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)
Some sources cited in this paper may be informal documents that are not readily available. The findings, interpretations, and conclusions expressed in this paper are entirely those of the author(s) and should not be attributed in any manner to the World Bank, to its affiliated organizations, or to members of its Board of Executive Directors or the countries they represent. The World Bank does not guarantee the accuracy of the data included in this publication and accepts no responsibility whatsoever for any consequence of their use.
Bangladesh was dropped from the pilot project soon after the TNA workshops because of instability of the program coordination mechanism due, mainly, to the lack of a suitable Program Coordinator. A World Bank staff member from the Dhaka office had been helping out as Program Coordinator pending the appointment of a full-time Coordinator. 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.
The SC's effective and swift management of the process of refining the conceptual framework and enterprise management methodologies (including the monitoring and evaluation for WEMTOP) and even determining the scope of the program was, in part, a response to political pressure from the PTIs. It was also in line with the culture of independence of the NGO sector in India which expects indigenization of discourse, activity and pace of output generation as well as control over decisions on who participates, how many participate and who has the ultimate authority.