- The study examines the distinguishing components between continued and noncontinued

projects, as well as institutionalized and noninstitutionalized projects.

- It also explores the contribution of these components to sustainability and project duration.
- A sampling framework was created using information from six major funders in Israel.
- A database of 340 projects meeting specific criteria was constructed.
- Informants from key positions were sought for each project.
- Telephone contact was established with 256 informants out of the total number of projects.
- 59 informants declined to participate in the study.
- Adequate information was not obtained for the remaining 84 projects.
Two bivariate analyses were conducted using t-tests to identify variables that distinguished
between continued and discontinued projects, as well as institutionalized and non-institutionalized
projects. Due to the exploratory nature of the study, all findings on study variables, regardless of
significance, are reported.

Multivariate analyses were performed using two different procedures. Logistic regressions with
backward stepwise selection were used for dichotomous outcome variables (continuation and
institutionalization). A Cox analysis was conducted for the continuous variable (duration).
Variables were entered into five categories: resources and fundraising strategies, other project
variables, auspice organization variables, community variables, and main initial funder variables.
All study variables were entered, but only the variables that remained in the final step of analysis
are presented in the tables.

Findings:

- 73.1% (144) of the 197 projects in the sample were operative at the time of data gathering, while
26.9% (53) were not.

- 59% of all projects were anchored in a regular budget, and 39% were anchored in a law or a set
of rules and regulations.

- 66.5% of the projects were institutionalized in either a regular budget or a law/regulation.

- Among the continued projects, 50.7% were anchored in law/regulations and 75% were anchored
in the organization's regular budget.
- The mean duration of projects in the sample was 9.5 years, with continued projects lasting 10.9
years on average and noncontinued projects lasting 5.4 years on average.

Variables distinguishing between sustained and nonsustained projects:

- Financial and nonfinancial resources, including overall funding, diversity of funding sources,
and diversity of nonfinancial support, were higher for sustained projects.

- Fundraising strategies, including political, direct, and marketing strategies, as well as the
number of strategies employed, were also distinguishing factors.

- The project team's human resources, such as staff quality, commitment, and project leaders'
abilities, played a role in determining project continuation.

- Project innovativeness was identified as a differentiating variable.

- Among the auspice organization variables, the leadership of the organization was significantly
different between continued and noncontinued projects.

- The findings reveal consistent variables in sustainability, including diversity of funding sources,
management support, and initial funder involvement.

- These variables strongly predict project continuation, institutionalization, and duration.

- Project leadership qualities and community support are also involved in sustainability, but to a
lesser extent.

- The project leader's daring predicts project success.

- Examined pertinence of variables to three measures of sustainability

- Project continuity most strongly related to predictive model components
- Simple measure may be more important than sophisticated measures in future research
- Further study recommended in other places and on other projects
- Two types of studies suggested:
1. Large-scale studies to address bias and retrospective recollection
2. Studies focusing on specific topics and predictors (e.g., institutionalization and continuity,
initial funder's role)
- Collection of real-time data may reduce need for retrospection
- Studies should examine role of host organization's management in promoting sustainability

The study focuses on analyzing different factors within a model to understand the differences
between projects that continue and those that do not, as well as between institutionalized and
noninstitutionalized projects. It also investigates how these factors contribute to the sustainability
and duration of the projects. By examining these components, the study aims to gain insights into
the factors that influence project outcomes and longevity.
The text discusses a study that aims to identify predictors of sustainability for social programs.
The study examines various factors related to the project, the auspice organization, the
community, and the funding body to determine their influence on program continuity,
institutionalization, and duration. The findings of the study help understand which components of
the model differentiate between continued and non-continued projects and institutionalized and
non-institutionalized projects, as well as their contribution to the duration of the projects.
The text suggests that project leadership, while important, has less impact on project sustainability
compared to the actions of the auspice organization management and the main initial funder.
Community support, although relevant, has the smallest influence on sustainability. The study
also highlights that the simple measure of project continuity, i.e., whether the project still exists
today, is strongly related to sustainability, potentially outweighing more complex measures like
project duration and institutionalization. Further research is recommended to explore these
variables in larger-scale studies and to focus on specific topics and predictors related to
sustainability.