A major concern confronting development specialists in the education sector is the sustainability of project activities and outcomes, that is, their ability to persist once external funding ends. The increased attention of international development-assistance organizations to sustainability reflects the greater recent focus on outcome-based funding. The present study investigates differences between six communities in Ghana that varied in their ability to sustain externally initiated community-participation activities beyond the life of the external development-assistance project that promoted those activities. It was hypothesized that high- and low-sustaining communities differ in eight managerial and socio-cultural dimensions suggested by earlier research to be important for sustainability of community-level activities: planning, transparency, leadership, and participation, on one hand, and, on the other, social cohesion, resources, community skills, and valuing of education. Findings indicate that leadership and social cohesion are the two most vital elements in the sustainability of organizational structures intended to promote community participation in the oversight of local schools. Other factors suggested by the model are largely subsumed under leadership, so that the model can be simplified.