The Impact of Project Management Organizations on Community Based Organizations
Faculty Advisor Name
Dr. Fred Mayhew
Description
Historically, after an international conflict occurred major governments, such as the United States (U.S.) or United Kingdom (U.K.), were the first line of support for those effected by conflict within a country. Once the dust settled, these governments remained in the affected areas to administer post conflict development work and transition war torn countries into functioning nations. Beginning in the 1990s however, a shift took place taking development assistance from a strict government structure to development assistance by non-governmental organizations (NGOs). Large governments recognized it quickly became too costly to enter small nations that did not pose a threat to their country, and deliver aid and reconstruction assistance after a conflict. This shift towards market delivery opened the doors for greater innovation and a hope to support development in a more efficient cost and manner than possible by governments. However, soon these NGOs became large and overpowering forces within communities and best practice theories shifted to believe organizations based in the community were best equipped to deliver aid and reconstruction assistance rather than outside forces. Funding moved from direct support from governments to NGOs, to NGOs becoming project management organizations (PMOs), funding community-based organizations (CBOs) through contracts won from governments. However, much of the literature does not address what the effects PMOs are having on the structure of and the functioning capabilities of CBOs in their goal to receive funding from government organizations. This research paper aims to examine how project management organizations ensure community based organizations meet their mission goals, while maintaining limitations funders set out, and how this limits who, where, and how CBOs deliver development assistance. In order to study this, one project management organization and three cases managed by the PMO were examined to determine how funder requirements were managed and met by both the PMO and CBO and what impact funder requirements had on the target population and mission of the CBO, to see if PMOs impact the mission of CBOs or not. The PMO examined in this case study was the Center for International Stabilization and Recovery (CISR). This organization was chosen for its extensive experience in program implementation of development assistance in the field of international development. CISR undertakes a variety of projects to assist in the recovery of communities and individuals after a war or conflict and has an excellent reputation among funders in the international development field at the national level.
The Impact of Project Management Organizations on Community Based Organizations
Historically, after an international conflict occurred major governments, such as the United States (U.S.) or United Kingdom (U.K.), were the first line of support for those effected by conflict within a country. Once the dust settled, these governments remained in the affected areas to administer post conflict development work and transition war torn countries into functioning nations. Beginning in the 1990s however, a shift took place taking development assistance from a strict government structure to development assistance by non-governmental organizations (NGOs). Large governments recognized it quickly became too costly to enter small nations that did not pose a threat to their country, and deliver aid and reconstruction assistance after a conflict. This shift towards market delivery opened the doors for greater innovation and a hope to support development in a more efficient cost and manner than possible by governments. However, soon these NGOs became large and overpowering forces within communities and best practice theories shifted to believe organizations based in the community were best equipped to deliver aid and reconstruction assistance rather than outside forces. Funding moved from direct support from governments to NGOs, to NGOs becoming project management organizations (PMOs), funding community-based organizations (CBOs) through contracts won from governments. However, much of the literature does not address what the effects PMOs are having on the structure of and the functioning capabilities of CBOs in their goal to receive funding from government organizations. This research paper aims to examine how project management organizations ensure community based organizations meet their mission goals, while maintaining limitations funders set out, and how this limits who, where, and how CBOs deliver development assistance. In order to study this, one project management organization and three cases managed by the PMO were examined to determine how funder requirements were managed and met by both the PMO and CBO and what impact funder requirements had on the target population and mission of the CBO, to see if PMOs impact the mission of CBOs or not. The PMO examined in this case study was the Center for International Stabilization and Recovery (CISR). This organization was chosen for its extensive experience in program implementation of development assistance in the field of international development. CISR undertakes a variety of projects to assist in the recovery of communities and individuals after a war or conflict and has an excellent reputation among funders in the international development field at the national level.
