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
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
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
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
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
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
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
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
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
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
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