Active involvement of stakeholders and counterparts is essential for successful implementation of any project. The counterpart is an important member of the project team and is responsible for the overall management and direction of a project. Because he has formulated a project concept and developed the project document together with the project team his active involvement in the management is essential for successful execution and sustainability of the project. The counterpart interacts with the project team throughout the full project cycle, from formulation to implementation and reporting and ensures that all stakeholders are actively involved. The stakeholders could range from the broader community at one end to those who are involved in executing the project as well as the actual beneficiaries on the other end. Active involvement of the project management team with the stakeholders and the counterpart can lead to individual and collective learning and capacity building and making them more aware of perspectives of development outcomes. This learning process creates conditions conducive to change and giving stakeholders a sense of ownership. However it is essential that these relations between the project team and the stakeholders on the one hand and with the counterpart on the other are properly managed for successfully implementing the project. In order to ensure active involvement of the stakeholders in successful implementation of the project, following measures can be taken:

1. Commitment of the Project Team First of all the project management team from top to the bottom must be made to realize that active involvement of stakeholder is not only essential for the successful and efficient implementation of the program but is also needed for its effectiveness and sustainability. Without this commitment and conviction on the part of the team itself it is impossible to get the whole hearted co-operation and engagement of the stakeholders

2. Identification of Opinion Makers The next step is to identify the leading opinion makers among the community where the project is to be executed. These opinion makers who could be both political or religious leaders and other influential persons of the community should be persuaded to take active part in project initiation and implementation. They are in a position to influence the community at large because of their knowledge of the region's diversity, cultural norms and traditional practices.

3. Active Involvement of Leading Stakeholders Once identified these opinion makers should be actively involved through constant liaison and building relationship. By listening to them and then removing any misgivings they have about the project would build trust which is a guarantee for long-term partnership and their proper management. The project team must convince the opinion makers about the benefits of the project and make them understand why their involvement is important for successful management of the project.

4. Communication and Information There is a need to provide the accurate and timely information to the stakeholder for involving them actively for whom the project team must use easily understandable language and avoiding unnecessary technical jargon. The information should remove any negative feelings and apprehensions the local community may have due to traditional practices, past experiences or lack of understanding about the aims and objectives of the project. Some of the stakeholders will shy away from taking part either on the pretext of lack of time or lack of capability on their part. It is the responsibility of the project leader to build their confidence and convince them about the benefits of their participation by constant liaison, establishing mechanisms for transparency, regular open communication and constructive discussions.

5. Continuing Trust Building Once trust is established it must be consciously nurtured throughout the project life cycle by initially focusing on smaller, more specific and less debatable concerns like improving systems and procedures. Resolution of less contentious issues would lead to stronger trust and confidence to resolve major and more controversial concerns and issues.

More or less the same principles as enumerated above for involving the stakeholders would apply to gainfully engage the counterparts in the project. Invariably all the projects have steering committees, usually headed by senior government officials to oversee the implementation of the projects. The project team should ensure that the meetings of the steering committees are regularly held and are attended by all concerned persons from government sector and other. These meetings should be followed by formal and informal contacts between the project team and the counterpart and the other donor agency. Again regular communication through periodic reports and meetings is the key for successful engagement of the counterparts. Lastly the project team should ensure that the agency which is the leading sponsor of the project must be in contact with other partners at the headquarter level for an effective and fruitful engagement of all the counterparts at the field level.