By Vanita Viswanath
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Additional info for Building partnerships for poverty reduction: the participatory project planning approach of the Women's Enterprise Management Training Outreach Program (WEMTOP)
The elements that were important to ensure this ownership and which are analyzed in this study are: the identification of field level functionaries; evolution of collaborative relationships: and evolution of mutually acceptable financial and administrative procedures and guidelines. The last section, on lessons learned, identifies the adjustments that need to be made in donor procedures and management style to enable a genuinely participatory approach to project planning. Page ix ACKNOWLEDGEMENTS The study describes the partnerships that were built between EDI and the players in the field in the design of the Women's Enterprise Management Training Outreach Program (WEMTOP).
Given this context, the idea of a participatory, decentralized project, requiring considerable assertiveness on their part was, perhaps, new and, to some extent, confusing. India The evolution of the SC in India was characterized by a level of activism and magnitude of effort and initiative, which propelled WEMTOP forward with unusual speed and in directions that were not anticipated by EDI, but which enhanced the sustainability of the program. The SC membership evolved with the changing needs and challenges of the program.
The staff member's continuance as Coordinator was unsustainable because it was an additional burden on her time. Since no suitable coordinator could be found even 5 months after the initiation of activities in the design phase, the program in Bangladesh was suspended. In the months following the TNA workshops, culminating in the Project Design Roundtables (PDRs) in India and Philippines in April-May 1992, discussions in the field produced an enhanced understanding of the stages of enterprise development.