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Extra info for Building partnerships for poverty reduction: the participatory project planning approach of the Women's Enterprise Management Training Outreach Program (WEMTOP)

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To find an acceptable coordinator and put together a team that, in addition to having management capabilities, could maintain a political balance among women's groups, transcend ideological interests of the NGO sector while ensuring that WEMTOP attracts NGOs committed to and with a capacity for delivering microenterprise services to women, and can ensure that WEMTOP is not sabotaged, was quite a challenge. Since EDI did not have enough time in the field to screen candidates for positions on the SC, it identified individuals who could serve as coordinators (in Bangladesh, an individual who could serve as Interim Coordinator) and relied Page 9 on them to put together country-level SCs.

At the PDR, the PTI's presentations confirmed the SC's earlier views that no single PTI appeared to have the appropriate gender and microenterprise expertise to undertake the training on its own. The alternative was to have three finalists collaborate as a single team drawing upon the expertise of each. However, at least one among them (an individual trainer rather than an organization) wanted to maintain his individual style and focus in undertaking the training and did not want to be part of a team including the two other PTIs.

The first issue that confronted EDI was the program's intended SCOPE. Should the program be a regional one with one framework and strategy spanning three or more countries in the region or should it be national? Since EDI normally works with a single Partner Training Institution (PTI) which it contracts for training delivery, is it possible to find a pan-Asian PTI with the necessary track record in enterprise management training for poor women? Or should there be a regional team, members of which would be drawn from each of the selected countries?

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