The influence of exit strategies on perceived sustainability of community-based projects in traditional authority Phambala, Ntcheu district

Abstract

The sustainability of community-based development projects (CBPs) post-donor withdrawal remains a major challenge. This study explores how exit strategies affect the perceived sustainability of CBPs in Traditional Authority Phambala, Ntcheu District, Malawi, using a mixed-methods approach. The specific objectives of the study were to (a) explore the sustainability of a community-based development project after donor withdrawal (b) analyze the design of the exit strategies approaches to enhance the sustainability of community-based projects. (c) examine the factors that affect the perceived sustainability of project benefits after the project funding ends. Quantitative data from 138 beneficiaries and qualitative insights from key informants and focus groups revealed that two CBPs lacked structured exit strategies, while two had poorly implemented ones. Projects were often handed over to unprepared community committees without sufficient training or resources, leading to the collapse of activities within two years. Logistic regression identified capacity building, beneficiary age, occupation, and handover processes as key sustainability factors. Thematic analysis emphasized inadequate institutional support, weak community engagement, and lack of ownership. The study recommends integrating comprehensive, participatory exit strategies from the outset, emphasizing capacity building, clear handover processes, and ongoing support to ensure long term development impact beyond donor funding