......Title................................Short.............................Project Description

A small diaspora organisation has adopted ToP and its principles to make it more representative of its members and to play a more facilitative role in enabling and supporting members to take their own initiatives forward. Networking Organization AFFORD, the African Foundation For Development, is a UK based diaspora organization that works with other diaspora organizations in the UK, linking them to development efforts in Africa. In 2002 they found themselves trying to focus among many conflicting priorities, uncertain about which possibilities to follow in their development of coalitions and partnerships in the UK. The subsequent strategic planning event facilitated by ICA:UK and attended by the entire board, staff and stakeholders was pivotal in that it enabled the participants to see how a participatory approach works, demonstrated how all ideas could be included and be drawn upon to produce a coherent product both agreed and owned by the participants. The AFFORD staff recognized that the particular processes used in this event were the practices they wanted to use in their day to day work and in their day to day relationship building. One board member said If not for that planning process, I believe I might have given up volunteering for AFFORD some time ago. I gave up all the other organisations I used to serve because their processes were not sufficiently participatory and inclusive for me. The event has also had a bearing on who they are attracting as an organization, who they work with, and it has changed the relationship they have with their partners. AFFORD is more confident in its promotion of participation, training African facilitators to manage workshops at conferences - 60 young Africans were trained for the annual African Diaspora and Development Days. They have been taught to listen, not to fear disagreement and to build consensus. It has also changed the criteria by which they choose their partners: If they don t see any commitment toward participation, they won t engage with them. Onyekachi Wambu, Information Officer said, ICA techniques and ideas have had, I would say, a big impact on AFFORD. From my own perspective it has shaped the way I approach meetings and seek to build consensus for actions. - UK. Jonathan Dudding, UK, 2010 (antiD)

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Project goals and tasks: To provide loyal Civil Society Organizations with the right organizational tools for development purposes, with: Self s assessment structure; Certification structure; Capacity building possibilities. At the Round Table the Senior Adviser of RT President Mr.Koshonov Subkhon makes a speech. The Round Table was lead by Safarova Marina - PO EHIO director. Project of Civil society Program donor, Aga Khan Foundation in Tajikistan with financial support of DFID. September 2009, Dushanbe. Visit to Pakistanian Centre for Philanthropy (PCP) initiated and organized by PO EHIO within the framework of the Program Civil society, Aga Khan Foundation Tajikistan with financial support of DFID. The second from left side is PO EHIO director - Marina Safarova. October 2009, Islamabad, Pakistan. Within this project framework, two public certifications were conducted on a voluntary basis, and about 80 civil society organizations, from throughout the Republic, were certified . Certification commission members are from several individual groups of society s the Presidents Board, Parliamentary deputies, the Ministries of Justice and Education, also representatives of public organizations, international organizations, and mass media. At the present time a third public certification is planned. For certified CSOs, training in capacity building is conducted, for example, on the theme, Organizational development s approach to capacity building. Training themes are often suggested by certified CSOs themselves at the Round tables, based on certification results, or while preparing regional meetings. PO EHIO s Farhang va Tarakkiyot received its certification by carrying out the first public certification in RT. Also within this project framework the organization has provided material for the newspaper, Business and policy. where we share space with other partners of the program, Civil Society on the Dialogue page. On this same page articles regarding development issues were published, along with success stories of CSOs and other material from books, magazines, and scientific literature, devoted to Civil Society development in RT. The Project is still continuing at this time. Project donors: Aga Khan Foundation, Tajikistan/DFID

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Effective clinical leadership is seen as central to the cultural and organisational changes expected of organisations across the health service, in the context of national reforms aimed at creating a patient-led NHS. When ICA:UK was approached in early 2006, investments had been made in recent years in strengthening clinical leadership within the then South Manchester PCT. These included the introduction of cluster working, and three Cluster Directors, to support extended primary care teams in multi-disciplinary and multi-agency working; and the creation of an in-house Education, Learning and Workforce Development Team, with a Practice Nurse serving as Clinical Lead. Considerable further change was required and underway, including Agenda for Change and the merger of the three Manchester PCTs (South, North & Central). outputs were documented in two reports, of the Consultation process (July 6th 2006) and of the Review & Planning (July 26th 2006). A key outcome of the process was the establishment of four task forces, each comprised of 3-4 members from across the three groups, and each with its remit defined and with a first- draft work plan including quarterly milestones for the coming year and beyond. The remit of the four task-forces were: Growth, Development, Training Opportunities Redefinition & Clarity of Role & Responsibility & Expectations Supporting Systems and Processes Transparency, Communication & Access to Support According to participants end-of-workshop feedback, highlights of the process included: Liked interactive style s getting up & moving around Group interaction helped people to understand other point of view An opportunity to speak and hopefully implement change Feel process was moved on to something constructive Positive actions proposed at end of session to take proposals forwards A further series of Consultation workshops and a Review & Planning workshop were delivered later in 2007, on Management and Leadership Development. This adapted the format and process developed for Clinical Leadership Evaluation and Development in South Manchester to engage with a cross-section of staff of the new Manchester PCT - to begin to develop a consensus on a Manchester way of managing, a core set of leadership and management competencies to deliver this style, and a few priority actions for quick wins over the following months. Since then the approach has also been applied to review and planning away days with individual staff teams including the Joint Occupational Therapist Unit of Manchester Equipment and Adaptations Partnership (a joint service of Manchester PCT and Manchester City Council) and the Manchester PCT Interpretation Service - UK

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