......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 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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Kumi (roughly translated as Rise Up in Hebrew and Arabic) focuses on helping participants to reflect upon their beliefs about themselves and the other and eventually negotiate some of their strongly held goals and interests while at the same time enhancing the capacity of the participants to organize more effectively to address the conflict they are experiencing. The new Kumi method effectively addresses the problematic dynamic of over-specialization of many conflict methodologies which deal solely with one or two aspects of a conflict (e.g. removal of stereotypes). Kumi, on the other hand, is specifically designed to bring conflicting parties together for a deeper analysis of the conflict and a deep and meaningful engagement with each other within the context of a robust and sustainable strategy and action plan. Background The programme was conceived in 2003, at the end of a week-long meeting of young European, Israeli, and Palestinian activists to discuss the European role in the Israeli Palestinian conflict. Inspired by a shared goal of moving toward sustainable peace and development in the Euro- Mediterranean region, and disillusioned about the effectiveness of civil society efforts to have constructive impact on the Israeli-Palestinian conflict, the programme is based on three basic insights: 1. The conflict is sustained by institutional and ideological structures on both sides. These structures shape the attitudes and the behaviour of the conflict parties. A sustainable resolution of the conflict must involve the transformation of these structures through robust collective action. Many previous attempts by civil society organizations at participatory people-to-people projects in the region have had little impact at best and, at worst, reinforced the current divisions, inequalities and asymmetry of capability. Focusing on joint Israeli -Palestinian activities for peace education and reconciliation was a step too soon. 2. While not neglecting the potential positive long-term impact of joint activity, if properly designed, attention needs to shift to working also in each society separately in order to 1 enhance the capability for constructive organized collective action, especially on the Palestinian side, and to transform ideology, especially on the Israeli side. Both of these objectives are intended to address the abuse of the power asymmetry between Israelis and Palestinians, which is seen to be the single most significant obstacle to a sustainable resolution of the conflict. The problem is not the asymmetrical quantity of power existent between two states or two societies: Spain and Andorra, Germany and Luxemburg and other asymmetrical couples have had very good and productive neighbouring relationships regardless of the asymmetry of power. The problem in this conflict is the abuse of this asymmetry by the powerful part to oppress the powerless and deprive them of many of their rights. 3. Relative power is not a matter of perception but is anchored in objective reality. It is emphasized that the problem is not the power asymmetry itself but rather the lack of institutions and ideology which prevent or at least contain its abusive use. Changing this objective reality is a long-term process of social change. But meanwhile, targeted interventions can help to ameliorate the asymmetry of power in an intractable conflict such as the Israeli -Palestinian one. On the Palestinian side, this could be done by enhancing Palestinian capability to renewing the basic functionality at the national societal level, greatly disrupted by the policies of occupation, while at the same time forging new alliances, internally and with powerful external actors that aim at a sustainable resolution of the conflict. On the Israeli side, ideological transformation is intended to change perception about how the Israeli power advantage could be more morally utilized in ways which do not increase animosity through innovating new policies towards the Palestinians and the region that can better achieve the long-term security needs of society. Previous Israeli-Palestinian people-centred interventions usually aimed only at the usual suspects and when attempts were made to reach those so far excluded they were solely with the aim of shifting their thinking towards that of the usual suspects. No genuine attempt to modify the paradigm in accordance with their needs was made. Furthermore, existing interventions have not created sufficient linkages between levels of analysis (e.g. structural vs. actor-oriented approaches) and practice (e.g. the famous micro-macro gap). Finally, no theoretical breakthroughs have been made, and no critical mass has been formed.

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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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