ICA community development initiatives use a variety of empowerment strategies and impact economic, political and cultural development.

id	Project	Short	Description	Country
6	Bank Planning USA	Participatory strategic planning with the Executive Team, including the President, of the Fianance and Banking System of a US Bank dealing with Banking Mortgages and Online Banking in New York, USA.	Participatory strategic planning with the Executive Team, including the President, of the Fianance and Banking System of a US Bank dealing iwth Banking Mortgages and Online Banking in New York, USA	USA
8	Government consultation - Australia	A large public consultation was held for a government department in Australia.	A large public consultation was held for a government department in Australia. This was an important session that lead to the reinvigorating of the whole department. Kevin Balm, Australia	Australia
11	Media Arts Coalition - USA	A staff and board retreat for a media arts coalition in Phoenix, USA	Back in November, I had a great experience working with a media arts coalition where I had previously done several planning retreats. There had been a change in the board and the previous managing director had moved to be executive director of one of the member organizations. The new managing director, had just come on. At the end of the retreat, she was cleaning up and I was pulling down flip charts and I asked her if she had a good time. She paused and gave a short answer, like yes, or something . . . In the morning I got an email in which she said, I was confused about how to do this job, but after the retreat, I am clear. Jim Wiegel, USA, 2008	USA
24	Innovation in Agriculture Conference	A large conference on Innovation in Agriculture carried out for the University of Guelph and the government of Ontario, Canada	This was a large coalition conference for the University of Guelph on the topic of Innovation in Agriculture with many stakeholders from Ontario and other parts of Canada, with special emphasis on bioengineering and biotechnology. The conference explored various types of agriculture innovation and what roles need to be taken by different sectors of society. Bill Staples, Canada 2001	Canada
27	Recyled Organics - Australia	The facilitaton resulted in a composting industry association which has been quite successful in furthering the industry in Australia.	The facilitaton resulted in a composting industry association which has been quite successful in furthering the industry. Richard Maguire, Australia from ToPSurvey	Australia
29	Rajasthan Mill Transformation - India	Banswara Textiles where ToP facilitation is underpinning the transformation at their mill in Rajasthan.	Banswara Textiles where ToP facilitation is underpinning the transformation at their mill in Rajasthan. From Yaroslav Prytula, Ukraine. From ToPSurvey	Ukraine
37	United Way Priorities - USA	United Way Capital Region using ToP methods for Community Input into prorities in Sacramento, USA.	United Way Capital Region using ToP methods for Community Input into prorities. Heidi Kolbe, USA from ToPSurvey	USA
38	Occupational Endorsement Course - USA	Program partners at Northwest College, who wanted to collaborate on designing an occupational endorsement course in California, USA	Program partners at Northwest College, who wanted to collaborate on designing an occupational endorsement course. Dawn Salesky, USA from ToPSurvey	USA
39	Congregational Partnership - USA	Two congregations, black and white, in New Orleans, USA deciding to become a covenanted partnership after Hurrican Katrina.	Central/St Mathew Partnership. Two congregations, black and white, deciding to become a covenanted partnership after Katrina. Jean Watts, USA from ToPSurvey	USA
41	Integrating Facilitation and Consulting, Bangkok	The APM Group in Bangkok where ToP facilitation processes are being integrated with their consulting and training programs.	The APM Group in Bangkok where ToP facilitation processes are being integrated with their consulting and training programs. From Yaroslav Prytula, Ukraine, from ToPSurvey	Thailand
43	Theatre Company Transition - USA	A small theatre company in USA makes a transition from all-volunteer staff to a paid managing director.	A small theatre company makes a transition from all-volunteer staff to paid managing director. Susan Blackman, USA from ToPSurvey	USA
49	Environment Africa Management Retreats - Malawi	Environment Africa is facilitating management retreats to share and learn from activities being implemented, in Malawi.	Environment Africa is facilitating management retreats to share and learn from activities being implemented. Barbara Banda, Malawi from ToPSurvey.	Malawi
51	FinancialAutonomy	A 30 year old African training institute followed the strategic planning process and achieved financial autonomy	A 30 year old African training institute that followed the strategic planning process and achieved financial autonomy. Survey.
59	Retired Teachers Association - USA	State wide retired teacher associations - use tools in their local areas to develop membership	State wide retired teacher associations - use tools in their local areas to develop membership. Topsurv	USA
61	Internal Facilitator - USA	Sophia, Corning - We have both facilitated processes within the organization and trained internal facilitators that have continued using the processes. Topsurv	Sophia, Corning - We have both facilitated processes within the organization and trained internal facilitators that have continued using the processes. Topsurv	USA
62	Acupuncture Association Planning - USA	Planning, growth and transition to new leadership of the Academy of Medical Acupuncture, involving the whole membership. USA	Academy of Medical Acupuncture has used ToP 3 times (each about 10 years apart). The first planning was to establish the association, then to deal with incredible growth and recently to deal with the need for transition to new leadership. Each time the organization was prepared to meet their challenges and willing to gather the insights and perspectives of their whole membership. Marilyn Oyler, USA from ToPSurvey	USA
64	Internal Group Collaboration - Australia	The GMR group of companies in India where ToP methods are slowly but steadily being established as the tool for group collaboration, discussion, problem solving and decision making. Australia	The GMR group of companies in India where ToP methods are slowly but steadily being established as the tool for group collaboration, discussion, problem solving and decision making. Kevin Balm, Australia from ToPSurvey	Australia
68	Excellence Orientation	Cooperativa Coban, Realized the importance of participation and how it helps to become an organization excellence oriented.	Cooperativa Coban, Realized the importance of participation and how it helps to become an organization excellence oriented. Topsurv	Guatemala
69	Imbedding ToP in City Departments - USA	The City of Scottsdale, USA has a core of 12+ ToP-trained facilitators whose task is to deliver Participatory Strategic Planninng with every department of the city and assist with ongoing monitoring and implementation.	The City of Scottsdale has a core of 12+ ToP-trained facilitators whose task is to deliver Participatory Strategic Planninng with every department of the city and assist with ongoing monitoring and implementation. John Oyler, USA from ToPSurvey	USA
74	Vietnam Agency	Agency in Vietnam, Highly energised by the participative approach of workshop method and talked about to another consultant.	Agency in Vietnam, Highly energised by the participative approach of workshop method and talked about to another consultant. Cynthia Lau, Singapore from ToPSurvey	Vietnam
75	School Leadership Strategic Plan - USA	Culver City High School, USA. We developed a mission statement, strategic plan and action plans. Then the school leadership stepped up and included the entire faculty in the implementation of the action plans.	Culver City High School, we developed a mission statement, strategic plan and action plans. Then the school leadership stepped up and included the entire faculty in the implementation of the action plans. Topsurv	USA
78	Department of Corrections Organizational Strategy - USA	California Department of Corrections and Rehabilitation (USA), sent four people through all ToP courses. Facilitated organizational strategy.	California Department of Corrections and Rehabilitation. sent 4 people through all our ToP Courses. Facilitated organizational strategy. Topsurv	USA
80	Aboriginal Health Organization - Canada	National aboriginal health organization representing First Nations peoples needed a strategic planning for the next 5 years. Ottawa, Canada	National aboriginal health organization representing First Nations peoples needed a strategic planning for the next 5 years.	Canada
83	Health Case Managers Retreat - Canada	The case managers of a Community Care Access Centre needed to create policy on how to decide the type of treatment for behaviourally challenged children. Waterloo, Canada.	The case managers of a Community Care Access Centre needed to create policy on how to decide which behaviourally challenged children get served and which do not.	Canada
84	Consultant Curriculum Design - Holland	A Canadian Crown Corporation wanted to train good consultants in several African and Asian countries on how to promote the use of micronutrients to various national governments. The job was to work with a team of experienced consultants to develop a 10 day training curriculum. Wageningen, Netherlands	A Canadian Crown Corporation wanted to train good consultants in several African and Asian countries on how to promote the use of micronutrients to various national governments. The job was to work with a team of experienced consultants to develop a 10 day training curriculum. Canada 2002	Canada
85	Nurse Manager Retreat - Canada	The Director of Nursing of a large public health department was retiring and wanted to end with a retreat with all the nurse managers to help them celebrate all their accomplishments and set some guidelines on working in the future. Whitby, Canada.	The Director of Nursing of a large public health department was retiring and wanted to end with a retreat with all the nurse managers to help them celebrate all their accomplishments and set some guidelines on working in the future. Canada 2002	Canada
87	Crown Corporation Transformation - Canada	Crown corporation had gone through fast expansion in a short time and had shifted to becoming a large NGO. Needed systems and internal agreements on how to operate as in international organization. Canada 2002	Crown corporation had gone through fast expansion in a short time and had shifted to becoming a large NGO. Needed systems and internal agreements on how to operate as in international organization. Canada 2002	Canada
90	Literacy Council Strategic plan - Canada	A Literacy Council needed a strategic plan created by its board to give staff and volunteers direction for the next several years. Canada 2002	A Literacy Council needed a strategic plan created by its board to give staff and volunteers direction for the next several years. Canada 2002	Canada
91	Social Planning Coalition Strat Plan	A social planning coalition in Yellowknife, Canada created a board level strategic and action plan to guide its work for the next five years. Canada 2002	A social planning coalition in a far north city created a board level strategic and action plan to guide its work for the next five years.	Canada
92	Government Agriculture Planning - Canada	A new branch of the department of Agriculture, Ontario, Canada needed a strategic plan for its small branch staff.	A new branch of the department of Agriculture, Ontario, Canada needed a strategic plan for its small branch staff.	Canada
93	Agriculture Water Strategy - Canada	Designed and facilitated internal workshop to create a Canada-wide government water strategy as necessitated by the Kyoto Accord. The department of agriculture took a lead in this water strategy	Designed and facilitated internal workshop to create a Canada-wide government water strategy as necessitated by the Kyoto Accord. The department of agriculture took a lead in this water strategy	Canada
94	Government agriculture scenarios - Canada	The Executive Committee of a provincial agriculture department needed a long range participatory strategic plan created by its directors and deputy minister sparked by scenario planning based on 25 year in the future what ifs . Canada 2003	The Executive Committee of a provincial agriculture department needed a long range participatory strategic plan created by its directors and deputy minister sparked by scenario planning based on 25 year in the future what ifs . Canada 2003	Canada
97	International Food Experts - Dubai	Curriculum was designed for expert Food Consultants of 12 nations in Dubai, UAE.	Curriculum was designed for expert Food Consultants of 12 nations in Dubai, UAE.	UAE
99	Large Rural Hospital Strat Plan - Canada	Board and senior staff strategic planning retreat for a Regional Hospital that has a largely rural population. Canada	Board and senior staff strategic planning retreat for a Regional Hospital that has a largely rural population. Canada 2004	Canada
102	Water Agency Culture	85 managers and directors of a provincially mandated water agency needed to create priorities and decide on what could be let go of in a new environment of intense public scrutiny on waste and drinking water policy. This lead to annual work witha the water agency, in which all managers became used to the participative technologies. This is now being driven down to the front line level of 600 employees, primarily engineers and technical staff. Toronto, Canada	85 managers and directors of a provincially mandated water agency needed to create priorities and decide on what could be let go of in a new environment of intense public scrutiny on waste and drinking water policy. This lead to annual work witha the water agency, in which all managers became used to the participative technologies. This is now being driven down to the front line level of 600 employees, primarily engineers and technical staff. Canada 2004	Canada
103	Health Inspectors Strat Plan	Designed and facilitated participatory board level strategic planning for a canada wide association of health inspectors. Work continued with the board of certification of the association. There is intense public scutiny of how health inspectors do their jobs because of recent pandemics and disease outbreaks. Vancouver, Canada	Designed and facilitated participatory board level strategic planning for a canada wide association of health inspectors. Work continued with the board of certification of the association. There is intense public scutiny of how health inspectors do their jobs because of recent pandemics and disease outbreaks. Canada 2004	Canada
105	Public Health Department planning - Canada	Design and facilitation of board and staff long range strategic planning for a public health department involving 265 staff and a large board in Sudbury, Canada	Design and facilitation of board and staff long range strategic planning for a public health department involving 265 staff and a large board in a large city. Canada 2005	Canada
106	Interfaith Social Justice Group	Strategic planning for Kairos, a national interfaith social change group with projects around the world and several denominations with different agendas. Toronto, Canada	Strategic planning for a national interfaith social change group with projects around the world and several denominations with different agendas. Canada 2005	Canada
107	Community Social Service Agency planning	City Community Social Services agency needed its 66 staff to agree on a set of values and behaviours that it would promote in its everyday work. City of York, Canada	City Community Social Services agency needed its 66 staff to agree on a set of values and behaviours that it would promote in its everyday work. Canada 2006	Canada
108	Multicultural Health Centre New Location	Staff of a large multicultural health centre were faced with deciding how to proceed with moving to several new locations with a larger mandate than before. Toronto, Canada	Staff of a large multicultural health centre were faced with deciding how to proceed with moving to several new locations with a larger mandate than before. Canada 2006	Canada
109	First Nations Regional Health development	Twenty First Nations within a very large geographic area wanted to build a cohesive health plan to focus and support the efforts of the health departments of the individual First Nations. Kenora, Canada	Twenty nine First Nations within a very large geographic area wanted to build a cohesive health plan to focus and support the efforts of the health departments of the individual First Nations. Canada 2002	Canada
112	Farmers Markets Public Health Concerns	Conference of public health agencies on how to respond to new legistation on the health inspection of farmers markets. Orillia, Canada	Conference of public health agencies on how to respond to new legistation on the health inspection of farmers markets. Canada 2006	Canada
135	Market Research Firm - Taiwan	A two year project in Taipei, Taiwan to merge two market research companies with strong corporate cultures, to help the senior management create a plan to complete the transition and forge a positive working environment.	COOPERATION A market research company merged recently from two organizations with strong corporate cultures. ICA was asked to help the senior management create a plan to complete the transition and forge a positive working environment. Over two years working first with the LENS process with the directors followed by executive retreats and departmental breakthrough sessions the organization has emerged as a cohesive unit. The leadership team has been able to move into a much more supportive relationship, ending the seemingly inevitable we-they situations which prevailed before, bringing results and relationship building into balance, helping eliminate wasted energy formerly dissipated in internal competition. The company made its bottom lines without a hitch during the transition of Managing Directors. Currently the organization is realigning departments and leadership in such a way as to build a more cooperative relationship between traditionally competing departments. ICA is in an ongoing mentoring and process design relationship with the M.D. and the departments. ICA Taiwan	Taiwan
136	High Tech Expansion - Taiwan	A high-tech, start-up company in Taipei, Taiwan, became increasingly open to each others ideas, were more willing to share their own thoughts and feelings without making demands or offering ultimatums. Currently the group is adapting the planning process to making R&D decisions.	PARTICIPATORY DECISION MAKING The brilliant President of a high-tech, start-up company had come to the point at which he could no longer effectively manage as he had previously. Very bright engineers had their own ideas and resented his seeming domination. The President was reluctant to trust the judgment to others, a situation aggravated by the need for confidentiality because some products have a short advantage before competitors copy. In the planning program, members of the management and scientific group became increasingly open to each others ideas, were more willing to share their own thoughts and feelings without making demands or offering ultimatums. Currently the group is adapting the planning process to making R&D decisions. ICA will continue with the leadership team, holding follow-up review exercises, teaching participation skills and mentoring individuals as needed for increased responsibility. The company, which has been doubling its revenue annually, has great product potential limited only by its human capacities. ICA Taiwan	Taiwan
141	Fast growing computer company - Taiwan	A fast-growing first rank computer company which was growing 100% per year in Asia asked CA to facilitate breakthrough programs with them and their distributors. The programs led to strategic alliances while preparing distributors for much greater growth and diversity of market penetration.Taipei, Taiwan	BREAKTHROUGH CREATIVITY PROGRAMS A fast-growing first rank computer company which was growing 100% per year in Asia asked CA to facilitate breakthrough programs with them and their distributors. Managing Directors and Marketing Chiefs for Asia/Pacific and important Distributors were able to pool their creativity in order to make major gains. The programs led to strategic alliances while preparing distributors for much greater growth and diversity of market penetration. They also paved the way for building more interactive systems, which helped relieve pressures between departments in a rapidly changing business situation. ICA Taiwan	Taiwan
147	Metropolitan Borough Council Health involvement network - UK	Consult with the various relevant stakeholders to establish how they would like the health network in Wigan, UK, to be tailored to local needs and aspirations, and what that would mean for the terms of reference for the contract with the host organisation	Getting Ready for Wigan LINK with Wigan Metropolitan Borough Council . Every Local Authority in the country was tasked by the Department of Health with contracting an organisation to host, or administer and support, a new Local Involvement Network or LINK from April 1st 2008. These are to provide a new mechanism for public and patient involvement in health and social care services within the boundaries of the local authority, and to replace the pre-existing Public & Patient Involvement Forums which each dealt only with the health services of a particular NHS trust. Wigan Council was keen to consult with the various relevant stakeholders to establish how they would like the Wigan LINK to be tailored to local needs and aspirations, and what that would mean for the terms of reference for the contract with the host organisation; and in the process to build capacity for effective consultation and involvement in health and social care in the borough, and build commitment and enthusiasm to make the new structure work for Wigan.	UK
157	Large Asian Bank - Impact study	Over a seven year period, the CEO of a major national bank wanted to involve his management staff across the country in innovative and creative thinking regarding the operations of the bank. Specifically he wanted to ensure that major board decisions had the benefits of the thinking of managers who were the direct link to front line operations. Singapore.	The CEO of a major national bank wanted to involve his management staff across the country in innovative and creative thinking regarding the operations of the bank. Specifically he wanted to ensure that major board decisions had the benefits of the thinking of managers who were the direct link to front line operations. The Situation and Factors at play In the 1990s a Malaysian/Singapore bank hired a new CEO to run a cluster of eighteen branches in Malaysia. That CEO had experienced ToP earlier in a job with another organization and it had impressed him helping him to renew his interest and passion in his occupation as an economist. After becoming the CEO of this national bank, he brought in LENS International to facilitate a number of ToP planning sessions in order to involve a wide spectrum of people in developing strategies for the bank. The Planning Over a seven year period 12 participatory strategic planning sessions were facilitated both with branch managers and with different departments such as trade finance and new business marketing. The CEO opened each session to talk about why the participatory planning was important. A secretariat documented each session, and after reading through the documentation, the CEO gave a closing speech to affirm the participants work, to let them know what he thought was exciting in their document, and to let them know what the Board was thinking in terms of bank strategies. The ToP work also involved training team leaders who assisted with the planning sessions. Results and Impact Interviews with the client were held over a period of years. The CEO indicated that whatever changes the bank was planning to undertake, it became much easier to make the changes because people had already come to the table to come up with ideas similar to those the board was contemplating. Over time the style of the main branch shifted from primarily a top down to a collaborative, participatory approach and culture. Learning One of the important values in this planning was that it had been blessed by the higher levels and therefore was taken quite seriously throughout the organization. Ann Epps, Malaysia, 2010	Malaysia
164	Physical Relocation or a shipping company - Chile	For the management of a shipping company in Valparaiso, Chile, an action plan was done with managers to plan the change. They figured out the tasks for the next year to move the head office, its operations and all its tracks inland from the coast	The management of a shipping company decided to move its total operations inland from the coast of Chile in 2008. This would have major implications for all the staf who might have to relocate, or be changed. It would also cause the shipping company to find an alternative way to get its clients products to the coast. An action plan was done with managers to plan the change. They figured out the tasks for the next year to move the head office, its operations and all its tracks inland from the coast. Isabel de la Maza	Chile
170	UN Food and Agricultural Organization training	FAO offers facilitation training in participatory and collaborative methods. The Technology of Participation (ToP)	The Food and Agriculture Organization of the United Nations (FAO) leads international efforts to defeat hunger. To assist its staff in this effort and to increase its effectiveness in working with stakeholders worldwide, FAO offers facilitation training in participatory and collaborative methods. The Technology of Participation (ToP)	Italy
237	100 Valley Project - Peru	The 100 VALLEYS Project, Peru, is designed to facilitate the self-development of all the communities of the valleys of Peru. Today we have hundreds of organizations working with the rural communities in the valleys	The 100 VALLEYS Project is designed to facilitate the self-development of all the communities of the valleys of Peru. Today we have hundreds of organizations working with the rural communities in the valleys of the Coast and Sierra creating an urgent necessity to integrate the resources of these many entities to secure greater results. There is a great opportunity now to create agreement between organizations in order to deliver superior services to the communities at no additional cost. The principal actions of the 100 VALLEYS Project are: Facilitate the collaboration of the agencies that are serving the rural communities in order to permit the self-development approach to development Initiate demonstration projects that highlight best practices of sustainable production Implement self-development Demonstration Communities in the Sierra Regions, followed by others in the climate zones of each valley Initiate Voluntary Leaders Associations in each climate zone to guide the process of self-development for the long term Promote long-term large scale development projects that are beyond the vision of the government The role of ICA-Peru as the coordinator of this Project is to: Facilitate the coordination of the collaborating agencies Guide the demonstrations to assure that they are replicable. Share effective methods to support self-development and avoid dependency Promote practices that assure a substantial participation of the local people in all of the communities of the valleys Monitor and document the coverage and consistency of the services delivered Constantly facilitate a new consensus when new challenges arise. location -	Peru
239	HIV/AIDS Prevention Community Mobilization Initiative - Tanzania	HIV/AIDS community counsellors were trained, village plans were formulated which are being implemented. Counsellors are active in their villages counselling and taking care of the sick on a voluntary basis in Tanzania.	Maasai traditional sex practices, young boys from the Maasai community moving to towns to seek paying jobs due decrease of cattle as well as the changing socio-economic conditions, exposes to the community to being infected with HIV/AIDS. The communities in the rural areas need to be told the truth about this deadly disease. This activity aimed at mobilizing the community members to become responsive on HIV/AIDS problem. HIV/AIDS community counsellors were trained, village plans were formulated which are being implemented. Counsellors are active in their villages counselling and taking care of the sick on a voluntary basis. Also the use of protective gear to reduce infection among people caring for PLWAS has increased.- Tanzania	Tanzania
243	Financial capital and business skills - Monduli Tanzania	in Mondule, Tanzania some womens groups have been registered as SACCOS and one of them is targeting to become a village bank	The traditional way of accumulating wealth amongst the pastoralist community is through building up their herds of cattle. With the recent droughts, and a growing recognition for the need to diversify their income generating activities, this traditional form of saving is seen as inadequate. Members of the women groups whom ICA Tanzania is targeting have no access to credit facilities from financial institutions as they lack the necessary collateral to stake in commercial banks. At the moment some of the groups have been registered as SACCOS and one of them is targeting to become a village bank. - Tanzania	Tanzania
248	HIV/AIDS Prevention and awareness - Kenya	An integrated HIV/AIDS prevention and awareness program in Muthetheni, Kenya. A project impact study found that ICA Kenyas Voluntarily Counseling and Testing and HIV/AIDS awareness campaigns led to change of risk behaviors and reduction in new infection rates, from 14% to 6%	During 2006, ICA Kenya successfully implemented an integrated HIV/AIDS prevention and awareness program in Muthetheni, funded by American Jewish World Service. A project impact study found that ICA Kenyas Voluntarily Counseling and Testing and HIV/AIDS awareness campaigns led to change of risk behaviors and reduction in new infection rates, from 14% to between 5.9% and 6.1%, as well as a decrease in deaths from 10 to 3 per month within the program implementation period. - Kenya location -	Kenya
250	Demonstration Farms - Isinya, Kenya	a grassroots partnership programme in Isinya, Kenya focused on sustainable agriculture and food security is underway, with two water ponds used to irrigate two demonstration farms	At ICA Kenyas Isinya Programme Office in the Kajiado District, a grassroots partnership programme focused on sustainable agriculture and food security is underway. Highlights of recent accomplishments include: Two water ponds have been completed and will be used to irrigate two demonstration farms used for training local farmers in the area. - location -	Keyna
255	Water Resources Management - Tajikistan	Carrying out informational campaign in targeted districts; Preliminary survey of existing practice; Selection of demonstration plots in Kanibadam and B. Gafurov districts; Introduction of new agricultural technologies for increasing yields; Conducting training for farmers in two targeted districts of Tajikistan.	Key Project goals: capacity improvement, for increasing fertility of irrigated lands and increasing the rural populations income in Fergana valley, through improvement of land and water management; and improvement of security and regulation of Kairakkum dam and pool for providing security and efficiency of water management on pool level. The main goals of PO EHIO Farhang va Tarakkiyout within the project framework: Carrying out informational campaign in targeted districts; Preliminary survey of existing practice of crops growing; Preparation, and selection of the number and types of demonstration plots in Kanibadam and B. Gafurov districts; Introducing new agricultural technologies for increasing yield on demo plots; Developing and conducting the training for farmers in two targeted districts of the Project; Creation of 2 informationsconsulting centres in the targeted districts, based on the 2 prescreated examples, to keep the Project Association of Water users, in the two targeted districts, up-to-date. The project is regularly monitored by the World Bank Mission, PMU and FVWRMP (Project Management Unit Fergana Valley Water Resources Management Project	Tajikistan
259	Agricultural Advisory System - Tajikistan	AgroDonish is the only public organization (representative of civil society) in Tajikistan, being a member of the Governmental working group on, Establishment of effective information and advisory systems for farms and the creation of an operative information network for the timely informing of society on the agrarian reform implementation. in Tajikistan	PO EHIO s Farhang va Tarakkiyot is the founder of Agricultural Association Agrodonish. The National Association of Agricultural Advisory Services AgroDonish is a non-profit, independent and non-political organization. The decision to establish the Association was made at the beginning of 2009 and that year it was officially registered by the Ministry of Justice of the Republic of Tajikistan. AgroDonish is a national network of advisory services that promotes innovative and high quality agro extension activities to increase farmers incomes in Tajikistan. It should be mentioned that AgroDonish is the only public organization (representative of civil society) in Tajikistan, being a member of the Governmental working group on, Establishment of effective information and advisory systems for farms and the creation of an operative information network for the timely informing of society on the agrarian reform implementation. The goal of this Group is to develop a sustainable National agricultural extension system in Tajikistan.	Tajikistan
260	HIV infection training - Togo	an innovative peer-to-peer project for combating HIV infection in Zio District. The project comprised of a week-long workshop aimed at training peer educators on issues of HIV/AIDS. Twenty participants from ten rural villages were trained spreading out to reach 5,000 people. Togo.	In February 2008, ICA Togo championed an innovative peer-to-peer project for combating HIV infection in Zio District. The project comprised of a week-long workshop aimed at training peer educators on issues of HIV/AIDS. Twenty participants from ten rural villages were trained as peer educators with the objective of increasing their knowledge of HIV prevention within their communities. In turn, the outreach of these peer educators was able to reach roughly 5,000 people in their villages, combined. Through such programs, the basic level of knowledge about HIV/AIDS among Togos rural peoples has seen a marked increase. The training provided communities with an understanding of the symptoms of HIV, the mechanism of transmission, how to avoid becoming infected, the rights of people living with HIV/AIDS, how women are at greater risk, how to lead a healthy life while living with the disease, and the importance of testing. - Togo	Togo
262	Il Ngwesi Group Ranch HIV Aids prevention - Kenya	Long range project in Maasai community to test for HIV in region in Kenya with over 90% test rate, and less than 5% HIV positive testing.	Established a fundamental strategy for dealing with HIV/AIDS s such as a baseline survey, the formation of an HIV/AIDS plan within the community, and a search for local partners s the projects goal was eventual self-autonomy; after the initial year of training and support, in favor of community leadership. The programme successful: 150 peer educators were trained, 1,200 people were tested, 300 were counseled, and women leaders sprang up for the first time. Testing rates, which average less than 10% in Maasai communities jumped significantly. - Kenya	Kenya
289	Peer Research on Community Needs in Manchester	An engagement process assessing community needs through peer research with the youth of 5 areas of Manchester, UK.	Northwest Together We Can (NWTWC) invested on an engagement project where young people from five areas across Greater Manchester would assess community needs through peer research. ICA:UK trained and supported the groups of young people to undertake this research. Our aim was to work with the young people, helping them to identify an area of need to focus on and to select a medium of research which would encourage and engage their peers. There is a desire for change in Partington and a high number of young people who are willing to give up time to help improve Partington life. They often feel let down by authorities and need more support from the police in particular. They need community centres to stay open and offer a safe space at all times, and for more positive activities to be set up for and with young people. The research carried out in Oldham for the Breeze Hill High School and Count Hill High School Merger highlighted a fear and concern around racism, as the two schools represent very different communities (mostly white in one school and mostly Asian in another). The study in Brinnington focussed on alcohol use amongst under 18. Alco-pops and clear/white spirits were the most popular choice of alcohol. In Leigh the findings highlighted the desire for change in Leigh. There were a high number of young people who felt that there was a limited amount of options of places to go, and that more activities and places to go should be created in the community. In Leigh the findings highlighted the desire for change in Leigh. There were a high number of young people who felt that there was a limited amount of options of places to go, and that more activities and places to go should be created in the community. A desire for a community centre appears an important part of bringing the residents of Leigh together. Many people felt unsafe in Leigh with a perception of a low police presence in the area. Lots of young people were unhappy with the untidy and vandalized appearance of Leigh in some areas. They felt the local government should provide more reason to come to and stay in Leigh and be proud of the area. In Ashton a research theme of racism and stereotypes was chosen. Although the findings were useful, during the process we discovered a need for anti-discriminatory practice training.	UK
297	Group of people with learning difficulties. UK	Conference for community in north UK to bring together people with learning difficulties and not-for-profit organisations to improve services and opportunities for people with learning difficulties.	Connect in the North brings together people with learning difficulties and not-for-profit organisations to improve services and opportunities for people with learning difficulties. CITN Director Cathy Wintersgill has attended a number of ICA:UKs public Technology of Participation (ToP) facilitation training courses since 2003, and has used elements of the approach in her work within CITN and with client organisations as well. After attending our ToP Participatory Strategic Planning course in May, Cathy expressed an interest in contracting me to apply elements of this method to CITNs upcoming Big Meeting, an annual event for the organisation to listen to the views of people with learning difficulties and update its business plan. She had not before attempted to facilitate a full ToP Consensus Workshop1 with a group of people with learning difficulties, however, and was concerned that some of those attending the Big Meeting might find the clustering of ideas and naming of clusters difficult and boring, and so disengage. Although I did not have prior experience of facilitating groups of people with learning difficulties, my experience generally has been that the methodology is sufficiently robust but flexible to be applied successfully with virtually any group. So, to help to assess what sort of approach would be appropriate, I offered to do a little research to explore the experience of other facilitators who have facilitated such groups, using both ToP methods and other approaches. I emailed a brief query to four online facilitation discussion groups, and within 10 days had received 22 responses totalling 17 pages and a wealth of experience and insight (full document available on request). The four groups were ICA:UK, ToP Associates network, the global ICA ToP trainers network, the Group Facilitation discussion group of the International Association of Facilitators (iaf-world.org) and the UK Community Participation Network2. My request was for respondents to share any experience of facilitating groups with people with learning difficulties that might point to any potential issues, and to share any particular hints & tips for success. The six key insights that I was able to discern from the responses received follow here, each illustrated by a few extracts edited from the words of some of the respondents themselves: 1. 2. 3. 4. collaborate with members of the group (and others with experience of working with them) to design & facilitate a process that will work for them _ Jim Wiegel - ask some of the participants what will make it go well - I bet they know a lot about how they participate most effectively. Hildy Gottlieb3 - Im glad you mentioned this, Jim. We were recently working with a group for whom we were going to be doing a 3-day planning session - very intense. My contact in the group told me relatively early in the process that he has Attention Deficit Disorder and to please factor that into the facilitation plans. My response to him was that he and I would design the process together, that he should tell me what worked for him, what didnt. I told him that even during the actual facilitation, if I was losing him, to let me know and we would make it work, because his input was invaluable in getting the work done. The result was nothing I could codify and say, Heres the answer for when you are designing around someone with Attention Deficit Disorder . but I do know he had 3 of the best days of his life - the work was energizing he was participating and attentive. and truly it was 3 very inspired days. adapt/slow the pace _ Loretta Donovan - keep in mind that the attention span of a fully-abled adult is about 20 minutes. If you pace the various activities into 15 minute chunks and allow for frequent short breaks. it will help you as facilitator to know that your meeting is moving forward and help the participants to maintain their energy and attention. Marion Conway4 - The discussion may be more round about and sometimes seem off topic. Dont be too anxious to get to the point	UK
298	Strategy Away Day with the Cooperative Foundation in Manchester	Values and strategy generation for the Cooperative Foundation trustees in UK	The Co-operative Foundation is the grant- making body of the Co-operative Group. Following a recent merger and subsequent governance reviews, fund integration and member/employee elections, the Co-operative Foundation had decided it was time to develop a new focus and grant-making strategy. The Trustees had agreed to focus the Foundations grant-making strategy on: Supporting the positive contribution of children and young people in our local communities . This was in line with the member consultation that had taken place in autumn 2008, and the new community investment plan approved by the Co-operative Group Boards Values and Principles Committee. However, the Trustees were aware that this focus needed to be narrowed down even further to allow the Foundation to develop a series of objectives which would allow for a more measurable benefit for the funds available and also reduce the number of applications that were declined. ICA:UK was approached in January 2009 to design and facilitate a session during the Away Day in which Trustees and other invited participants could define, more specifically what was meant by positive contribution . Process The process drew heavily on the two foundational methods of ICAs Technology of Participation (ToP). After setting the context, an in depth opening Focused Conversation lasted over 30 minutes. This conversation encouraged participants to share projects involving children and young people that they had been involved in, were proud of, or would like to be involved in and to clarify the positive contributions that these projects had enabled the young people to make. The intent was to move away from specific projects to the more generic positive contributions. The key element of the process was the Consensus Workshop. When a number of positive contributions had been identified, the Focus Question for the workshop was introduced: What are the practical ways that children and young people can make a positive contribution to their local community? Participants were invited to spend individual time, jotting down the positive contributions they could think of. They were then asked to draw a line under these and write a least two more contributions that were innovative, different and/or creative. Participants were then allocated into named groups (to ensure a mixture of experience, time as a trustee etc. in each group). Group members shared their ideas and wrote a number of cards answering the Focus Question. This activity generated enthusiastic and thoughtful conversations as participants built on each others ideas. The facilitator then led the clustering of the cards, and naming of the clusters. Outputs & feedback During the closing conversation of the workshop, participants realised that, as a group, they had come up with 5 generic positive contributions and three ways in which these contributions could be made, including embracing new thinking . The Foundation Manager was then tasked to research how this information could be used to develop a series of objectives to define the Co- operative Foundations unique grant-making activity. She was to take the results of this research to the next meeting of the Foundation later in the year. Sarah Robinson, Foundation Manager wrote of the day: Thanks again for last week. Your contribution was absolutely crucial to the success of the day and we couldnt have done it without you. Ive already started working on the grant-making model based on the themes.	UK
299	Staff Away Day with George House Trust	George House Trust in the north west of England, held a Staff Away Day. HIV volunteers have a highly politicised environment, and the staff team comprised strong advocates and activists. The day was designed and facilitated to provide a safe and supportive space to reflect together on the staff teams shared recent past, and how it had affected them as individuals and the organisation.	George House Trust (GHT) is the HIV voluntary organisation for the North West of England. It supports people living with and affected by HIV, and campaigns for the best quality of life for all people with HIV. ICA:UK was approached in July 2007 to design and facilitate a staff Away Day later that month. w GHT had undergone substantial change in the last couple of years - including significant expansion of the staff team and its service delivery, turnover of some senior staff, and subsequent restructuring of management posts. Aneed had been felt for an externally facilitated process to allow staff to unpack and reflect together on this recent past, at what was felt to be a turning point before looking ahead by means of a fresh strategic planning process later in the year. Around a dozen of the full staff team of 14 were to attend - including one very new, a few new within the past few years, and others with a long history of service. As an organisation involved in hard campaigning on controversial issues in a sometimes highly politicised environment, the staff team comprised strong advocates and activists. AIMS. The day was designed and facilitated to provide a safe and supportive space to reflect together on the staff teams shared recent past, and how it had affected them as individuals and the organisation as a whole. The aims of the day were articulated as follows: to allow stresses, frustrations and challenges to be aired, balanced by successes and achievements as well; to draw a line under the past, and lay a firm foundation for forward strategic planning later in the year; to have some fun, and rebuild stronger bonds and a sense of team spirit. The documentation of the day included the aims and outline of the process, participants hopes & fears and ground rules, a full verbatim record of the Wall of Wonder and World Cafe__ sessions with photos of the sticky wall and decorated table cloths, and detailed feedback from participants evaluation forms. Participants feedback included: the timeline really enabled us to address many key issues for ourselves lots of issues bubbling beneath the surface got a good airing I feel a line has very, very clearly been drawn under some past events - I feel there will be more team cohesiveness and we will move on in strength I feel we have a better understanding of each other & better ways of working Impact Michelle Reid, GHT Chief Executive, wrote in November 2008 of the impact of the day: An effective team will always need to invest in time out in order to continue functioning well. The organisation had gone through significant change, and inevitably we needed to re-group and re-establish the frameworks that make the organisation such a formidable force to be reckoned with. ICA facilitated an excellent day which helped to enable us to go from strength to strength.	UK
366	Detroit Rising to the ToP	the Skillman Foundation engaged Chicago ToP trainers, Dennis Jennings and Judy Weddle, to customize a ToP Facilitation Methods training for a group of partners and stakeholders working on a community renewal project in Southwest Detroit.	The City of Detroit has two mottoes: Speramus Meliora, and, Resurget Cineribus, Latin for: We Hope For Better Things, and, It Shall Rise From the Ashes. A year after filing the largest municipal bankruptcy in US history, Detroits communities are rising from the ashes from the bottom up, and Technology of Participation (ToP) is playing a role in promoting community ownership of renewal initiatives. Earlier this year, the Skillman Foundation engaged Chicago ToP trainers, Dennis Jennings and Judy Weddle, to customize a ToP Facilitation Methods training for a group of partners and stakeholders working on a community renewal project in Southwest Detroit. The group, Vista Partnership, seeks to address long-term disinvestment and economic decline in three neighborhoods spanning a 20-block area. Recognizing residents as the key drivers of change in their own neighborhoods, the project is bringing them together and creating spaces where they can turn their hopes for their neighborhoods into reality. location -	USA
369	Community Opportunities Fund	ICA-USA has a contracted relationship to implement the the Community Opportunities Fund (COF) Cycle Four Grantee Technical Assistance Project. Created and funded by First 5 LA, is a two and a half year effort to provide consulting and training support around organizational effectiveness and capacity building to 23 non profit organizations in Los Angeles County, California.	The Community Opportunities Fund supports organizational capacity building and policy and advocacy efforts by organizations serving the needs of children 0-5 and their families. The fund is intended to be flexible and responsive to the needs and creative ideas of community agencies as they strive to address and sustain outcomes identified by First 5 LA as key to the safety, health and readiness to learn of our youngest residents. The COF grantees represent a wide array of organizations and projects throughout Los Angeles County. ICA’s consulting team of Kara Coleman, Aja Howell and Kate Mrgudic will provide support for successful project implementations through one-on-one technical assistance, in-person training opportunities, information dissemination, and webinars. Assistance will focus on grantee utilization of data from a baseline organization self assessment, The Core Capacity Assessment Tool (CCAT), as well as the expressed needs identified within each organization’s COF proposal and feedback from grantee staff.	USA
376	HIV Aids work in Uganda	Strengthening community based structures and response groups in order to effectively meet the development needs of HIV/AIDS affected families and PLWHA	In 2003, 45 men and women in Nabuganyi Parish in Kayuga District were trained as peer educators and a community plan was created. Good cooperation was developed with the district health office, but very few services were available to the district and almost none outside the district town. Despite very little staff support, the 2005 project evaluation revealed continued enthusiasm and involvement of the 2003 participants. Concern was expressed that youth understand the full threat of HIV. Stigma was very high and youth often continued unhealthy sexual habits because to change behavior might mark them as being HIV positive. In 2008, a project to train youth leaders was funded by Rotary Club of Boulder, Colorado in cooperation with the Kyambogo Rotary in Kampala. Bob and Sandra True went to Kayunga District to assist in a five-day Youth Awareness and Mobilization Training. Thirty male and female out of school youth ages 18 – 25 from each of eight villages in Busana District participated, a total of 240 youth. The youth are primarily ages 18 – 25, and both men and women. During the lesson on VCT, more than 90% were tested and received their results immediately. As part of training, participants formed campaign teams to go door to door to urge people to be tested. This complemented the Ministry of Health initiative to promote voluntary door to door testing. In addition, a Living Well group was formed and began training. The program was not refunded by Boulder Rotary, although Kyambogo Rotary in Kampala was enthusiastic Zambia The current work of OPAD on HIV focuses on the intersection of poverty and HIV infection in areas where prevalence rates are higher than the rest of the country: Central province, 17.5%,; Lusaka Province, 20.8%; and Southern Province 14.5%. Work has shifted from HIV/AIDS prevention awareness and care in 2003 in Mwanamainda area to VCT awareness because most Zambians are aware of HIV/AIDS and how to prevent it Strengthening community based structures and response groups in order to effectively meet the development needs of HIV/AIDS affected families and PLWHA Increasing food diversity and security for :PLWHA and HIV/AIDS affected families Reducing socio-economic impact of HIV/AIDS among women and their families through income earning initiatives	Uganda