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

Ceate a framework for policy and a concrete set of recommendations during a public consultation from very large group, when the people in the group have very acknowledge opposing perspectives. A large multi-stakeholder coalition was formed to see if any agreements could be reached. The coalition, which was made up of organizations which opposed smoking and organizations that espoused free choice, was unable to provide much concrete direction in terms of outcomes for the Summit. ToP methods were specifically chosen because of its strength in respectful facilitation, and its ability to get results in situations where differences of opinion, and potential animosity, was the norm. Since this event was such a high profile event for Northeastern Ontario including First Nations Chiefs, Mayors, municipal politicians, medical officers of health, the tourism industry, health workers, and youth, the entire process was under constant scrutiny and evaluated by the PHRED. A complete evaluation of the entire process is available online. Canada 2002

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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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1. Residents in Cano Negro are mainly Mestiso, black people, and Indios. Poverty is a big problem in the villages; this project was carried out to improve the production of cacao, their only income source, and start a community owned cacao business for self-support. Lively, better community for the next generation was the Cano Negro women's dream. 11. ICA:Venezuela staff visited various organizations to get their cooperation. They got CESAP as a financial and accounting advisor, AVEPANE as a researching partner, and EIRey, a big Venezuelan chocolate company, as their business management advisor. 12. They got a contract with the Asociacion de Productores de Cacao for purchasing Cano Cacao products. They also got advice in agricultural techniques from Fondo National del Cacao. 24. The new building has an administration office. They keep agricultural tools such as rakes, shovels, and machetes, weigh balances, and fertilizers as well as cacao. 26. Completed cacao facility made of cement blocks which is 20 long, 5 meters wide, and 6 meters high. 27. Thanks to the processing facility, there will be no more contaminated cacao. n29. Village people celebrating completion of the facilities. People got much hope and confidence through this project. 30. Making a stable cacao business also means a lot in terms of giving jobs to young people. 31. Cano Negro has started to move toward bright future where everybody is smiling.

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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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KIRDP combined the expertise of a large funding agency with the transformational technique of ICA Japan and Kenya. In three short years, the Kitui region of Kenya working on KIRDP witnessed significant signs of improvement in quality of life, and even more significantly, ways of thinking, cooperating, and developing. ICA Kenya, .Views from the Participants ICA Kitui's Patrick Munyao (program manager), Clare Momyani (facilitator), and Nzilani Mutuku (facilitator) share their views on KIRDP, as told to ICA Japan. What is your overall view of the project? The villagers received a great deal of training and were able to train in areas to progress agriculture and water accountability, and to maintain the system. This has been a very effective project. What changes did you see take place over the three years? The quality of the crops changed and there is much less wasted land. There used to be little concern about the river water because of such little rain, but now the borehole water methods have generated lots of support. An example of someone who really changed is a villager named Alex. He lives with his wife, mother, and two children. He would walk to town each day to find work, and maybe make 25-100KS (50-150 yen). Alex was selected for the KIRDP program during a survey to start growing vegetables. At first he grew them just for his family. Soon his fields grew very green and fertile and he had enough extra to sell. These days he farms fulltime and customers come to his house to buy vegetables. He makes about 200KS a day. We have also seen women join the self help groups, part of a microfinance project within KIRDP, and start to purchase quantities of goods and sell them at a small profit within their villages. Many of these women now earn more than their husband who were so skeptical.

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The 288 hectare Industrial Park had all of its infrastructure installed and yet stood vacant for years due to political conflict. Meanwhile, there were hundreds of small industries operating in nearby family homes. The challenge was to form the people into industrial guilds and demonstrate the viability of the Industrial Park with a model factory. In order to implement this project, the United Nations contracted the services of the ICA, securing the following results: RESULTS Execution of the project entitled Pilot Plan for the Implementation of the Industrial Zone of Villa el Salvador The formation of six industrial guilds which each made their strategic plans, and to this day maintain their separate areas in the Industrial Park Construction and operation of a small demonstration factory making fresh cheese This work was the catalyst to transform the situation to eliminate the conflicts and allow the development of the Industrial Park to move forward, with the assistance of UNIDO of the United Nations Today the Industrial Park of Villa el Salvador houses over 1,000 industries which provide employment to over 20,000 people -

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Sustinable Agriculture 1. Lift irrigation scheme in Khamboli- 65 farmers with 65 acres land underirrigation. 2. Agricultural training to 200 farmers.. 3. Agricultural awareness camp at Katarkhadak 125 farmers. 4. Introduce 4 step rice Paddy Method- 20 farmers for 20 acres. 5. Distribution of 4400 kg rice seeds to 110 farmers. 6. Placement of 30 Agricultural Collage students in village for 6 months 7. 10000 Mango plantations in 4 villages. 8. Expert s guidance for 12 days for 200 farmers every year. 9. Training of compost and vermiculture for 40 farmers. 10. 50 acre land development by leveling for 47 farmers. 11. Agricultural tools distributed to 120 farmers. 12. Exposure given to 55 farmers in Rahuri College. 13. Extra residential training provided to 200 farmers. Sustinable Agriculture Government has constructed a percolation Dam in Khamboli village for irrigation purpose. ICA has implemented an irrigation scheme with the financial help of Japan Environment Corporation, Japan, worth Rs. 9 Lakhs. The scheme will irrigate about 100 acres of farmland. The villagers did Shramadan for digging and constructing the well and fixing pipelines. They have also agreed to contribute towards distribution of pipeline in their farms. The scheme has got electrical supply from Govt and has started the work effectively. It has irrigates 65 acres of land as 65 farmers have taken the benefit of the scheme. The Work of irrigation is going on very well as we have formed a committee of villagers to have control over it. They have record of the farmers who has taken the water, for how much time and the amount received for it.They are giving receipt of the money received so no chances for making misuse of money and water. This makes very clear picture of well established setup of self development. As for this they have to do planning, discussion, implementation, they have to follow rules means they learn discipline and this will help them in their personal life also. The same irrigation scheme has been started in Katarkhadak also. The villagers were more interested in doing the labor work for the scheme. They did Shramdan and constructed the well and the digging of pipeline. There was also very good response of the villagers for the scheme. There also 70 farmers have been benefited and 70 acres of land was irrigated. 1. Training of compost and vermin culture for 40 farmers. 2. Agricultural training to 200 farmers. Regular agricultural training is offered to the farmers to improve their knowledge and skills of effective modem farming by learning from experts. The training is given through both on going training programmes and through practical demonstrations in villages for 12 days Total 200 farmers were participated. Also we have organized Agricultural awareness camp for Katarkhadak village which is new village in our project. 125 farmers were participated and benefited. 3. Four step Rice Paddy Method:- This year we introduced 4 steps Rice Paddy method to 20 farmers and distributed 4400 kg rice seeds to 110 farmers in subsidized rates. This helps them to increase the rate of cultivation and can get good crops as the seeds were of good quality. This will help them to have multiple crops with good quality. Improved Farming Methods: A Scientific Compost Making Methods were demonstrated in the village with the help of Agricultural experts from Japan. Mango Grafting Technique was taught to the villagers by an experienced expert while 2000 mango plants were being grafted in the three villages. Seedlings of various vegetables for kitchen garden are distributed every year to women. The kitchen garden is also popular as all wastage can be used to produce new vegetables and this helps them to have some additional income source as well as fresh vegetables to eat which is good for health. Means the women gains in double one in the form of money and second good health of the family. Residential Agricultural training was provided to 200 farmers in 2004 for 4 times . It was very useful to implement their learning s. Also we have taken 55 farmers twice to visit the Rahuri Agriculture College to study the new techniques of the advance farming and agriculture. Placement of 30 agricultural College students in villages for 6 months. This also helps farmers to learn new techniques from the students. As the area is hillside some of the farmers can not cultivate their land as it is uneven. After discussion we have developed 50 acres of land by leveling for 47 farmers and made is useful for cultivation. Agricultural tools are very important. In the main season some farmers cannot work effectively as they don t have the good tools. We have provided Agricultural Tools to 120 farmers.

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Judy Weddle and Dennis Jennings contracted with The International Union Against Tuberculosis and Lung Disease (The Union). For the past year they have been part of an instructional team focused on delivering valuable management skills to national program managers and healthcare administrators who provide health solutions in poor and middle income countries. This took them to Mexico, France and Singapore to conduct facilitation training. They serve as a part of the core faculty for the International Management Development Pro- gramme (IMDP) where participatory facilitation training is integrated into the curriculum and ToP Methods are used in key Strategic Planning events within departments of the organization. Each of the courses focuses on different aspects of running a comprehensive health program including Management, Finance and Logistics, Leading Management Terms, Project Management and Budget Planning, Human Resources Management, and Mass Media and Communications. The Influencing, Networking, Collaborations course, part of a Facilitative Leadership Series, guides participants through conflict management, relationship management, and coalition building in order to train participants to create networks that can ensure a health program that meets its goals

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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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With help from ICA Ghana, local farmers in the countrys rural communities are integrating improved agricultural methods into their natural resource management strategy of non-timber forest products (NTFP). In 2008, ICA Ghana continued ongoing, far-reaching village campaigns on conservation practices, aimed to educate farmers on allanblackia harvesting. The extracted seed-oil from the native allanblackia tree provides an alternative to palm oil, which is used as a commercial production input. Whereas palm oil is an exotic species farmed as a cash-crop with dangerous social and ecological consequences, allanblackia can have a positive impact on biodiversity and local livelihoods if sustainably harvested with equitable sharing of benefits among stakeholders. Farmers engage in wild picking of the allanblackia, which helps with biodiversity conservation and sustainable agroforestry systems. ICA Ghana reached farmers in diverse ways, including socioeconomic surveys and radio programming, thus benefiting over 100 communities from this information and knowledge sharing .

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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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ICA GreenRise aims to support the family-owned pharmacy and other tenants of the building by connecting them to one another and continuing to grow as a community hub. The 2014 Solar Launch and Uptown Share Fair was a great launch of these efforts.
Another event designed to help build ICA GreenRise as a accessible community space was a CSLN Hub event in March. The event showcased the GreenRise building, screened two separate films as part of the One Earth Film Festival (more on page 5), and finished the day with mini-workshops for hands-on learning.
In addition to single day events, this January ICA convened a cohort comprised of ICA GreenRise tenants, residents, and Uptown community members to discuss ways to build community around health and wellness. The group named itself ‘Nourish Yourself, Your Community’ and co-created a 6 month health and wellness curriculum led by cohort members.
Topics in the curriculum included stress management, meditation, pickling and sprouting, creative storytelling, and intro to improv, to name a few. The project, supported by a small grant from Thorek Memorial Hospital, aims to create a space for individuals to learn more about each other and exchange strategies to help serve themselves and the community more effectively. When the cohort concludes in June, the ICA GreenRise aims to continue to build on the community momentum as a north side sustainability hub. ICA staff and volunteers are currently in the planning process for the first official GreenRise Community Sustainability Hub Day, slated for June 20th.