sustainability of projects is the
genuine involvement of local people as active participants and equal partners whose concerns
and experience are intrinsic to the project's success. The level of community support determines
whether a project becomes established, how quickly and successfully it consolidates, and how it
responds and adapts to meet changing needs.

The review of literatures reveals that most researches conducted on sustainability of donor
funded projects mainly focus whether they are functional, capacity building, government
involvement, organizational processes other than focusing on factors influencing sustainability.
There is also limited studies on how NGOs can attain sustainability in the wake of the challenges
facing them. On the other hand, the available studies focused on analyzing the factors
influencing project sustainability rarely tries to blend the contributing factors. For instance,
Admassu et al. (2002) emphasized genuine involvement of local people as active participants
and equal partners while there are remaining contributing factors overlooked. This underscores
the fact that combining the three variables: monitoring and evaluation, strategic management and
stakeholders‟ involvement may provide a better platform to evaluate sustainability of projects in
the context of the study area.

Unlike the previous studies, financial constraint is not the significant factor that affect the
sustainability of the project in World Vison Ethiopia, Omonada Area Programme. On the other
hand, the funding sources and opportunity of the area is good though the need is still unlimited
and the rout cause of poverty is deep rooted. The question lies on why the projects successfully
accomplished with the given funding opportunity and period fail to sustain?

World Vison Ethiopia invested huge dollars to implement integrated development programme
for the past 14 years with an average annual budget of USD 830,000 in Omonada Woreda alone.
And efforts were also made to develop and implement need-based and demand-driven
programmes, supported by good commitment to meet felt and expressed needs of beneficiaries.
However, the integrated project outcome delivered in terms of capacity building, materials
provision, creating access through construction projects didn‟t bear fruit to the expected level
and not observed when the benefits realized are maintained and continue after the organization
gradually withdraw from the project models. Accordingly, the discussion of project sustainability
needs further development including an understanding of how this issue impacts the strategies
the organization adopt and what real contributing factors are there. This study, therefore, aims to
assess factors that affect the sustainability of project in World Vision Ethiopia of Omonada Area
Programme.

1.3. Research Hypotheses

Several independent variables can determine project sustainability. However, to address the
problems stated above, the research tested the following research hypotheses:

Hypothesis 1: The strategic management of the organization has a positive relationship with the
project sustainability
Hypothesis 2: World Ethiopia‟s practice of stakeholder participation has a positive relationship
with the sustainability of project.
Hypothesis 3: There is a positive relationship between project monitoring and project
sustainability.
Hypothesis 4: There is a positive relationship between project evaluation and project
sustainability.

1.4. Objectives of the Study

1.4.1. General Objective

The main objective of the study is to assess factors that affect project sustainability of World
Vision Ethiopia, Omonada Area Programme.

1.4.2. Specific Objectives

The specific objectives of the study were:

 1. Analyze the impact of strategic management on project sustainability;
2. Analyze the role of stakeholders‟ participation on project sustainability; and
3. Determine how project monitoring and evaluation affect its sustainability.

1.5. Significance of the Study

The research will be significant for both researchers and practitioners because it shed light on
factors affecting the sustainability of development projects. The study will also help the
community members to find out their importance in influencing sustainability of projects
implementation.

The participating organisations (World Vision Ethiopia) will also learn the gaps in their
management approach as well as areas of improvements pertinent to sustainability of projects.
The results will also be helpful to other organisations that have similar development programme
approach to the participating ones.

1.6. Scope of the Study

Sustainability of donor funded project is one of the project management that demands attention
in successful delivery of project results. Though the project sustainability challenge demands for
deep investigation in its holistic manner, the study was delimited to factors affecting the
sustainability of projects in World Vision Ethiopia, Omonada Area Programme which is
geographically delimited to Omonada District of Jimma Zone. It was limited to projects
implemented in World Vision Ethiopia in Omonada Woreda and does not include other projects
implemented in another area.

Only development projects implemented by World Vision Ethiopia were considered and
participants included in the study were current development project beneficiaries, implementers
of development projects and stakeholders responsible for the development of the area. The study
was delimited to the stated geographic and theoretical scope due to time and budget constraint.
1.7. Limitations of the Study

It can be difficult to reach appropriate conclusions on the basis of explanatory research findings
due to the impact of a wide range of factors and variables in social environment. In other words,
while the relationship can be inferred, it cannot be proved with a high level of certainty. On the
other hand, due to time and budget limitations, the research only depended on the analysis of the
issue from the World Vision perspective and on feedback from limited stakeholders and
beneficiaries which lacks consensus building through stakeholder meetings to validate the
findings of this study.

1.8. Organization of the Thesis

This research project report consists of five chapters which are organized in the following
manner:
The first chapter is an introductory part consisting of background on the topic of research and
further defining the research problem, objectives, significance as well as scope and limitations.
The second chapter presents the findings from the literature review related to the issue under
investigation, discusses existing basic concepts and frameworks and synthesizes the findings
under various related headings. The third chapter discusses the research methodology and
procedures, including the study population and sampling design and procedures as well as data
collection instruments including development process and aspects of the data analysis.
The fourth chapter presents the findings and results of the data analysis. The fifth and last
chapter draws conclusions and recommendations on the basis of findings from the data analysis
and summarizes them into the major objectives.
 CHAPTER TWO
REVIEW OF RELATED LITERATURE

This literature review identified key themes and findings that inform operations and decision
making related to improving sustainability in non-profit organizations. Results from past studies
identified and looked in depth the empirical evidences of how strategic planning, monitoring and
evaluation, and stakeholders‟ involvement affect sustainability. On top of that theoretical frame
works that guided the study were reviewed.

2.1. Theoretical Literature Review

The study will adopt the project sustainability, stakeholder and resource dependency theories.
Activities are deemed sustainable if they do not exhaust the material resources on which it
depends or the political community. The concept of sustainability frames the ways in which
environmental problems jeopardize the conditions of healthy economic, ecological, and social
systems. On a global scale the challenge is can human activity successfully maintain itself and its
goals without exhausting the resources on which it depends? This is also true with donor funded
development projects especially on sustaining benefits and outcomes in the long run.
According to Christen (2010), sustainability aims to provide measurable indicators which can
enable decision making and guide solution generation to meet the practical challenges. In this
study, sustainability of donor funded projects entails all the aspects of funding, stakeholder
participation, monitoring and evaluation and their integration into the social and ecological
conditions and dynamic interrelations between the natural and social systems. The focus should
be on sustaining project benefits in the communities where the projects are implemented to
create useful impacts.

The Resource Dependence Theory (RDT): is based upon how the external resources of
organizations affect the behavior of the organization. The theory is based upon the following
tenets: Organizations are dependent on resources that ultimately originate from the environment
of organizations; the environment to a considerable extent contains other organizations. The
resources one organization needs are thus often in the hand of other organizations. In line with
this study, NGOs use resources which are in the hands of the donors.

For community based projects to achieve sustainability, resources are important. These resources
will come in the form of human resource – therefore the need to involve all the stakeholders in
the project for sustainability; other resources include land and finances. In this research study, all
the three independent variables are resource dependent and interdependent in nature. Resource
uncertainties affect funding levels for projects, monitoring and evaluation practices and
stakeholder participation and involvement (Kuria & Wanyoike, 2016).

The Stakeholder Theory: posits that active stakeholder participation in any development
project is very essential and supportive to the beneficiary community. Without community
participation it is not possible to determine what are the problems, constraints, and local desires
for a given community. Participation of project beneficiaries‟ is of great essence in that it boosts
the sense of ownership among members. In this theory focus is given on the participation of
beneficiaries in project identification, formulation, planning, implementation, monitoring and
evaluation in the donor funded development projects. Community participation is attained
through collaborative or joint involvement of project beneficiaries and the implementing
agencies (Kitonga, 2011).

Concepts concerning community participation offer one set of explanations as to why the
practice of community engagement might be useful in addressing the physical, interpersonal, and
cultural aspects of individuals‟ environments. The real value of participation stems from the
finding that mobilizing the entire community, rather than engaging people on an individualized
basis, leads to more effective results. Further, monitoring and evaluation by all stakeholders
encourages ownership of outcomes, benefits and failures by all.
2.2. Empirical Literature Review

2.2.1. Strategic Management in Non-profit Organizations

According to Analoui and Samour (2012), a non-profit organization's (NPO) success is generally
dependent on developing strategies that are appropriate for the competitive environmental
realities that the organization faces. These realities have become more obvious in recent years as
a result of growing demand for their services and reduced funding due to economic
developments. Though NGOs have a mission, strategy, and goals different from those
organizations looking for profits, in the current environment, surviving and flourishing requires
responding and adjusting to the social, economic and political factors and the changes therein.
The strategic planning is essential in every type of organization, whether it is a non-profit,
government, community, political, or business institution, because the goal of strategic planning
is to develop competitive strategies that enable organizations to find an advantage in their current
environment and to go beyond perceptions of the current situation to continue to differentiate the
organization into the future (Porter, 1996).

Strategic planning normally takes place at the top of organizations and continues to say that emergent
strategies can occur at all levels of the organization, emergent actions at lower levels, if successful,
are usually adapted into strategic plans. Given the ever-changing environment, strategic planning
must be a continuous process that aids businesses in anticipating and responding to the ever-
changing dynamic environment in which they operate. Plans are continually being modified,
revised, and refined in this dynamic environment, and are frequently in the minds of top
management (Mintzberg, 1973).

According to Analoui and Samour (20012), the strategic management process in NGOs is
characterized by a dynamic sequence of activities that include: a review of the current situation
of the NFP in terms of needs, services, beneficiaries, their distinct competitive advantages, and
the personal objectives of stakeholders, followed by the definition of services and activities in
terms of mission and values for meeting specific beneficiary needs. In this regard, Analoui and
Samour (2012), states that the following steps were specifically applicable to NFP; analysis of
the external environment including evaluating opportunities and threats in relation to the
competitors, donors, the economy, socio-political influences and technology in order to improve
value to the beneficiaries, analysis of the internal environment including evaluating capabilities,
strengths and weaknesses, identifying key improvement opportunities and strategic issues which
will affect the future of the NGOs, defining strategic choices in terms of objectives and grand
strategies, implementing change to improve internal processes and services by enhancing
beneficiaries capabilities.

To consider how strategic management contributes to sustainability, selected organizational

objectives have to be in line with the sustainability goals and the behaviors of an enterprise. At
the same time, the formulation of sustainability strategic objectives has to begin with the analysis
of the sustainability mission statement and then proceed to social, environmental and financial
objectives and their performance drivers in a top-down process. This ensures that cause-and-
effect relationships between them are defined. Further approach ensures that all goals are aligned
and all business activities are linked to the successful implementation of the business strategy.

The external environment plays a key role in the process of strategic planning in NPOs. To
emphasise the impact the environment has in strategic planning. Mufudza, Jengeta, and Hove (2013)
found that it is important for an organization to have a strategic plan in times of great economic
turbulence, it is however difficult to formulate and implement the plan in such times. Considering
that strategy formulation and implementation are time and resource consuming, there is the risk that
most strategies formulated may become obsolete before being implemented. This reemphasise the
need to review the process of strategy formulation and doing away with some of the planning stages
that are not relevant in a given environmental situation while maintaining those that are vital
regardless of the environmental turbulence.

To achieve strategic clarity, a non-profit must provide extremely clear answers to the two most
fundamental questions about its mission: "What impact are we willing to be held accountable
for?" and "What impact are we willing to be held accountable for?" "What do we need to do –
and what do we need to avoid doing – in order to achieve this impact?" By gaining clarity, the
organization is able to align processes and structures around a common goal, as well as distribute
decision-making authority beyond the executive directors, allowing a group of employees to
make decisions as long as they are focused and committed to agreed-upon goals (Stid &
Bradach, 2009). Clarity can also be achieved through participation, according to Ogbeide and
Harrington (2011), who argue that regardless of the size of the organization, higher top
management participatory approaches are necessary to boost strategy implementation success.
Participation at all levels of the organization is a good way to improve the chances of plan
implementation success.

2.2.2. Influence of Monitoring and Evaluation on Sustainability of Projects

Monitoring and evaluation (M&E) are crucial management tools for keeping track of a project's
progress and facilitating decision-making (Sera and Beaudry, 2007). Project monitoring is the
process of reviewing and overseeing a project on a regular basis to ensure that input deliveries,
work schedules, goal outputs, and other essential actions follow the project plan.

Evaluation on the other hand has been defined as the systematic and objective assessment of an
on-going or completed project, program, or policy, and its design, implementation and results,
with the aim of determining the relevance and fulfilment of objectives, efficiency, effectiveness,
impact and sustainability. Evaluation attempts to establish the worth or relevance of an
intervention, strategy, or policy in a systematic and objective manner. The findings of the
evaluation should be credible, and they should be able to affect program partners' decision-
making based on the lessons gained. According to Lefevre et al., (2000), the main purpose of an
evaluation is to enable project participants to make decisions that will help the project reach the
desired results rather than solely to assess the impact of an intervention or the lack of it. To be
objective, the evaluation process must conduct a balanced analysis, recognize bias, and reconcile
the perspectives of various stakeholders (including intended beneficiaries) using a variety of
sources and methods (Guijti, 2006).

Community participation in monitoring and evaluation is defined as the collective examination

and assessment of the program or project by the stakeholders and beneficiaries. It takes into
account the importance of taking local people‟s perspective and giving them a greater say in
planning and managing the evaluation process. Local people, community organizations and other
stakeholders decide together how to measure results and what actions should follow once this
information has been collected and analyzed. Participatory M&E is a method in which
stakeholders at various levels collaborate to monitor or evaluate a project, program, or policy,
share control over the content, process, and outcomes of M&E activities, and take or identify
remedial actions (Philip et al., 2008).

Participatory Monitoring and Evaluation must be incorporated in a strong commitment to

corrective action by communities, project management, and other stakeholders in a position to
act if it is to be effective and sustainable. Monitoring and evaluation is especially crucial for
long-term sustainability since it allows for continuous evaluation of project effectiveness.
Beneficiaries should be involved in monitoring and evaluation, giving them the opportunity to
choose the success criteria. Evaluations should be utilized as a management tool to uncover any
flaws and build a strategy for long-term success (Gitonga, 2012).

Monitoring and evaluation is especially crucial for long-term sustainability since it allows for
continuous evaluation of project effectiveness (Hodgkin, 1994). Indicators should be monitored
to ensure communities are maintaining an adequate Monitoring and Evaluation of donor funded
projects. Such indicators must be established early in the baseline survey report prior to the
project, and they must be used in monitoring operations to ensure that actions are taken as
needed. Beneficiaries should be included in monitoring and evaluation, providing them the
opportunity to choose the success criteria.

According to Karanja (2013), monitoring enables management to identify and assess potential
problems and success of a program or project. It provides the basis of corrective actions, both
substantive and operational to improve the program or project design, manner of implementation
and quality of results. In addition, it enables the reinforcement of initial positive results. It is a
major aspect that cannot be overlooked because it determines the sustainability of any venture or
project. According to Standish Group Project Chaos Report (2005), one of the reasons for project
failure is lack of project monitoring and control. The success and sustainability of any project or
program largely depend on constant feedback about project on going activities.
Monitoring allows management to discover and assess potential problems as well as the success
of a program or project, according to (Karanja, 2013). It serves as the foundation for substantive
and operational corrective actions to improve the program or project's design, implementation,
and outcome quality. It also allows for the reinforcing of favorable results that have already been
achieved. It is a crucial factor that should not be disregarded because it influences the long-term
sustainability of any project. One of the reasons for project failure is a lack of project monitoring
and management. Any project's or program's performance and long-term viability are heavily
reliant on continuous feedback on ongoing operations.

2.2.3. Influence of Stakeholders Involvement on Sustainability of Projects

Stakeholders are individuals or groups who are directly or indirectly impacted by a project, as
well as those who may have an interest in the project and/or the power to favorably or negatively
influence its result (African Development Bank, 2001). NGOs commonly act within the
communities they serve, posing a unique challenge in terms of encouraging ownership and
engagement. NGOs and CBOs can tap into a pool of diverse experiences and expertise by
establishing and engaging community board leadership and a system of community volunteers.
This gives the communities they serve a sense of ownership (Hodge & Piccolo, 2005).

Community involvement in need identification is critical because once a community has jointly
conceived and prioritized a problem, they can then appreciate its scope and legitimize the
process of tackling it. They will not validate a need if they do not participate in its identification,
even if it is identified with the help of the outside world. Because there is a greater probability of
halting at the implementation stage, this results in poor sustainability (Barasa and Jelagat, 2013).

Participation of the stakeholders in development influences the success of development projects

from the initial stages up to a point when they are left to manage the project. Community
participation in monitoring and evaluation is defined as the collective examination and
assessment of the program or project by the stakeholders and beneficiaries. This shared
understanding provides a solid foundation for finding ways of solving the problem. It also helps
to clarify the scope of the problem at hand and the resource available. The community is also
able to set the objectives, goals and how the intended development will proceed (Mulwa, 2008).

Some of the development process factors affecting sustainability include project designs and
planning for all future activities. Designing with sustainability in mind is an important factor.
Designs should be created with as much input as possible from all parties involved. This includes
anyone who will be involved in the project's execution and operations. Beneficiary and user
input is particularly valuable, yet it is all too often overlooked due to the time and effort required.
There should be links between the communities and the relevant line ministries and institutions
are prerequisite for an effective and sustainable development in the target region. This is to
ensure continuity through linkage to local service providers. After the implementation of the
project, it is normally expected that the community will sustain it. According to Nyandemo and
Kongere (2010) if stakeholders are given decision making power enhanced value is likely to
come about.

2.2.4. Empirical Evidences in Ethiopian Context

According to Tsegaye (2018) community development projects are successful as evaluated by

the beneficiaries. The major success factors identified include effective consultation with all
stakeholders, proper needs assessment, clear understanding of the project context, competency of
project team/manger, adequate resources and monitoring and evaluation. In addition, partnership
with key stakeholders and beneficiaries, alignment with the government structure, relevance to
country‟s priorities and sustainability factors are key elements in the overall project success.

The study conducted by Admassu et al. (2002) focusing on the sustainability of drinking water
supply identified important factor for the sustainability of projects is the genuine involvement of
local people as active participants and equal partners whose concerns and experience are intrinsic
to the project's success. This is attributed to the approach adopted by the project which promotes
the direct involvement of beneficiaries in all project phases. Such results are also attributed to the
formation of the mechanism of project sustainability from the funding subsidy when foreign
supports are withdrawn.
Another Study was also conducted by Abdulahi (2018) to analyze factors influencing the
sustainability of donor funded projects in Ethiopia. The study concluded that community
development projects positively transformed the life of local community, facilitated participation
of the local community in development initiatives, encouraged residents to take ownership of
their own community resources, improved food security in the region, as well as helped the
community to gain substantial knowledge and technical skills from the projects. The study also
linked project sustainability and efficiency with the competency of the personnel managing the
project.

2.3. Conceptual Research Framework

The framework below provides an understanding of what a sustainable organisation is as well as

forms the basis of the study. This study considers three independent variables namely;
stakeholders‟‟ participation, monitoring and evaluation and strategic management approaches.
These form the basis for the research questions which form the research framework for the entire
study. Other than the three independent variables there are other intervening variables that affect
the dependent variable. These include-but are not limited to; Government legislations and
relationship with other sectors. These two categories of variables influence the dependent
variable which is the sustainability of the project outcomes.

Figure 1.1: Conceptual Framework Diagram

Independent Variables Dependent Variable

 Strategic
Management
 Project Sustainability of
Monitoring and project outcomes
Evaluation
 Stakeholders’
Participation
Source: adopted from International Journal of Economics, Commerce and Management, United
Kingdom, Vol.4, Issue 10, October 2016.

CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY

3.1. Research Design

The study adopted explanatory research design. Explanatory research is used to investigate how
or why a phenomenon takes place and helps to analyze particular causal relationship.
It involves the use of numerical information to collect, organize and summarize data. For this
study, the explanatory design depended on quantitative while qualitative information was also
collected to substantiate the quantitative one. Quantitative research relies on deductive reasoning
or deduction and makes use of a variety of quantitative analysis techniques that range from
providing a simple description of the variables involved, to establishing statistical relationships
among variables through complex statistical modelling. Therefore, the study used mixed method
of both qualitative and quantitative research methods. Quantitative data which was analyzed
quantitatively through descriptive and inferential statistics was collected using questionnaire
while qualitative research method was used to explore the meanings associated with the project
sustainability and draw subjective meaning of the users.

3.2. Source of Data

The study used both primary data and secondary data soures. Primary was the first hand
information gathered using the semi structured questionnaire and interview for both quantitative
and qualitative respectively while relevant literatures pertinent to the subject under focus was
reviewed to substantiate with evidences.
 3.3. Type of Data

The survey questionnaires captured both quantitative and qualitative data on important variables;
based on literatures reviewed; and includes factors that can directly or indirectly affect project
sustainability. The open ended questions included in the last part of the survey captured
exploratory qualitative information. In addition, unstructured interview with purposively selected
key informants from partners and World Vision staff has been conducted.

3.4. Target Population

Cooper & Schindler (2003), define population, as a group of people or objects which are similar
in one or more ways and which/who form the subject of the study in a particular research. The
population of the study were target communities of Omonada under World Vision‟s project
catchment area. These includes direct beneficiaries, stakeholders and World Vision staffs.
Accordingly, the target population was 13,450 project beneficiaries of World Vision Ethiopia
(Source: World Vision Ethiopia, Omonada Area Programme beneficiary database).
.

3.5. Sampling Design

3.5.1. Method of Sampling

The sampling frame for this study was comprised of all the list of target communities in the
project intervention area from which a representative sample was drawn. The sample frame for
this comprised of all the 13,450 respondents of the project catchment (Source: World Vision
Ethiopia, Omonada Area Programme beneficiary database). The study employed systematic
random sampling method to draw 101 respondents from the target population based on the
available sampling frame and homogeneity of respondents which gave equal probability to all
respondents to be sampled.

3.5.2. Determination of Sample Size

The purpose of sampling is to secure a representative group which will enable the researcher to
gain information about an entire population when faced with limitations of time, funds and
energy. The sample size was computed using the Nassiuma (2000) formula. This formula was
employed for it is easier and sound when there is specified sample frame to reach at
representative samples units. When sample size is large enough, this helps to ensure that results
are statistically significant that one can achieve the same result with a much smaller size.

n= NC2________
C2 + (N-1) e2
Where: n = sample size, N = population size; C = coefficient of variation which is 50%; e = error
margin which is 0.05.
n= 13,450(0.5)2
(0.5)2+ (13,450-1) (0.05)2
n=101.

The study also included the qualitative aspects to draw meanings and understanding from the
participants‟ perspectives. The respondents of qualitative method were purposively selected and
structured interview was employed to the key informants.

3.6. Method of Data Collection

The study used a semi-structured questionnaire to collect data from the sampled respondents.
The questionnaires are cost effective, time saving and upholds individual opinions with minimal
interference from the researcher. Similarly, in key informant interview was also conducted using
the interview guide.

There are no standard questionnaires for such studies. Because the instruments were developed
by the researcher, pre-test was undertaken for validity and reliability of the survey instruments.
Adjustments were made to avoid ambiguity and redundancies before embarking on full data
collection. Their suggestions and comments were considered and modifications and re-
adjustments were made on some of the contents and wordings used in the questionnaire.
Ethical considerations have been considered throughout the process and consent of the
respondents has been gained prior to administering the survey and interview sessions.

3.7. Method of Presentation

The collected data were presented in the form of table, figures and pie charts. A correlation
analysis was also measured to analyze the strength and significance of the relationships between
variables. The presented data were interpreted to provide detailed conclusion and
recommendations.

3.8. Method of Data Analysis

The study variables were composed of both dependent and independent variables through which
the independent variables counter acts on the dependent variables. The data were gathered from
the respondents through using structured questionnaire. Data collected were edited, coded,
entered and checked for completeness and consistency. The Statistical Package for Social
Sciences (SPSS) v20 was used to analyze quantitative data while content analysis was used to
analyze qualitative data collected. Explanatory descriptive statistics such as mean, standard
deviation, standard error of the mean were used for analysis.
 CHAPTER FOUR

RESULTS AND FINDINGS

This chapter presents the results and findings of the study on the research questions with regard to the
data collected from the respondents. The first section covers the background information with
regards to the respondents. The second, third and fourth section cover the aspects with respect to the
research objectives of the study. A total of 101 questionnaires were issued out of which 96 were
returned indicating 95 percent response rate.

4.1. Background Information

This section provides the background information with regards to the respondents‟ gender, level of
education, and number of working years with World Vision Ethiopia. These aspects were put into
consideration because of the meaningful contribution they offer to the study as the variables help in
the understanding of the responses given by the respective respondents.

4.1.1 Gender of the Respondents

The study sought to establish the gender distribution of the respondents. Table 4.1 provides a
summary of the respondents who were engaged in the survey on the basis of their gender. The results
of the study showed that 68.8% of the total respondents were male, while the remaining 31.3% were
female.

Table 4.1: Gender Distribution of the Respondents

Gender Frequency Percent Valid Cumulative

Percent Percent
Male 66 68.8 68.8 68.8
Female 30 31.3 31.3 100.0
Total 96 100.0 100.0

4.1.2. Level of Education of Respondents

The study also sought to establish the levels of education attained by the respondents. From the
findings shown in table 4.2 below, majority of the respondents attended formal education 75%
that ranges from secondary education to Masters level.

Table 4.2: Respondents‟ Level of Education

Level of Education Frequency Percent Valid Cumulative

Percent Percent
Primary and less
24 25.0 25.0 25.0
than
Secondary 27 28.1 28.1 53.1
Diploma 20 20.8 20.8 74.0
Degree 23 24.0 24.0 97.9
Masters holder 2 2.1 2.1 100.0
Total 96 100.0 100.0

4.1.3. Working Experience with the Organization

Table 4.3 provided the results of the study findings with regards to the years in working
relationship with the organization. The study findings revealed that majority of the respondents,
41.7%, had worked with the organization for a period more than 10 years and above while only
few of the respondents, 4.2%, worked less than 2 years with the organization.
 Table 4.3: Working Experience with the Organization
Working experience Frequency Percent Valid Cumulative
Percent Percent
Less than 2
4 4.2 4.2 4.2
years
2-5 years 19 19.8 19.8 24.0
6-10 years 33 34.4 34.4 58.3
more than 10
40 41.7 41.7 100.0
years
Total 96 100.0 100.0

4.2. Impact of Strategic Management on Project Sustainability

Table 4.4: Impact of Strategic Management on Project Sustainability
Strategic Management N Min Max Mean Std.
Deviation
The organization applies strategic management principles
96 2 4 2.79 .541

The management of the organization has succeeded in

sharing the mission 96 2 4 2.66 .595

Strategic planning contributions and inputs are collected

from the project stakeholders 96 2 3 2.41 .494

The project beneficiaries pay specific attention to

influencing the laid down strategy 96 2 4 2.98 .632

The beneficiaries articulate the strategic direction and

contribute to ensure sustainability 96 2 4 2.68 .703

The organization incorporates clear phase out strategy

96 3 5 3.59 .608

The organization has the flexibility to adapt to change

96 1 3 2.39 .716

The top management of the organization help the project

beneficiaries understand the purpose of the organization 96 2 4 3.32 .589
The leadership engage the team to meet its objectives
96 2 4 2.67 .592

Sustainability drivers are incorporated in project

implementations 96 2 4 2.81 .654

Sustainability drivers are measured in terms of their

contribution 96 1 4 2.19 .837

Sustainability drivers are clear at all levels and

96 2 4 2.48 .632
implemented accordingly
Valid N (list wise) 96

Table 4.4 indicates that summary of response with regard to the impact of strategic management
on project sustainability. Respondents agreed with some aspects relating to variables associated
with the impact of strategic management with mean values approximately greater than or equal
to three while others were not very much with mean values less than three (moderately). As such
the researcher observed that the respondents had some positive view as far as aspects relating to
strategic management is concerned. The respondents moderately agreed with the organization‟s
application of strategic management principles (mean=2.79); they also moderately agreed with
the management of the organization has succeeded in sharing the mission (mean 2.66). On the
other hand, the respondents did not very much agree as strategic planning contributions and
inputs are collected from the project stakeholders with a mean value of 2.41. The project
beneficiaries moderately pay specific attention to controlling of the laid down
strategy(mean=3.0); The beneficiaries articulate the strategic direction and contribute to project
implementation accordingly to ensure sustainability (mean=2.68); the respondents agreed to a
large extent with the organization‟s incorporation of clear phase out strategy (mean= 3.59; Not
very much agreed with organization‟s flexibility to adapt to change (mean=2.39). But, the
respondents agreed with top management of the organization help the project beneficiaries
understand the purpose of the organization and take the lead in its achievement (mean=3.32);
moderately agreed with leaderships‟ engagement of the team and facilitation to meet its
objectives (mean= 2.67); moderately agreed on sustainability drivers‟ inclusion in project
implementation (mean=2.81). On the other hand, respondents were not very much agreed with
sustainability driver‟s measurement in terms of their contribution to the desired goal
(mean=2.19); Not very much agreed with sustainability driver‟s clarity at all levels and
implemented accordingly to ensure sustainability (mean=2.48).

The study also substantiated the quantitative finds with the qualitative ones through interviewing
key informants. Pertinent to the strategic management, the informant added:
„The strategy of World Vision is developed globally and has room for countries to
customize based on community needs. Sustainability is at the core of the ministry's goal.
The drivers of sustainability have a connection with the organizational strategy of
sustaining the livelihoods and wellbeing of the community, including children…‟ Senior
Programme Manager from the organization.

Sharing the same point on the attention given to strategic attention, key informant from field
office understands in a different way on how strategies are managed and meaningful at grass root
level.

„…Staffs are supposed to articulate the strategic direction and implement projects
accordingly, but the understanding of staffs varies and limited attention is given to
broader picture other than the routine daily accomplishments. Because, staffs were not
involved to the expected level when strategic documents are crafted and the newly joining
teams in the strategic period couldn‟t clearly understand the sustainability drivers.‟ Says
MEAL Officer of Omonada Area Programme
 4.3. The Role of Stakeholders’ Participation on Project
Sustainability

The study sought to establish how strategic management affects sustainability. The following
subsections present a summary of findings with regard to the responses given to this objective.

4.3.1. Stakeholder Analysis and Engagement

As shown in the figure 4.2 below, the results of the study depict that 41.3 percent of the
respondents agree to a large extent that the project conducts stakeholder analysis and practice
engagement accordingly while 39.9 percent moderately agree. On the other hand, 18.9 percent
do not very much agree that the project conducts stakeholder analysis and engagement. The
overall mean value was 3.22.
Figure 4.2: Stakeholder Analysis and Engagement

4.3.2. Stakeholders’ Involvement and Ownership

The results of the study show that 21 percent of the respondents agree to large extent as there is
stakeholders' involvement that promotes ownership and boost sustainability while the large
response which is 65.7 percent accounts for moderate response. Similarly, 13.3 percent of the
respondents do not agree to a large extent on stakeholders‟ involvement that promotes ownership
while the mean value for the question being 3.08.
Figure 4.3: Stakeholders‟ Involvement and Ownership

In emphasis of stakeholder‟s participation and its impact on the project sustainability one
program staff responded as:
“Project sustainability depends on stakeholders‟ participation in the entire project life cycle in a
sense of ownership which often demands their commitment to continue with their effort. We work
with the concerned government structures and the community before the start of the project to
identify available resources and felt needs of vulnerable children and their households…” says
Jimma Area Cluster Programme Manager, World Vision Ethiopia.

4.3.3. Participation of the Community in Development Project

The results of the study as seen in the figure 4.3, show that 14 percent of the respondents agree to
a very large extent that there is a participation of the community in development projects that
influence the success of the projects while 52.4 percent agree to a large extent. Similarly, 33.6
percent of the respondents moderately agree. Overall, the question had a mean score of 3.80.
Figure 4.4: Participation of the Community in Development Projects

4.3.4. Local Communities’ Involvement in Project Identification, Selection,

Planning and Implementation

The results of the study show that 27.3 percent of the respondents agree to a large extent, 53.1
percent of the respondents moderately agree while 19.6 percent of the respondents do not agree
very much on Local communities‟ involvement in project identification, selection, planning and
implementation Overall the mean score was 3.08.
Figure 4.5: Local Communities‟ Involvement in project identification, selection, planning and
Implementation

4.3.5. Project Implementation Guides Are Fully Understood

The results of the study show that 7 percent of the respondents agree to a large extent, 33.6
percent of the respondents moderately agree, 46.9 percent not very much agree while 12.6
percent of the respondents not at all agree on understanding project implementation guide fully
to the expected level. Overall mean score was 2.35.

Figure 4.6: Project Implementation Guides are fully Understood

The key informant added to the quantitative findings in relation to the stakeholders‟ participation
in the project implementation:
“…during the implementation of community development project, we discuss with the concerned
stakeholders including beneficiaries on how to implement the project and incorporate
community feedbacks for decision making. But, in most cases World Vision‟s implementation
modality has operation framework which has limited room for flexibility of implementation”
Government office focal person representative.

4.3.6. Beneficiaries are Involved in Identification of their Needs

The results of the study as shown in figure 4.7 below depict that 27.3 percent of the respondents
agree to a large extent, 46.2 percent of the respondents moderately agree, 26.6 percent not very
much agree on beneficiaries‟ involvement in identification of their needs. The overall mean score
was 3.01.

Figure 4.7: Beneficiaries are Involved in the Identification of their Needs

4.3.7. Participatory Community Approach in Cost Sharing

The results of the study as shown in figure 4.8 below depict that 32.9 percent of the respondents
moderately agree, 40.6 percent not very much agree while 26.6 percent not agree at all on
holding participatory community approach in cost sharing. The overall mean score was 2.06.
Figure 4.8: The Project Holds Participatory Community Approach

One of the informants also reflected on the participation of project beneficiaries on the cost
sharing:

“It is not that much practiced in contributing to the project supports in terms of cost sharing. We
often think that it is a donor support and we expect for free. This affected our mind set and look
for support even at the end of the project…” One of the project beneficiaries.

4.3.8. Linkage of Project Beneficiaries to Local Service Providers

The results of the study as shown in figure 4.9 below depict that 46.9 percent of the respondents
moderately agree while 53.1percent not very much agree on linkage of project beneficiaries to
local service providers. The overall mean score was 2.47.
Figure 4.9: There is a Linkage of Project Beneficiaries to Local Service Providers

4.3.9. Smooth Handover of Project Deliverables after Completion

The results of the study as shown in figure 4.10 below depict that 47.6 percent of the respondents
agree to a large extent, 32.9 moderately agree while 19.6 percent not very much agree on smooth
handover of major project deliverables after completion. The overall mean score was 3.28.

Figure 4.10: The Projects Smoothly Handover Major Deliverables after Completion
 4.3.10. The Organization Holds Close Out Meeting

The results of the study as shown in figure 4.11 below depict that 13.1 percent of the respondents
agree to a large extent, 60.1 moderately agree while 26.6 percent not very much agree on holding
close out meeting by the organization. The overall mean score was 2.87.

Figure 4. 11: The Organization Holds Close Out Meeting

4.4. The Effect of Monitoring and Evaluation on Project

Sustainability

The study further sought to analyze how project monitoring and evaluation affects its
sustainability. The following subsections present a summary of findings with regard to the
responses given to this objective.

4.4.1. Monitoring all Project Activities

The results of the study as seen in the figure 4.12, show that 14 percent of the respondents agree
to a large extent, 33 percent of the respondents moderately agree, 53 percent of the respondents
not very much agree on the extent of project activities are monitoring. The overall mean value of
the question was 2.60.
 Monitoring all Project Activties

14%

Not very much

Moderately
53%
33% To a large extent

Figure 4.12: Monitoring All Project Activities

4.4.2. Stakeholders and Beneficiaries Involvement in Project Monitoring and

Evaluation

The results of the study as seen in the figure 4.13, show that 21 percent of the respondents agree
to a large extent, 59 percent of the respondents moderately agree, 20 percent of the respondents
not very much agree on the stakeholders and beneficiaries‟ involvement on monitoring and
evaluation of project activities. The overall mean value of the question was 3.01.
 Stakeholder and Beneficiaries Involvement

21% 20%
Not very much
Moderately
To a large extent

59%

Figure 4.13: Stakeholders and Beneficiaries‟ Involvement

The Key informant capitalized on the importnance of stakeholders‟ engagement in the

monitoring and evaluation process. The informant said:

“…The organization encourages all stakeholders to participate in the periodic programme

monitoring. The challenge related to the stakeholder‟s participation is there is high turnover
from our side and this creates gap of understanding between the area Programme and the
stakeholders.” Omonada Woreda Administration, Head

4.4.3. Incorporation of Community Perspectives in Monitoring and Evaluation

plan

The results of the study as seen in the figure 4.14, show that 13 percent of the respondents agree
to a large extent, 60 percent of the respondents moderately agree while 27 percent of the
respondents not very much agree on incorporation of community participation and perspectives
into the monitoring and evaluation plans. The overall mean score was 2.85.
 Community Participation are incorporated

13%
27%
Not very much
Moderately
To a large extent

60%

Figure 4.14: Incorporation of Community Perspectives in M&E plan

4.4.4. M&E enables to Identify Problems and Generate Solutions

The results of the study as seen in the figure 4.15, show that 20 percent of the respondents agree
to a very large extent, 47 percent of the respondents agree to a large extent, 27 percent
moderately agree while 6 percent of the respondents not very much agree on the effectiveness of
monitoring and evaluation to the project and stakeholders to identify problems and generate
solutions. The overall mean score was 3.80.
 M&E Enables Stakeholders to Identify Problems

6%
20%
Not very much
27% Moderately
To a large extent
To a very large extent
47%

Figure 4.15: M&E Enables Stakeholders to Identify Problems

4.4.5. Beneficiary and Stakeholders Continue M&E After Project Completion

The results of the study as shown in the figure 4.16 below, depict that 53 percent of the
respondents do not agree very much while 47 percent of the respondents do not agree at all on
beneficiaries and stakeholders continued monitoring and evaluation after project completions.
The overall mean score was 1.53.

Stakeholders Continue M&E after Project

Completion

Not at all
47%
53% Not Very Much
Figure 4.16: Beneficiary and Stakeholders Continue M&E after Completion

4.4.6. M&E Inputs Are Incorporated in the Development programme

The results of the study as shown in the figure 4.17 below, depict that 79 percent of the
respondents moderately agree while 21 percent of the respondents do not very much agree
incorporating monitoring and evaluation inputs in the development programme. The overall
mean score was 2.79.

The key informant also responded on the importance of monitoring and evaluation for the
sustainability of projects:

“We need to have mechanisms for measuring the success of the project and this is a major factor
for effective project sustainability, because when you implement every intervention you tend to
evaluate it and get lessons learned and you move accordingly but how efficient you are in terms
of contributing to the project sustainability is very important”. Senior Programme Manager,
World Vision Ethiopia.

M&E Inputs are Incorporated in the Development

Programmee

21%

Not very much

Moderately

79%

Figure 4. 17: M& E Inputs are Incorporated in the Development Programme

 4.4.7. M&E Made Integral Part of the Project in the Whole Life Cycle of the
Project

The results of the study as seen in the figure 4.18, show that 6 percent of the respondents agree to
a very large extent, 32 percent of the respondents agree to a large extent, 55 percent moderately
agree while 7 percent of the respondents not very much agree on making M&E an integral part
of the project in the whole life cycle of the project. The overall mean score was 3.36.

M&E is made the Integral Part of the Project

6% 7%
Not very much
32% Moderately
To a large extent
55% To a very large extent

Figure 4. 18: M& E made Integral Part of the Project

4.4.8. Feedback and Complain Collection Mechanisms Put in Place

The results of the study as seen in the figure 4.19, show that 13percent of the respondents
moderately agree, 53 percent of the respondents not very much agree, 34 do not agree at all on
putting feedback and complain collection mechanism in place for sustainability of the projects.
The overall mean score was 1.78.
 Feedback and Complain Collection Mechanisms are
Put in Place

13%
34% Not at all
Not Very Much
Moderately
53%

Figure 4.19: Feedback and Complain Collection Mechanism Put in Place

4.4.9. M&E planned and budgeted Endeavor in the Organization

The results of the study as seen in the figure 4.20, show that 6 percent of the respondents agreed
to a very large extent, 32 agreed to a large extent, 41 percent moderately agreed, 21 percent of
the respondents not very much agreed on making M&E a planned and budgeted endeavor in the
organization. The overall mean score was 3.24.
 M&E is a planned and Budgeted Endeavor

6%
21%
Not very much

32% Moderately
To a large extent
To a very large extent
41%

Figure 4.20: M&E is a Planned and Budgeted Endeavor in the Organization

4.4.10. Standard Monitoring Tools Are Used and Documented

The results of the study as seen in the figure 4.21, show that 20 percent of the respondents agreed
moderately agreed, 73 percent of the respondents not very much agreed, and 7 don‟t agreed very
much on using standard monitoring tools documenting for informing the development project
decision. The overall mean score was 2.13.

Standard Monitoring Tools are Used and

Documented

7%
20%
Not at all
Not Very Much
Moderately

73%

Figure 4.21: Standard Monitoring Tools are Used and Documented

Another key informant also responded on the importance of monitoring and evaluation for the
sustainability of projects and the practice of using the monitoring input in World Vision.

“The monitoring and evaluation helps to draw lessons, improve limitations and tackle an
assumption that happens during implementation that eventually contribute to the project
sustainability. Every year, the Area Programme conducts community review with stakeholders,
community representatives, beneficiaries including children. But, the challenge is related to
using standard tool and properly documenting monitoring feedbacks in a timely fashion so as to
make the monitoring input contribute to the programme information.” Says Omonada AP MEAL
Officer, World Vision.
Inferential Analysis Results
Inferential analysis was conducted to help assess strength of the relationship between the
independent (causal) variables, and the dependent (effect) variable. In this case the Stakeholder
Participation, Impact of Monitoring and Evaluation, and Impact of Strategic Management
represents the independent variables while the dependent one is project sustainability.

Correlations
Project Stakeholder Impact of Impact of
Sustainability participation Monitoring strategic
and management
Evaluation
Project Sustainability 1.000 .768 .649 .652
Stakeholder participation .768 1.000 .585 .501
Pearson Impact of Monitoring
.649 .585 1.000 .424
Correlation and Evaluation
Impact of strategic
.652 .501 .424 1.000
management
Project Sustainability . .000 .000 .000
Stakeholder participation .000 . .000 .000
Sig. (1- Impact of Monitoring
.000 .000 . .000
tailed) and Evaluation
Impact of strategic
.000 .000 .000 .
management
Project Sustainability 96 96 96 96
Stakeholder participation 96 96 96 96
Impact of Monitoring
N 96 96 96 96
and Evaluation
Impact of strategic
96 96 96 96
management
Table 4.5: Relationships Between Independent and Dependent Variables

The researcher undertook correlation analysis to establish the underlying relationships between
the independent and the dependent variables. From Table 4.5, the researcher established that
there was a strong positive significant relationship (r = .768, p < .05) between stakeholder
participation and project sustainability. This implies that stakeholder participation in project was
indicated to be significant in impacting project sustainability in World Vision Ethiopia.
Similarly, the researcher established that there was positive significant relationship (r = .649, p <
.05) between the impact of monitoring and evaluation and project sustainability which implies
that the monitoring and evaluation was also found to be a critical factor influencing the
sustainability projects in World Vision Ethiopia in case of Omonada Area Programme.

Further, the study deduced that there is a significant positive relationship between strategic
management and project sustainability in World Vision Ethiopia (r=.652, p < .05). This means
that appropriate strategic management contributes to the projects‟ sustainability.

Regression Analysis Results

The researcher conducted a regression analysis to assess factors influencing the sustainability of
projects in World Vision Ethiopia. The Regression model summary in table 4.6 below shows that
the three independent variables in the regression model (impact of strategic management, impact
of monitoring and evaluation and stakeholder participation account for 72.2% of the total
variation in the sustainability of projects because the „R square‟ value is 0.722. The findings
revealed that the three independent variables studied, explains only 72.2% of the sustainability
projects. Therefore, further research should be conducted to investigate the other factors
constituting (27.8%) that influence the sustainability of projects in World Vision Ethiopia of
Omonada AP.

Model Summaryb
Mode R R Square Adjusted R Std. Error of Durbin-
l Square the Estimate Watson
a
1 .850 .722 .713 .184 2.190
a. Predictors: (Constant), Impact of strategic management, Impact of
Monitoring and Evaluation, Stakeholder participation
b. Dependent Variable: Project Sustainability
Table 4.6: Model Summary
Multiple Regressions Analysis

Multiple regression analysis was conducted to determine the relationship between Project
sustainability and the three variables. As shown in Table 4.7, (Y = β0 + β1x1 + β2x2 + β3x3 +
β3x4+ ε) becomes: Y= .108+ 0.314x1+ 0.186x2+ 0.446x3
The beta values that were obtained explained the regression equation. The standardized beta
coefficients give a measure of influence of each variable to the model and indicate how much the
dependent variable varies with an independent variable when all other independent variables are
held constant. The regression model established that taking all factors into account (stakeholder
participation, impact of monitoring and evaluation, and impact of strategic management) at zero,
the constant is .108. The findings imply that taking all other independent variables at zero, a unit
increase in stakeholders‟ participation leads to a 0.314 increase in the sustainability of projects; a
unit increase in monitoring and evaluation leads to 0.186 increase in the sustainability of projects
while a unit increase in strategic management leads to 0.446 increase in the sustainability of
projects. The findings infer that stakeholders‟ participation, monitoring and evaluation, and
strategic management influences the sustainability of donor funded projects in World Vision.

Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) .108 .230 .467 .642
Stakeholder
.314 .048 .468 6.488 .000
participation
1 Impact of Monitoring
.186 .053 .242 3.510 .001
and Evaluation
Impact of strategic
.446 .091 .315 4.883 .000
management
a. Dependent Variable: Project Sustainability
Table 4.7: Multi Regression Analysis
 4.5. Discussions

4.5.1. The Impact of Strategy on the Sustainability of Projects

The study established that the respondents were in agreement that the impact of strategic
management sustainability of projects. On the application of strategic management principles to
ensure sustainability of the project outcomes, majority of the respondents agreed. In addition, the
respondents were in agreement with succeeding in sharing the mission and laying specific
attention to control the laid down strategy. The respondents agreed that the organization
incorporate clear phase out strategy. On the other hand, the respondents did not very much agree
as strategic planning is done by all levels and also disregarded the flexibility of the organization
to adapt to change. However, the respondents agreed with the top management of the
organization‟s understanding the purpose of the organization and also agreed on the inclusion of
sustainability drivers in project implementation. Though sustainability drivers are included the
respondents disregarded the measurement of sustainability drivers in terms of their contribution
to the desired goal.

The findings were in agreement with Analoui and Samour (2012), who argues that a non-profit
organization's (NPO) success is generally dependent on developing strategies that are appropriate
for the competitive environmental realities that the organization faces. On correlation analysis,
the study deduced that there is a significant positive relationship between strategic management
and the project sustainability in World Vision Ethiopia.

The findings further affirm that indeed Soriano, Munoz-Torres, and Rosalen (2010), were right
when they argued the need for organizational objectives have to be in line with the sustainability
goals and the behaviors of an enterprise, at the same time the formulation of sustainability
strategic objectives has to begin with the analysis of the sustainability mission statement which
ensures that cause-and-effect relationships between them are defined. This structure ensures that
all goals are aligned and all business activities are linked to the successful implementation of the
business strategy. The study also identified that the organization formulates the strategic drivers
properly but not in a good position in terms of adapting to the changing context and measuring
the progress made towards the sustainability drivers formulated.

The study affirmed that there is application of strategic management principles to ensure
sustainability of the project outcomes which is supported by the finding of Stid & Bradach
(2009) which posits to achieve strategic clarity, a non-profit must provide extremely clear
answers to the two most fundamental questions about its mission: "What impact are we willing
to be held accountable for?" and "What impact are we willing to be held accountable for?"
"What do we need to do – and what do we need to avoid doing – in order to achieve this
impact?" By gaining clarity, the organization is able to align processes and structures around a
common goal, as well as distribute decision-making authority beyond the executive directors,
allowing a group of employees to make decisions as long as they are focused and committed to
agreed-upon goals.

According to the findings of the study top management of the organization understands the
purpose of the organization and articulate the strategic direction accordingly which supports the
study of Ogbeide and Harrington (2011), who argue that regardless of the size of the
organization, higher top management participatory approaches are necessary to boost strategy
implementation success. Participation at all levels of the organization is a good way to improve
the chances of plan implementation success. The study revealed that the strategic planning is not
inclusive to the expected level at all levels. This reemphasize the need to review the process of
strategy formulation and doing away with some of the planning stages.

4.5.2. The Impact of Monitoring and Evaluation on Project Sustainability

The results of the study showed that majority of the respondents were in agreement with aspects
relating to the monitoring and evaluation on the sustainability of projects. The researcher
observed that the respondents had more positive views as far as aspects relating to monitoring
and evaluation were concerned while others also registered divergent views in regard to
monitoring and evaluation on the project sustainability. The respondents agreed project activities
were monitored at each stage of project implementation and also monitoring and evaluation
enables the project stakeholders to identify problems and generate solutions through its
participatory approach. However, the practice of continuing to conduct monitoring and
evaluation after project completion was not much practiced by beneficiaries and stakeholders.
Similarly, the respondents were divergent with regard to the feedback and complain collection
mechanism for the practice was not that much exercised to ensure its contribution to the project
sustainability. The respondents agreed that monitoring and evaluation is a budgeted and planned
endeavor in the organization. But, disagreed with the aspect using standard monitoring tools and
it documentation.

In addition, the study established that there was a strong positive significant relationship between
monitoring and evaluation and project sustainability. Therefore, monitoring and evaluation was
indicated as a significant factor in influencing the project sustainability in World Vison Ethiopia.
The result of the study agrees with the study of (Hodgkin, 1994) which affirms that Monitoring
and evaluation is especially crucial for long-term sustainability since it allows for continuous
evaluation of project effectiveness.

The findings established that enhancing monitoring and evaluation greatly improves the project
sustainability. This is because one of the reasons for project failure is lack of project monitoring
and control. The success and sustainability of any project or program largely depend on constant
feedbacks about project on going activities. This is also in line with Sera and Beaudry (2007)
which posits as Monitoring and evaluation (M&E) are crucial management tools for keeping
track of a project's progress and facilitating decision-making. However, the practice of putting
feedback and collection mechanism in place for programming information is not a well-practiced
in case of World Vision which calls for emphasis. It also reaffirmed as the success and
sustainability of any project or program largely depend on constant feedbacks about project on
going activities (Mark, Henry, & Julnes, 2000).

4.5.3. The Impact of Stakeholders’ Involvement on Project Sustainability

The study established that the respondents were in agreement in most of the aspects that
stakeholder involvement and participation influences the success of project sustainability. The
respondents agreed that the project conducts stakeholders‟ analysis and practice engagement
accordingly. Similarly, stakeholders were involved in project identification, selection, planning
and implementation. The respondents also agreed that the projects smoothly handover major
deliverables after completion. However, on the linkage of the project beneficiaries to local
service providers to ensure sustainability of the project outcomes, majority of the respondents
were impartial. In addition, the respondents were further impartial on their responses that fully
understanding of project implementation guidelines. Moreover, the respondents disagreed that
the projects held participatory community approach in the cost sharing of project
implementations.

The finding simply that involvement of stakeholders is essential to project success and
sustainability. This is very important because inclusion of stakeholders is crucial for the
successful implementation and sustainability of projects as it promotes project ownership and
responsibility. The respondents had divergent views on the participation of the community in
development projects. On correlation analysis, the study deduced that there is a very strong
significant positive relationship between stakeholder involvement and the sustainability of
projects in World Vision Ethiopia. This means that involving stakeholders in projects promotes
their sustainability. Consequently, reconciling the perspectives of different stakeholders
(including intended beneficiaries) through the use of different sources and methods greatly
enhances the sustainability of projects. This finding supports Nyandemo and Kongere (2010)
who posited that if stakeholders are given decision making power enhanced value is likely to
come about.

The study also reaffirms the importance of stakeholder participation in the need identification
which was addressed Barasa and Jelagat, (2013) who said Stakeholder involvement in need
identification is critical because once a community has jointly conceived and prioritized a
problem, they can then appreciate its scope and legitimize the process of tackling it. They will
not validate a need if they do not participate in its identification, even if it is identified with the
help of the outside world. Because there is a greater probability of halting at the implementation
stage, this results in poor sustainability.
 CHAPTER FIVE
CONCLUSIONS AND RECOMMENDATIONS

5.1. Summary of Major Findings

The study revealed that there is a significant positive relationship between strategic management
and project sustainability in World Vision Ethiopia (r=.652, p < .05). This means that appropriate
strategic management contributes to the projects‟ sustainability. The organization has succeeding
in sharing the mission and laying specific attention to control the laid down strategy. However,
the organization is not good enough in engaging strategic plan crafting to be done by all levels
and also disregarded the flexibility of the organization to adapt to change. However, the
respondents agreed with the top management of the organization‟s understanding the purpose of
the organization and also agreed on the inclusion of sustainability drivers in project
implementation. Though sustainability drivers are included the respondents disregarded the
measurement of sustainability drivers in terms of their contribution to the desired goal.

The results of the study showed that majority of the respondents were in agreement with aspects
relating to the monitoring and evaluation on the sustainability of projects. The researcher
established that there was positive significant relationship (r = .649, p < .05) between the impact
of monitoring and evaluation and project sustainability which implies that the monitoring and
evaluation was also found to be a critical factor influencing the sustainability projects in World
Vision Ethiopia in case of Omonada Area Programme. The researcher observed that the
respondents had more positive views as far as aspects relating to monitoring and evaluation were
concerned while others also registered divergent views in regard to monitoring and evaluation on
the project sustainability. The respondents agreed project activities were monitored at each stage
of project implementation and also monitoring and evaluation enables the project stakeholders to
identify problems and generate solutions through its participatory approach. However, the
practice of continuing to conduct monitoring and evaluation after project completion was not
much practiced by beneficiaries and stakeholders. Similarly, the respondents were divergent with
regard to the feedback and complain collection mechanism for the practice was not that much
exercised to ensure its contribution to the project sustainability. Similarly, the of aspect using
standard monitoring tools and it documentation is not good.

The study established that the respondents were in agreement in most of the aspects that
stakeholder involvement and participation influences the success of project sustainability. The
researcher established that there was a strong positive significant relationship (r = .768, p < .05)
between stakeholder participation and project sustainability. This implies that stakeholder
participation in project was indicated to be significant in impacting project sustainability in
World Vision Ethiopia. The respondents agreed that the project conducts stakeholders‟ analysis
and practice engagement accordingly. Similarly, stakeholders were involved in project
identification, selection, planning and implementation. The respondents also agreed that the
projects smoothly handover major deliverables after completion. However, on the linkage of the
project beneficiaries to local service providers to ensure sustainability of the project outcomes,
majority of the respondents were impartial. In addition, the respondents were further impartial on
their responses that fully understanding of project implementation guidelines. Moreover, the
respondents disagreed that the projects held participatory community approach in the cost
sharing of project implementations.

5.2. Conclusions

Based on the findings, the study concludes that monitoring and evaluation was indicated as a
significant factor in influencing the project sustainability in World Vison Ethiopia of Omonada
Area Programme. Further, the study concludes that project activities were monitored at each
stage of project in the implementation and monitoring and evaluation enabled the project and
stakeholders to identify problems and generate solutions. This effort was backed up with making
monitoring and evaluation a budgeted and planned endeavor in the organization. In addition,
community participation and perspectives were adequately incorporated into the monitoring and
evaluation plans. However, the practice of continuing to conduct monitoring and evaluation after
project completion is not much practiced by beneficiaries and stakeholders which challenged the
sustainability of the projects after the project outcomes were handed over. The practice of putting
feedback and complain collection mechanism in place was also not integrated to the monitoring
and evaluation process of the organization. In conclusion, enhancing monitoring and evaluation
greatly improves the sustainability of projects because lack of project monitoring and control
leads to project failure.
The study also concludes that strategic management influences the sustainability of the projects. The
organization applied strategic management principles. The management of these firms has succeeded
in sharing the mission of the organisation which has received buy –in from stakeholders. The top
management of the organizations understands the purpose of the organization and included
sustainability drivers in project implementation. On the other hand, strategic planning was not
done by all levels and there was limited flexibility from the organization side in terms of
adapting to change.

On stakeholder involvement and participation of the community, the study concludes that it
influences the success of project sustainability. However, there is limited linkage of the project
beneficiaries to local service providers to ensure sustainability of the project outcomes.
Similarly, minimal participatory community approaches were conducted in the cost sharing of
project implementations.

5.3. Recommendations

The following recommendations were made from the study:

 The practice of continuing to conduct monitoring after project completion was not much
practiced by beneficiaries and stakeholders. These significantly challenges the project
sustainability after the project outcomes are delivered. The study recommends to
empower the stakeholders on continued project monitoring in the course of project
implementation.
 Putting feedback and complain collection mechanism in place can ensure its contribution
to the project sustainability.
  The study also recommends that there should be standard monitoring tool that that can be
used for conducting periodic monitoring and documenting the programme information.
 The beneficiaries should commit some resources into the projects to foster ownership and
responsibility over the continued success or replication of the project benefits. The
beneficiary contributions to capital costs, either labor or money should be encouraged as
they are a significant indicator of project sustainability.
 The projects should strive to link the project beneficiaries to local service providers to
ensure sustainability of the project outcomes.
 The strategic formulation should be inclusive that engages all stakeholders that can
contribute to the sustainability drivers of the organization.
 The organization should be flexible in accommodating changes within the changing
context. The strategic management should also be in line with adapting the contexts
accordingly.

5.4. Future Research Direction

The researcher acknowledges the fact that limitations such as time, measurement for data
collection and questionnaire survey that stood in the way of the study. The researcher, therefore,
recommends that since the NGO sector is still experiencing growing challenges in terms of
sustaining the project outcomes, it becomes important for further study factors that are affecting
sustainability of their projects in a broader scope.

A further study should be conducted on the benefits of beneficiary linkages to local service
providers after project closure as a prerequisite for enhancing sustainability of projects.
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 Appendices

Appendix I: Questionnaire

Jimma University
College of Business and Economics

Department of Accounting and Finance

This study is a requirement for the partial fulfillment for the award of Master of Arts Degree in
Project Management and Finance. The purpose of this study is to assess Factors Affecting
Sustainability of Projects in World Vison Ethiopia, Omonada Area Programme.

The information in this questionnaire will be kept strictly confidential, will not be divulged to
any one and only the researcher will have access to the information you gave but your name and
address will not be recorded or identified even by the researcher.

The findings of this study will provide the management of NGO as well as other stakeholders
with information that can be used to increase the sustainability and continue to meet their
objectives into the future. This is an academic exercise and all information collected from
respondents will be treated with strict confidentiality.

I sincerely ask you to give your genuine and true responses to the questions provided. The
questionnaire contains four parts and will take not more than 30 minutes.

Thank you in advance!

Section 1: General Information

Please thick one you think most appropriate among the alternatives provided under each of the
following questions.

1. Gender of the respondent: 1. Male □ 2. Female □

2. Please choose your level of education: 1. Primary □ 2. Secondary □ 3. Diploma □

4. Degree □ 5. Masters holder □
3. How long did you work with World Vison development projects: 1. Less than 2 years

□ 2.2-5 years □ 3.6-10 years □ 4.More than 10 years □

Section 2: Project Sustainability

Kindly answer the questions below by ticking as applies to you in relation to drivers of
sustainability that affect project sustainability. In your own opinion, indicate to what extent each
of the groups below are actively involved in contributing to project sustainability

Project Sustainability To a very To a Moderately Not Not at

large extent large very all
extent much
5 4 3 2 1
4 Project ownership of the community

5 Local level advocacy and policy

influence
6 Partnership

7 Transformed relationship

8 Resilience and economic

empowerment of community

Section 3: The Role of Stakeholders’ Involvement

Kindly answer the questions below by ticking as applies to you in relation to stakeholders‟
involvement in project sustainability. In your own opinion, indicate to what extent each of the
groups below are actively involved in contributing to project sustainability

Stakeholders’ Involvement To a very To a Moderatel Not Not at

large large y very all
extent extent much
5 4 3 2 1

9 The project conducts stakeholder

analysis( their interest , influence) and
practice engagement accordingly
10 There is Stakeholder involvement that
promotes project ownership and
collaboration to boost sustainability
11 Participation of the community in
development
projects implementation influences the
success
of donor funded projects
12 Local communities are involved in
project
identification, selection, planning and
implementation
13 Project implementation guidelines are
fully
understood and issued to the community
during
commissioning of the project
14 Beneficiaries are involved in the
identification of their needs and
solutions to their problems
15 The project holds participatory
community
approach in the cost sharing of project
implementations
16 There is linkage of the project
beneficiaries to
local service providers to ensure
sustainability
of outcomes
17 The projects are smoothly hand over
major deliverable to beneficiaries and
stakeholders after completion.
18 The organization holds close out
meeting with pertinent stakeholders
including beneficiaries and the donor

19. How do you participate in World Vison‟s development intervention?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

20. What do you think is the role of stakeholders‟ participation in development project to ensure
the sustainability of the projects at the withdrawal or minimal support of the organization?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

21. What are the challenges pertinent to stakeholder engagement in World Vison project
implementation?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

Section 4: The Impact of Monitoring and Evaluation on Project Sustainability

To what extent do you agree with the following statements related project monitoring and
evaluation?

Monitoring and Evaluation To a very To a Moderately Not Not at

large large very all
extent extent much
 5 4 3 2 1

22 To what extent all project activities are

monitored at each stage of project
implementation?
23 To what extent stakeholders and
beneficiaries are involved in monitoring
and evaluation of project activities?
24 To what extent community participation
and perspectives are incorporated into the
monitoring and evaluation plans?
25 To what extent monitoring and evaluation
enables the project and stakeholders to
identify problems and generate solutions?
26 To what extent beneficiaries and
stakeholders continue conducting
monitoring and evaluation after project
completion?
27 To what extent monitoring and evaluation
inputs are incorporated in the development
programme
28 To what extent monitoring and evaluation
is made the integral part of the project in
the whole life cycle of the project?
29 To what extent feedback and complain
collection mechanism are put in place for
the sustainability of the projects ?
30 To what extent Monitoring and evaluation
is a planned and budgeted endeavor in the
organization?
31 To what extent the standard monitoring
 tools are used and documented for
informing the development project
decision?

32. What do you think is the importance of project monitoring and evaluation to the
sustainability of the project?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
33. How is the monitoring and evaluation results are gathered and made input to the project
sustainability?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
34. How do you evaluate the sustainability of projects implemented by World Vision?
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________

Section 5: Impact of Strategic Management on Project Sustainability

Kindly answer the questions below by ticking as appropriate to you in regards to matters relating
to strategic management in the organization.

Strategic Management

To what extent do you agree with the To a very To a Moderately Not Not at
following statements? large large very all
 extent extent much

5 4 3 2 1

35 The organization applies strategic

management principles
36 The management of the organization has
succeeded in sharing the mission of the
organization which has received buy –in
from stakeholders
37 Strategic planning contributions and inputs
are collected from the project stakeholders
38 The project beneficiaries pays specific
attention to influencing the laid down
strategy
39 The beneficiaries articulate the strategic
direction and contribute to project
implementation accordingly to ensure
sustainability
40 The organization incorporates clear phase
out strategy in the design document
41 The organization has the flexibility to
adapt to changes in its operating
environment

42 The top management of the organization

help the project beneficiaries understand
the purpose of the organization and take
the lead in its achievement
43 The leadership engages the team and
facilitate the organization to meet its
objectives
44 To what extent WV sustainability drivers
are incorporated in the routine project
implementation
45 To what extent sustainability drivers are
measured in terms of contribution to the
desired goal
46 To what extent the sustainability drivers
are clear to all at all levels

47. What do you suggest to ensure the sustainability of the projects implemented by World
Vision?
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________
48. What other contributing factors are there that challenges the sustainability of the projects?
______________________________________________________________________________
______________________________________________________________________________
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 Appendix II: Interview Guide

You have been chosen to participate as a Key informant to help me understand the factors that
influence the sustainability of projects implemented by World Vision Ehtiopia, Omonada Area
Programme. You have been selected because of your position and for being conversant with the
projects managed by the organization. The responses will be used only for the purposes of this
study.

1. What are the main factors that can affect project sustainability in general and World
Vision‟s project sustainability in particular?
2. How do you relate the strategic management with the sustainability of project?
3. Is there periodic monitoring and evaluation supported with the standards tools? How are
they consumed and relevant to the sustainability of the projects?
4. Do you think relevant stakeholders participate in the project throughout the life cycle of
the project to the expected level?
5. Is there smooth handover of project deliverables to the concerned bodies and
sustainability of the projects after handover?
6. Do you think that sustainability drivers of World Vision are aligned with the program to
contribute to the sustainability of the project outcomes?