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

Initiate a leadership dialogue on how the federal government and Aboriginal peoples can work together on policies and initiatives that create transformative change and measurable improvements in the quality of life for Aboriginal people in Canada. Encourage leadership commitment to the ongoing dialogue and concrete actions needed to move forward together on identified priorities. Participants of the Roundtable included the Prime Minister, members of Cabinet and Parliament with portfolios including Aboriginal issues, and Aboriginal leaders from across the country. The process was designed to include both formal speeches and forums to share ideas and create new relationships. ICA formed a facilitation team along with Aboriginal facilitators. Participatory processes in discussion groups in the morning provided organizational delegations (e.g. First Nation, Metis, Inuit, NWAC, CAP, Other Institutions) and selected federal leadership an opportunity to identify suggestions, actions and commitments for transforming current relationships. Discussion groups in the afternoon generated commitment to changes in specific policy areas (housing, education, economic development, health and results measurement) to create results to positively impact on the quality of life for Aboriginal peoples in Canada and to examine strategies for achieving these changes. Canada 2004

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An international non-government organization was anticipating a period of expansion and needed a long range plan. The executive knew that they needed something long range because they intended to expanding staff in the near future but did not have any specific ideas in mind. The staff were mainly scientists and said they had little familiarity with any form of long range or organizational planning. The Situation and Factors at Play This INGO started in Canada in the late 1990s with modest beginnings and needed specific long range goals on which to focus a small staff within a related government department some international grants and a passion to increase the health of populations around the world. The staff were primarily scientists who were all experts in their own individual fields of endeavour. The government was preparing to spin this group of staff out on their own and to cut direct government ties. To act on its mandate to become autonomous from the government the entire staff embarked on a participatory strategic planning process that would launch the organization and its new mission. affect its registration as a corporation and its potential funding create its public face to the world and make plans for multi-lateral relationships with organization in many other nations. The Planning The participatory strategic planning occurred over 3 months with the ToP practitioner leading the 14 staff and leadership over five days of sessions and the staff doing additional datagathering between sessions. The facilitated sessions included an historical scan a societal trend analysis a frameworking session on potential partners vision contradictions and strategies workshops and action planning to the strategic objective level. Over the next four years the ToP practitioner worked with the executive and senior management on another 25 days of curriculum building international conference operational planning and several think tanks all of which were related to actual implementation of the strategic plans. Results and Impact One of the strategies was to promote advocacy and social marketing seminars. Within four years international training programs had been held in Europe and the Middle East with trainees from twenty nations who were then able to promote and launch government funded programs in each of those nations with compelling scientific evidence from around the world. Another objective was to conduct continental needs assessments on three continents. These assessments were all completed and the partnering organizations and governments that participated in the assessments became allies in the INGOs efforts. The major objective of holding partnership open forums was accomplished through several forums one the biggest being held in southeast asia. Government ministers officials and industry owners from several nations attended for five day and the President of the host country attended. The partnership forum resulted in goals and objectives being established for each of seven nations. Hundreds of scientific papers have being written and shared across nations to accelerate the health benefits in each nation. Media campaigns were targeted in 30 nations to people who had the authority to change health policy. During the slow and steady growth of this INGO now with offices on three continents positive health impact have been documented for 250 million people in 65 countries. Learning When working with a civil society group or with charitable organizations participants and stakeholders are generally driven by a high ethical standard and are very interested in creative strategies. They are willing to work across functions and teams and outside of their normal areas of work and interest in order to create plans that maximize impact. Participants have little problem telling is like it is so the analysis of root problems and contradictions tends to be very revealing. Bill Staples

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The Economic Development Commission of a small city and its surrounding rural area wanted regional planning that was long term, fair, with lots of opportunity for input from various stakeholders. The planning had to be highly participatory with neutral facilitators and consultants to engage a large part of the general public to create the economic development plan. The Economic Development Commission wanted teams of citizens in action by the end of the planning cycle. They did not want a plan on the shelf. The Situation and Factors at Play Three small towns were mandated to amalgamate into one city with a large rural catchment area in order to reduce administrative costs and to rationalize the large patchworks of regulations that can affect business and day-to-day living. The entire area depended heavily upon a resource- based economy, but most knew that this could not be sustainable over the very long-term. City councillors and business leaders had formed an advisory group to create an economic development plan to provide a solid foundation for everyone in the region. This advisory group had very little luck in creating a plan that everyone would back. After almost a year on their own without getting very far in their planning, they decided on the ToP approach. The Planning This planning process involved demonstration sessions with the original advisory committee of politicians and business leaders. After that three dozen open focus groups and input sessions from the general public were held within the entire catchment area promoted by the local media. Since the sessions were open and public no one knew how many would show up for any particular session, therefore the process had to be robust enough to work for handful of people or a hundred people, whoever showed up. These sessions were held in local community halls, golf clubs and hotels. Two months after all of the public sessions were completed, the advisory group held two sessions to vet the emerging vision, obstacles and strategies, and plan a large plenary in a local college gymnasium to which everyone was invited. This plenary, open to all, was to view the emerging consensus plans, comment on them, and launch implementation teams. The Premier opened this last big session and remarked that it was a good example of democracy in action. There were additional opportunities for people to participate through email, fax and surveys. In total about 540 people attended the various sessions. Impact and Results By the end of the plan eight new strategy teams were in place. Strategies to promote regional attractions was the largest set of strategies. The schedule of town celebrations among all the towns and villages were revamped to help touristm so that there were no conflicting schedules between towns. A new Downtown Business Network was created with a full-time marketing and event coordinator to replace the three previous competing business associations. The business district became the provinces first historic district under the Historic Sites Protection act. New coordinated websites with a wider variety of tourism information were created. Tourist income had increased to $35M per year within five years after the plan was complete. A one-source business team has been created to encourage local investment. They help coordinate business associations, create local investment pools, seek out entrepreneurial efforts, and help micro-business startups. Learning If large public consultation strategic planning is held too soon before an election, politicians will tend to stake out their favourite topics and use opportunities to be very public about it. This can create public conflict over high profile choices. This can be easily seen in tough on crime posturing played by politicians that have very little to do with good public policy. Large municipal planning exercises are often not held immediately after an election because people expect political leaders to make decisions, not start a planning process. A good planning process can be held midt

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The population of Changu Narayan is 5,297 people. The average monthly income is about NRs. 400 - 1000 per month (about 600 - 1500 YEN). Most people make their income by farming and making bricks. 84% of Changu Narayan population is uneducated. Male is earning 86% of their total income and women is earning 16% by weiving during their house duty. There are 3 schools in Changu Narayan, but they are lack of teachers and teaching materials. Even the existing teachers' teaching level is low due to the lack of trainings. Other than farming and brick making, they also earn their living as porters. The price is NRs.300 for carring 50kg for 2km. This is too difficult for the elders and it damages their health. Some people make local wine and sell at NRs. 20 per 1 litter. The learning center was built in 2001supported by Ministry of Foreign Affairs Japan. At the moment, trainings are held for the women and the youth groups. But there is shortage of facility such as desks and chairs, and teaching materials for children. Moreover, there is a serious drinking water problem in Changu Narayan and the neighbouring villiages. The project was done to solve the above issues. Mr. Binod from a construction company had had many experiences with construction projects funded by over seas. He motivated the community to dig the ground for pipes, and was very cooperative to answer the villager's questions. The digging for the 2nd trench started on the July 17th. An average of 10 to 20 people participated in the work and a total about 500 people participated in the whole process. From teenagers to 60s dag trenchs. 80% of the participants were men, but 90% of stone and brick carrying were done by women. Water is very important for every body. To avoid unnecessary fights between villagers, we held meetings with all the staff. They were Changu Narayan water user committee, the Learning Center staff, ICA Japan, ICA Nepal, the Engineers and the construction company, and they made a contract. There were 2, 3 water sources around the Intank. If the community wants to extend the water pipe, they will be able to construct it using funds collected from the community. There are a total of 20 taps, and these taps will bring water to the Changu Narayan and Charlling villages. The time for fetching water has been reduced by more than 1 hour, and they now have access to more clean water. Women in the community started to plant trees around the Learning Center. They were taking good care of the Community Center. So far, 1200 people from all around Nepal have visited to participate in the training held in the learning center. The Learning center has facility as a guest house and a small cafe. From July 21st to 25th, we held 5 days training for T.O.T (Training of Trainers) at the ICA Nepal office. The trainers were 6 staff from ICA Nepal, and 13 people from Bhaktapur district participated. Ms. Maya, a teacher for knitting lives in Changu Narayan and holds knitting training 2 days a week for the Changu Narayan women's group. Mmicro credit training held once in every 2 weeks. Every person is being encouraged to creat a savings account with a minimum deposit of Rs. 5 (about 7.5 yen). Present number of members are 164. Training on organic farming methods using vegetables and livestock droppings, as well as training on chilly peppers were held. During the 3 days of training, the participants stayed in the learning center. Not only women, but also adult men, elder women and youth participated in the leadership training. After five years of training, community women are now able to participate in the meetings and trainings, and they can also give opinions and ideas with men. When we delivered the teaching materials, 110 students in Tauthali primary school arrived. A commemorative pencil was passed out to each students. Afterwards Nepal dance was presented by the students. The message was that We appreciate Japan's support. We will take care of the materials. You are welcome to Nagarkot any time.

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Association BOSPO in partnership with Roma association Euro-Rom Tuzla organized public debate in Sarajevo, which was held today (September 17th, 2010.) at 12:00 o'clock in Parliament Assembly in Sarajevo. The public debate is one of the activities within the project Strengthening of political participation and representation of national minorities in BH society financed by European Union. The subject of the public debate was Consequences for national minorities based on non-implementation of the verdict of European Court for human rights in Sejdic-Finci case. The guests and speakers were Mr. Dervo Sejdic and Mr. Jakob Finci. The category of national minorities is not recognised in the BH Constitution, despite the provisions of the EU Framework Convention on Protection of National Minorities, which was ratified by BiH in 2003. The aim of the public debate was to emphasize to the BH Government the need for protection and respect of human rights and the rights of national minorities; and, also, to emergently include category of national minorities in BH Constitution. Representatives of national minorities, members of the National Minority Council and representatives from the Ministry for Human Rights and Refugees were present on the public debate, as well as other interested citizens and media.

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Two campaigns were signed within the project Building just structures in B&H, financed by Irish Aid. Within the campaign 'Promotion of culture in Srebrenica' it's planned to realize meetings with representatives of civil society and local authorities, public debate between representatives of local government, civil society and citizens, and on 30th of May it's planned to realize a concert of classical music, everything within the manifestation 'Days of culture' in Srebrenica. The aim of this campaigne is strengthening local civil society and representatives of local government to, with joint forces, develop cultural life in Srebrenica. Campaigne is being realized by activists of the association 'SARA' from Srebrenica. The aim of the campaigne in Tuzla 'Let's integrate gender component in school documentation' is to humanize relations between sexes through gender sensitivation of school documentation. Within this campaigne it is planned to organize meetings with representatives of Ministry of education, University in Tuzla, Bosanska rije

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NorthEastern Ontario Tobacco Summit A steering committee funded by several cities in NorthEastern Ontario decided to hold a major conference, the NorthEastern Ontario Tobacco Summit, (NEOTS) to determine a region wide strategy to deal with smoking. The steering committee consisted of representatives of several health departments, restaurant associations, municipal governments and other groups. The steering committee wanted the conference but could not agree on its outcome because of the opposing viewpoints of the members. ICA was hired to design and facilitate the conference specifically because of our conciliation approach and our ability to work with the heavy conflict which would undoubtedly occur during the conference. The only prerequisite was there should be outcomes that could be acted upon by everyone. Six months of prep work promoted the conference throughout the region of approximately 200 by 400 kilometers. A team of epidemiologists were hired by the steering committee to evaluate the outcomes of the conference. The three day conference of 185 people opened with eight speeches and presentations from the various and opposing points of view. Participants were then sent into small mixed teams to interview each other using a ToP Focused Conversation on the impacts of tobacco on their lives. Impacts ranged from death, to large expenses to set up smoking sections in restaurants. The Consensus Workshop Method was used to determine fourteen workshop topics for the next section of the conference. Fourteen teams met to determine the key questions they had about their assigned topic, using the Focused Conversation Method. This was followed by a major plenary of reports. The fourteen teams then reconvened, with some reshuffling of participants, to make recommendations on how to answer the questions that had been raised. During the second plenary, a Consensus Table of 5 participants were assigned to listen carefully and determine points of consensus they heard emerging. The five points were: involve youth in all future planning; all future research should be jointly done; 100% smoke-free bylaws should be enacted, except for ceremonial uses of Tobacco by First Nations; a coordinating body should be formed; lobby for provincial funding for enforcement, education, cessation and prevention. Twelve geographic teams were formed to create action plans for each of the consensus points, including stakeholder frameworking, goals and timelines. The major problem that the steering committee had been up against for several years was that there had been a patchwork of legislation about smoking in all the various municipalities, making for unfair competition between restaurants and tourist locations. Also no one believed the opponent statistics about smoking. Once all that had been thoroughly aired, all participant were able to recommended an across-the-board no smoking zone. The First Nation perspective on the sacredness of the Tobacco Plant also had a salutary effect on everyone to calm down and respect each another, as well as respecting Tobacco. Three years later the entire province passed no-smoking legislation, but it cannot be proven what effect the NorthEastern Ontario Smoking Summit had on that legislation. Bill Staples, Canada

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The City of Cedar Rapids started 2008 by nam- ing it the Year of the River, a title meant to reinforce the connection between the city and the Cedar River that runs through its core. This name earned an unfortunate meaning in June of that year when the river crested 11.5 feet higher than any previous measure, and flooding forced thousands to evacuate their homes and businesses. The water caused more than $6 billion in damage. Within days of the flood, city officials, business leaders, and citizens mobilized to develop and implement two phases of the River Corridor Redevelopment Plan. The collaborative planning process introduced by the Institute of Cultural Affairs-USA and its team of ToP facilitators cre- ated partnerships between community mem- bers, multiple city departments, the city council, and agencies ranging from the federal to the local level. Two phases of reinvestment and revitalization planning have been completed. Phase one was a four-month public process to develop a flood- management strategy. Phase two focused on creating plans for reinvestment in the flood- affected neighborhoods, including the down- town area. An action plan was then drafted to guide reinvestment over the next 10 - 15 years.

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In 2008, Cameroon hosted a National Workshop on the Underlying Causes of Deforestation, which successfully brought together 32 institutions, including community- based organizations, national and international NGOs, and government institutions s like the Ministry of Forest and Fauna s in a series of workshops. In bringing these stakeholders together, a nuanced set of commitments was reached that reflect the needs of the multiple participants involved. In these workshops, in-depth case studies of different forest ecosystems in the country were selected for review. The results of these studies, and the ensuing discussions, debates, and recommendations for further action, were made available to a wider audience. A publication of the project reports and recommendations was also called for, along with advocacy activities to help shift towards more sustainable management of different ecosystems in Cameroon. ICA Cameroon is continuing to develop further strategic partnerships with other international NGOs and will continue to work in the area of sustainable forest management to make an even greater impact.

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ICA Nepal carried out activities that promoted the rights of indigenous communities access to and use of forest resources. It organized orientation, training, and the development of case studies for its national level workshop on indigenous communities and their often complex relationship to forests. During its workshop, ICA Nepal produced 12 recommendations to present to the Nepalese government for immediate consideration. The workshop identified political instability as one of the main underlying causes of rampant deforestation in Nepal. Other resolutions considered giving special care to the culture, skills, and traditions of indigenous populations, providing better education opportunities to local communities, compensating indigenous and ethnic communities for their products, guaranteeing free alternative energy for indigenous and ethnic communities residing in or near forest areas, and new government-led arrangements for cattle raising and grazing. ICA Nepal understands that Nepals rapidly growing population puts great pressure on natural resources. Through Eco-clubs and sustainable agricultural programs, children and adults respectively are encouraged to think about ways to use their environment in a sustainable way. Trees have been planted, and nurseries and kitchen gardens started as a result of this program. Furthermore, through training and facilitation, ICA Nepal has motivated thousands of people towards protecting the environment.

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ICA Bangladesh made large advances in its forest management work by also hosting a national workshop to explore the underlying causes of deforestation, and to propose pathways and actions to address these underlying causes. The event brought together over 100 participants drawn from among policy makers, NGOs, indigenous peoples, the media, and other stakeholders. The workshop began with presentations from research studies on three major forest areas - Mangrove, Saal and Chittagong Hill Tracts reserve forest - undertaken from February-April 2008. The research and intense discussions highlighted the fact that deforestation in Bangladesh continues to occur at alarming rates and that the underlying causes of this deforestation are manifold. The study also identified the main actors involved in the process and recommended effective measures to address the underlying causes of deforestation and forest degradation in Bangladesh. The event received substantive and varied media coverage, helping to raise the profile of forest management issues in the country.

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Work began in ICA projects in 2003. The goal was to mobilize communities to look for community solutions to the problem. Gradually the program implemented a number of activities that address the problem. The program changes as communities understand the problem and look for sustainable solutions. Since 2003, over 15,000 people were counseled and tested; 1000 people were trained in various skills; 30 villages were reached with awareness programs; 10 youth groups were formed and three of them received seed money to start income generation activities; 6300 orphans and most vulnerable children were supported. As a result there has been an increased knowledge about the spread and prevention of the disease; the acceptance by the Maasai community, long closed to the possibility that the disease does affect them; decreased denial and more AIDS patients receiving ARVs. ICA Tanzania’s capacity to implement HIV/AIDS related programs has increased Monduli and Longido Districts 
Mobilization of communities to fight HIV/AIDS problem
Running a VCT Centre at Mto wa Mbu township Mobile VCT
Home counseling and testing Handeni and Kilindi Districts
Provision of support to Global Fund Orphans and Most Vulnerable Children (MVC), including support for primary, secondary, and Vocational School: under five nutritious food, bedding, clothes, health services, scholastic supplies, and psychosocial support.
More than 30,000 receive free medical services

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