Abstract
This study examined the lived experiences of non-governmental organisation (NGO)
managers implementing sustainable community development projects in the City of
Johannesburg. It investigated how managers interpreted and navigated organisational
demands, contextual challenges and community expectations within a
resource-constrained urban environment. Guided by the Sustainable Livelihoods
framework and complemented by asset-based principles, the study sought to
understand the managerial strategies that enabled or constrained project
sustainability.
A qualitative, descriptive research design was employed. Eight NGO managers were
selected through purposive and snowball sampling and data was generated using
semi-structured interviews. Thematic analysis, guided by an iterative spiral process of
coding and theme development, was applied to interpret the data.
The findings revealed that NGO managers operated within complex systems shaped
by unstable funding environments, governance pressures and evolving community
needs. Despite these constraints, managers demonstrated adaptive leadership,
leveraged community assets and showed strong commitment to social impact.
Sustainability emerged not primarily from stable resources but through organisational
resilience, collaborative networks and flexible, context-responsive project strategies.
The study contributed to knowledge on NGO leadership and sustainability within
developing-world urban contexts. It highlighted how managerial adaptability, the
localisation of global sustainability agendas and community-centred practices
collectively strengthened project continuity. These insights offered practical
implications for enhancing NGO capacity, supporting leadership development and
informing policy frameworks aimed at advancing sustainable community development.