IMAGES OF AFRICA WORKSHOP FOR FUNDRAISERS MARCH TORONTO FINAL

IMAGES OF AFRICA WORKSHOP FOR FUNDRAISERS MARCH 29, 2004 TORONTO FINAL REPORT Table of Contents 1. Addressing Stereotypes and Misconceptions..................................................... 3 1.1. 1.2. Historical Review ............................................................................................ 3 March 29, 2004 - Toronto Workshop ............................................................. 4 2. An Analytical Approach to Ethics: The Ethical Framework ............................... 5 2.1. The Bottle of Water ......................................................................................... 7 3. Mission, Core Values and Implementing Strategies: Documenting the............ 8 3.1. 3.2. Case studies.................................................................................................... 9 Results of the Work in Sub-groups: ............................................................ 12 4. Where to go from there? ..................................................................................... 14 Appendix I.................................................................................................................... 16 Appendix II................................................................................................................... 18 Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 2 1. Addressing Stereotypes and Misconceptions 1.1. Historical Review This workshop was a next step in work carried out by CCIC members over the last number of years on the issue of images used in communication and fundraising. Anne Gardner opened the 2004 Toronto workshop on behalf of the Co-ordinating Committee of the Africa-Canada Forum. She explained how the issue had been formally raised at the very first Symposium of the Africa-Canada Forum, in 2000. Participants at that ACF Symposium were concerned that their organizations may be contributing to growing “Afro-pessimism” and “public indifference” through images which convey destructive messages and reinforce racist stereotypes of Africans portrayed as helpless victims, unable to take action and repetitively trapped in unceasing emergency situations. Recent research also showed that donors were becoming fatigued of seeing “no solution” to problems: i.e., “Why would I keep giving if it’s not working?” As a result, a task group was struck and mandated to prepare an “Images” workshop to further explore the issue. At the ACF Symposium of 2001 a workshop was held, giving participants an opportunity to examine, assess and discuss a display of images provided by member NGOs. A number of important issues and points were raised concerning the impact of the images on how Africa is perceived.1 The display highlighted for organizations that the issue was something that touched each of them. This was not just an issue about a few select ‘flies-in-the face’ images. Instead most organizations needed to go back and reflect on the issue and their own choices and use of images. Some form of consensus also needed to be reached around characteristics of such images, and what were appropriate contexts for their use. As a result of the discussions at the 2001 ACF Symposium participants recommended that the Forum keep the Images issue on the “front burner” and work in collaboration with CCIC to explore ways to deepen the dialogue within the NGO community around ethical issues related to images of Africa in fundraising and communication efforts. During this same period, the CCIC Ethics Review Committee was also examining the issue from the perspective of the Communication to the Public section of the Code of Ethics. As a result of these parallel interests, ACF and the Ethics Review Committee joined together to organise a joint workshop in Toronto in February 2002, that brought together fundraisers and programme staff. The objective was to deepen the dialogue on organisational challenges regarding images used in marketing and fundraising operations. Central to the discussions and exchanges were issues and challenges of cooperation both within and between organizations. 1 See Symposium Report, Lake MacDonald, May 27-30, 2001, Africa-Canada Forum, CCIC. Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 3 1.2. March 29, 2004 - Toronto Workshop During 2003-2004, several informal interviews were conducted with fundraisers of ACF member organisations by the coordinator of the ACF and the Organizational Development team of CCIC. This informal “check in” was intended to help gain further insight into some of the organizational issues surrounding the ethical use of images of Africa, and what if any internal work organizations might be undertaking to address the issue. The informal knowledge gathered through this process showed a broad range of situations. Organizational shifts and changes had definitely occurred in some NGOs regarding the selection of images used. Other organizations were undertaking internal discussions and reflections and had started to challenge the organisational coherence and harmonisation between their mission, the organisational / community core values and the images / messages used for marketing and fundraising purposes. There had also been some changes in the modus operandi between organisations for producing more positive images in fundraising campaigns. It had, however, been almost two years since the “Images” issue had been discussed as a “community”. CCIC and the Africa-Canada Forum felt that it was therefore time to re-vitalise these discussions, share perspectives on the current state of affairs, build upon our collective learning in this area and explore what may be appropriate next steps in addressing particular issues and concerns. It was also felt appropriate to begin this new round of discussion and learning with fundraising and communication officers – those who work so closely with the issue. Since fundraisers and communication officers have fewer occasions for networking, this workshop also aimed to provide such an opportunity. Twenty participants 2 gathered in Toronto 3 on March 29, 2004. Sue Cass, the main facilitator for the workshop, summarized the workshop objectives as follows: Check-in: Where do we stand at this point in time regarding the issue? What are the important reflections going on within the participating organisations? Learning: We need to speak the same language when addressing the issue and so will be introduced to, and learn an ethical framework around which we can dialogue and which could help enrich our reflections. Reflection: What does the issue of Images mean to us at the operational and implementation level? What is new? Giving Guidance: Images used in marketing and fundraising is a tough topic. How to manage it? What support do you need from the community, the Forum, CCIC? What should be the appropriate next steps? 2 3 See Appendix 1, List of participants. The workshop took place at Friends House, 60 Lowther Avenue, Toronto. It was facilitated by Sue Cass, from Organizational Development Team of CCIC and sponsored by CCIC-CIDA. The workshop benefited from the support of Ken Melchin, Consultant, specialist in Ethics; Anne Buchanan, Co-ordinator, Organizational Development, CCIC; Carole Simard and Anne Gardner, from the Co-ordinating Committee of the Africa-Canada Forum. Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 4 2. An Analytical Approach to Ethics: The Ethical Framework The starting point of our reflection was CCIC’s Code of Ethics, elaborated in 1995, which sets standards for all CCIC members. The Code section 3.5.3 consists of standards related to respectful communications to the public. “Any and all communications to the public by the Organization 4 shall respect the dignity, values, history, religion and culture of the people supported by its programs. In particular the Organization shall avoid the following: messages which generalise and mask the diversity of situations; messages which fuel prejudice; messages which foster a sense of Northern superiority; messages which show people as hopeless objects for our pity, rather than as equal partners in action and development.” 5 The challenge, however, is how to translate these principles in our ways of working? Ken Melchin, 6 the resource person for this workshop, introduced this ethical challenge for people within organisations. He also spoke to CCIC’s particular approach of promoting an “aspirational” rather than a more rules-driven “compliance” mode for the achievement of values expressed in the Code of Ethics. He presented the differences between the two approaches as follows: Ethics of aspiration Focuses on goals and accomplishments Formulated as values and responsibilities with a focus on cooperation (me co-operating with others) Can create a co-operative environment Seeks innovative responses to challenges Forward-looking – focuses on the future Ethics of compliance Focuses on problems and wrongdoings (avoiding punishment and seeking reward) Formulated as rules and codes (obey laws and regulations; obligations come from outside) Seek correction and prevention Can create a guarded environment The ethics of compliance framework tends to see ethical issues as “dos” and “don’ts” while the ethics of aspiration framework focuses on “goals” and “achievement”. Ethics of aspiration looks at what people do when they work at their best, when the final product that is produced reflects the organization’s own mission and values, is in line with the Organisation refers to both CCIC and the Member organisation. See Code of Ethics, 1.0 Definitions. Code of Ethics, Canadian Council for International Co-operation, Item 3.5.3. 6 Ken Melchin is a Professor of Ethics at St-Paul University and has acted as a Consultant (with Genmora Consulting) to CCIC previously. 5 4 Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 5 community’s higher values and satisfies individual desires and needs instead of looking at people’s wrong-doings. In the real world, the “compliance” approach to ethics and the “ethics of aspiration” approach tend to be imbedded in one another and designate different sets of attitudes and approaches of individuals or organisations to “framing” and managing ethical dilemmas. Organisations aspire to achieve, and set goals within their stated or espoused vision, mission and values. To accomplish these goals, they assign roles and undertake a range of activities. The outcomes of these activities are achieved by individuals who also bring to the organization their personal values and aspirations. CCIC/AFC member organisations need to balance the compliance (respect for norms and standards) and aspirational elements of their work (innovative efforts to achieve the mission and higher values of the organisation and their community), in ways that suit and are appropriate to their own context. They also need to integrate and negotiate the various “patterns of co-operation” interacting both within the organisation and their wider community. 7 Exploring “patterns of co-operation” helps understand the challenges faced by organisations and individuals as they work to reflect the mission and values in all organisational relationships and in not only what they produce, but how they do it. Ken Melchin introduced an analytical framework demonstrating three levels of ethical meaning: Level 3: Long Range Goals - Caring for Persons and the World – Vision and Guidance level – Values and Principles: Social and environmental flourishing, dignity and trust, etc. Level 2: Organisational Patterns of Co-operation and Values – implementation – productivity, efficiency, teamwork, etc. Level 1: Individual Desires and Needs – Achieving outcomes, performing own duties, Ethical behaviour - Protect and feed ourselves, develop our careers, etc. Within this framework, all organisational outcomes are the result of patterns of cooperation. These patterns interplay within organisations, as well as between organisations, and those interactions yield tensions that can only be resolved by looking at the long-range goals, as expressed in the mission and values of organisations and the community. See Appendix 2, charts: "Two ethics in conflict? or Two ethics in context!" and other charts distributed to participants. 7 Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 6 2.1. The Bottle of Water A bottle of water exercise was used to illustrate the articulation between the 3 levels of ethical meaning. The primary value of bottled water is to satisfy a human need: quench thirst. This is the first and most primary level of human need / desire (i.e., the person as biological entity). But how is that primary need met? The bottled water was produced by a bottling plant, which was built, organised and maintained next to a source. In order for bottling plants to function, a number of internal patterns of co-operation exist, which connect human roles and duties in an efficient and effective way to produce the bottled water. This first set of patterns was connected externally to other roles and distribution networks – other patterns of cooperation - to ultimately satisfy the need (quenching thirst). Along the chain and throughout the different patterns of cooperation, a number of judgments and ethical decisions are made and acted upon (2nd level). The question therefore of “How is that primary need met?” could be addressed using another kind of ethical language and way of looking at the process. It could explore the different values and patterns of cooperation which may have inherent conflicts imbedded in them. For instance, what is the satisfaction of plant employees with the work that they do, how they do it and the “fit” with such high (i.e 3rd) level human values as solidarity, justice, human rights, or freedom-responsibility. We are therefore working at the 3rd level of ethical values when asking, who owns the source or why to bottle and sell water since water is basic to human dignity? At this level we are looking at such issues as “caring for persons and the world” or the long range “public good”, promoting access to water for all, etc. However, reflecting at the 3rd level does not solve the problem of meeting the need for drinking water. One needs to go back to lower levels for action. How are levels 1-2-3- working together? The first level focuses on persons biological / social needs (including professional aspirations) while the 3rd level situates the person in a wider community where higher values are at play (there is a hierarchy between these levels). It is worth noting that people can become trapped at any level. For example a person trapped in 3rd level values can easily become “preachy”, especially if she/he is functioning in a “compliance mode” without any implementing strategy. Higher level values, dignity, justice, etc. have to be implemented and be achieved through designed strategies (level 2). Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 7 3. Mission, Core Values and Implementing Strategies: Documenting the Situation in Member Organisations The Ethical framework introduced during the morning session was used to help analyse how CCIC works with ethical issues with the membership. CCIC’s Code of Ethics 8 states core values and a set of principles which reflects how member organisations see their contribution to development (their vision or mission). This is the 3rd level of ethical meaning. The code also includes a code of conduct (guidance to the organisational leadership), which includes, for example, item 3.5.3 which explicitly addresses communication with the public.9 This reflects work done at level 2. These various statements of what member organisations intend to do and how they intend to conduct themselves are the result of strategic reflection on their respective missions, in interaction with other organisations. These statements communicate a sense of direction to member organisations regarding ethical issues, and articulates desired “patterns of cooperation” in the community. However, each member organisation also has to deal with its own corporate mission and values, as well as with relationships between various players involved in the day to day operations and in decision-making (i.e., power relationships). As expressed by one participant, the Code of Ethics proposes a model which organisations aspire to achieve, and standards to which CCIC members must comply, but it does not provide all the necessary tooling to understand why or how to grapple with the ethical dilemmas. The Ethical framework may therefore be a helpful “toolkit” to: Understand the direction of changes (progress or drawbacks) in organisations with regards to the community / organisation mission and core values; Frame the various organisational efforts to grapple with ethical issues, including those related to materials used for promotional or fundraising purposes, and draw lessons from the past; Highlight the main challenges they face in terms of interaction between various patterns of co-operation at play within and outside the organisation with respect to achieving community / organisations’ core values. The framework was also applied to a current event, in this case the Federal government sponsorship scandal. The Code of Ethics is comprised of various sections. Member organisations adhere to a set of principles with respect to “development” that reflect their Vision (under item 2). For instance, 2.1.2: “Development must give primacy to the needs and aspirations of the poorest and most marginalised of the world’s people. It also addresses the urgent demands of fundamental human rights, the natural environment and the peaceful management of conflict. Development is a social, cultural and political process and not merely a set of economic investments.” The Code of Ethics also defines certain standards / norms (Code of conduct, under item 3) that guide the leadership in the implementation of the vision with regards to the governance of organisations; the functioning of the Board of Directors (policies, meetings and conflict of interest, obligations, etc.). It also provides guidance with regards to the promotional material member organisations should use in their fundraising activities. Point 3.5.3, as mentioned above, promotes a series of values: veracity / truthfulness; accuracy (no stereotypes); equality between Canadians and other partnering nationalities in developing countries; participation; long term development sensitivity and justice. 9 8 Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 8 3.1. Case studies World Vision, Inter Pares and the Primate’s World Relief and Development Fund were invited to each present a brief case study on significant organisational shifts with regards to messages / images used in their fundraising and promotional materials. Each of these member organisations have undergone in recent years a reassessment process of the way images / messages are produced and the quality of the images and messages used in their promotional materials. They were asked to share their experience and organizational cases as a trigger and lead-in to a wider discussion in the sub-groups. In preparation for their case presentation, the 3 presenters were asked to consider the following guidelines: To present an organisational “shift” in values and / or practice that has occurred with regards to how particular images of Africa in fundraising and promotional efforts are being used; To highlight the key factors that triggered or contributed to the change; To identify significant turning points; To share the notable successes / accomplishments as a result of this change; To present key challenges and dilemmas which were and / or continue to be confronted. Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 9 The Three Case Studies The presentation focused on? World Vision New material produced: Keys of Hope is a mixed media exhibit of graphics, stories, quotes and drawings from children affected by HIV-AID in World Vision projects. PWRDF New approach: process involving church groups uniting for producing / selecting images used in outreach work. The same image once selected is used by all organisations involved, although the accompanying message can vary. (? CHECK) Outreach work and sustained funding Project a more positive and effective image of the church work among constituents. Church constituents Faith-based organisation, which shares with other church groups a culture of peace and tolerance but where the profile of donors is quite varied and not always clear. Inter Pares A series of shifts in images / messages used in communication: bulletin, annual report, etc. as the result of an in-house learning process. Designed / carried out for what purpose? With what intention / aspiration? Educate and raise funds to fight the HIV-AID pandemic Break some of the stereotypes about those infected with HIV-AID and show its impact on children's life. The general public (exhibit in CBC Building - downtown Toronto) Large organisation, involving a large number of staff members in communication / fundraising activities and highly compartmentalised. Member of an international family. Address various tensions inside and outside the organisation with respect to images used in communication and fundraising materials. • • Revisited and evolved the organisations 3rd level values. Reassessment of communication activities and new communication Inform, raise awareness and develop a committed donor base Challenge stereotypes and reflect the world in authentic ways and in its diversity Donors and supportive activists Small organisation with an activist culture and a high level of participation of staff in management and control over the various operations. A solid donor base sharing the organisational culture. Internal process of reflection about images used in communication. Bridge the gap between practice / discourse and representations. Targeted audience? Organisational context where the shift took place? The trigger? Sustained funding: engage a new generation of donors to eventually replace the current declining base of ageing donors. • The steps? The results? Process of self-critique of images used in fundraising operations to better reflect 3rd level values and field work. A step by step, long-term process that challenged: • "Images" vs "representations" (what images are all about? Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 10 guidelines. • • • • United way to define / select images - based on a common "code" on images used in promotional material for church groups involved in the initiative. One image for all, although messages can change. Advantageous cost-sharing for production / edition; Better integration between education fundraising; programming - fundraising More positive images and improvement in fundraising. Reaching out to the youth. • • Communication outputs should be respectful, truthful and effective (educating and raising funds). Treat donors with dignity. Reflecting what values?); Homogeneity vs diversity; Lack of context (broader community left out) ; Invisibility of the partner relationship (use of the 3rd person in messages). Communication processes as the result of greater articulation between patterns of co-operation (involvement of staff in bulletin, etc.); Story telling: people have to tell their own stories. There should have a balance between individual / partnership contributions and collective advancement More photos of partners and Inter Pares staff; Heightened creativity ex., Introduction of "art" as a means of expression (representation / symbolic vs image) Same tool targeted to various audiences (CIDA, donors, partners, supporters, etc); Accessibility; Articulation of values and principles within programming / fundraising. • • • • • • • • The challenges? The responses? • • • Tensions between compliance and aspiration, short and longer term needs and benefits. Resistance to changes: "Lots of training took place." Influence of the international family. • • Address longer-term process for changing culture / mentality of donors. More networking to achieve a faith-based code bonding on church groups. • • • Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 11 The case studies were used as a trigger for discussion. Each sub-group looked at the interaction between various patterns of co-operation at play in their organisations and in the community and analyse its impact with regards to higher value, such as the dignity of people. The group also reflected on innovation i.e. the emergence and implementation of new visions or guidance, in the spirit of an aspirational approach to ethics. What are the major lessons learned? What are the challenges faced? Questions were formulated as follows: Evaluation of patterns of co-operation How do fundraising patterns of co-operation interact with other patterns of co-operation? How do short term initiatives affect longer-term patterns of co-operation? How do fundraising initiatives affect the dignity of people? . Implementing New Visions How have new vision and guidance regarding images of Africa been implemented in the past? How could innovation achieve dignity and care for the world in the future? 3.2. Results of the Work in Sub-groups: Summary of Observations and Lessons Learned Resistance to Marketing Formulas Ethical meanings attached to the core value of "human dignity" are key to the way people incorporate the many facets of this value in their work. Harmonisation of ethical meanings across the organisation and the community is certainly an important issue. There is a need for a balance between compliance and aspiration within organisations, between responsibility and freedom. Values and principles have to be reflected in fundraising and programmes. Protecting the dignity of children in situation of abuse (child-soldiers, prostitutes, etc.), for instance, involves related norms such as "anonymity" even if donors / sponsors respond well to individual stories and the linkage of donors / sponsors and beneficiaries are powerful tools for raising funds. Veracity is another driving-value, even if the truth is not always easily marketable: "We must stick to our own mission and values and not be pulled by marketers." Dealing with Subjectivity and Culture There is a lot of subjectivity around ethical issues. Differences inside and outside organisations start at Level 1, since the reading / interpretation of the organisational mission and core values by individuals, whether staff, partners, or donors, is highly subjective and filtered through their own culture, values, professional background, etc. Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 12 Staff, donors and partners also do not necessarily share the same understanding of what criteria defines “respectful” images / messages. This poses important challenges, especially in larger organisations, which may be highly diverse and compartmentalised. How, for example, can they incorporate the perspective of everyone in the vision and the work that they do and ensure the provision of guidance in iterative ways? Moreover, how do they develop effective patterns of cooperation both inside their organizations and in working with donors – particularly when there is oftentimes limited understanding of the profiles of these donors? Do donors expect and only respond to negative images? Changes in mentality is a long-range process and organisations need to look at how they can enhance their educational role as they develop strategies for fundraising purposes. A number of participating organisations in the workshop referred to the tension between generating response (and the urgency of raising funds) and educating donors. Fundamental values such as dignity, respect, modesty and a level of Northern “humility” with regards to our role in the development process can challenge the high expectations of many donors who oftentimes work from a paradigm of a superior North “rescuing” and saving a suffering and downtrodden South as a basis for their support to development organisations. But images and messages should encourage that "modesty/humility" by, for example portraying the crucial ongoing work and roles being played “on the ground” by our partners' in long-term development and social change processes, rather than simply focussing on their need and distress. This would certainly be an important step towards restoring human dignity for all. Complexity vs Over-Simplification How to communicate very complex situations without over-simplifying? Here is certainly one of the main challenges when appealing for support to larger audiences. Using "need" to solicit support while making efforts to educate about the complex chain of causes, or going beyond the cross-cultural exchanges to address more complex developmental issues are various facets of this very same dilemma. One should remember that there is a huge difference between information and education. Education is a process, which unfortunately does not tend to receive sufficient support from major donors. However, globally, there is a need for access points for Canadians to be involved and deepen their learning. Youth, for example are often more open to learning and sensitive to innovative ways of portraying situations and co-operation. Although strategies to "capture" new donors may vary, according to the culture / mission of the organisation (activists interested in policy changes are not necessarily driven by the same values as those more interested in cultural issues), the values base upon which the strategies are developed needs to be consistent with, and not fundamentally contradict those aimed at "keeping" people involved. Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 13 Relief and Development / Short and Longer-term The dichotomy between relief and development or short and longer-term approaches are other variants of the dilemma "treat the symptoms or the cause" of problems. During the exchanges in plenary, it was suggested that development agencies had to balance meeting people's immediate needs with working on the more structural causes of the problems. "Drought could be over and with it the provision of emergency assistance, but the Sahelian mother still has to feed her children after as before the drought." However, when looking at marketing and fundraising efforts, staff is often trapped in the desire of the organisation to provide quick responses to urgent need and with tight deadlines for fundraising. "There is no time to question where the water comes from and how to realise the right to water for all." Tensions in a changing environment There are various levels of tensions in all organisations that can lead to innovation. There are also power relationships inside and outside the organisations that can either hinder or be conducive to innovative changes and creativity. One characteristic of the present environment regarding messages and images is that there may be more tensions within rather than between organisations. Nonetheless, it is a matter of fact that in a changing environment, organisations will need to become ever more agile at surfacing and managing these tensions and developing more coherence in terms of values, principles and mission – and their practice. Return to the Mission and Community / Organisational Core Values The dignity of persons was identified as a strong core value in all organisations represented in the workshop, despite variants on certain aspects, such as culture of peace and tolerance (PWRDF); Christian values (World Vision) or Solidarity (Inter Pares). However, operationalizing this value set plays out in radically different ways according to organisational contexts. One of the first lessons learned is certainly the necessity of an in-depth knowledge of these organisational differences in order to define the appropriate strategies to improve the coherence in terms of mission and values across the organisation. 4. Where to go from there? The final session focused on the next steps and was articulated around two questions. 4.1. 4.2. What can participants do as individual practitioners within their organisations? What the community of practitioners can do and what type of support is expected from CCIC and ACF? Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 14 What can participant do as individual practitioner within their organisation? • Are fundraisers the best persons to trigger changes in their organisation? A number of participants mentioned it is important not to overestimate their capacity (power) to initiate any fundamental changes in organisations. "There was not much discussion around the power/ authority fundraisers have to effect change in their organisation. The fact is that strategic decisions are often in others' hands. " Most participants identified the need to have clear ethical guidelines within their organisations that help deal with various situations. Maintaining and creating further opportunities for networking between fundraisers is essential. Some specifically mentioned, for example, their interest in learning more about the model of co-operation developed by PWRDF and UCC to produce ethical images. There is a need for further training of communication / fundraising staff on ethical issues, especially those producing materials and trapped in deadlines. With regards to this groups’ potential role as internal trainers/change agents a number of participants felt that they may be too close to their colleagues to do the training themselves, while others felt comfortable with the idea provided they received assistance in terms of tooling. However, some participants expressed their willingness to being involved as trainers in a peer process (i.e. with crossorganizational work). • • • • What the community of practitioners can do and what type of support is expected from CCIC and ACF? Participants suggested that there is a need for more sharing of, and exposure to actual images used in peer organisations and opportunities to collectively explore these in more depth from an ethical and effectiveness point of view. Having the opportunity to critically analyse development / fundraising images would help develop concrete examples of how images should be used and what constitutes an ethical and appropriate image with respect to the ethical framework. Most of the participants said they would appreciate having the opportunity for an in-depth assessment of the ethical "rights" and "wrongs" of actual images, including photos, video-clips and texts. Moreover, a collective de-construction of images and marketing materials used in different organisations would certainly give a different starting place to share and exchange, as mentioned by a number of participants. A series of recommendations were formulated as a follow-up to this workshop, involving CCIC and ACF: • • • Develop training materials, practical guidelines to review publications (displays, photos, direct mail, etc.) to make sure it meets ethical standards; Visit organisations and provide training to those who review promotional materials and have the power to approve or reject communication plans and design; Provide an opportunity for fundraisers to meet and critically assess the material they use in promotional activities. Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 15 Appendix I IMAGES OF AFRICA WORKSHOP FOR FUNDRAISERS REGISTERED PARTICIPANTS Name Roxane Tracey Org Canadian Physicians for Aid and Relief (CPAR) Rooftops Canada Inter Pares Inter Pares Inter Pares Primate’s World Relief and Development Fund (PWRDF) Primate’s World Relief and Development Fund (PWRDF) Primate’s World Relief and Development Fund (PWRDF) Primate’s World Relief and Development Fund (PWRDF) AfricaFiles (United Church of Canada) Christian Reformed World and Relief (CRWRC) Canadian Crossroads International (CCI) Canadian Crossroads International (CCI) World Vision Canada International Development and Relief Foundation (IDRF) CUSO International Development and Relief Foundation (IDRF) E-mail rtracey@cpar.ca Phone (416)369-0865 Dana Rudiak Elizabeth Milan Sheila Whyte Samantha McGavin Paul Pakyam dana.rudiak@sympatico.ca emilan@interpares.ca swhyte@interpares.ca smcgavin@interpares.ca ppakyam@pwrdf.org (416)366-1445 (613)563-4801 (613)563-4801 (613)563-4801 (416)924-9192 Christine Hills chills@national.anglican.ca (416)924-9192 Yvonne Lane ylane@national.anglican.ca (416)924-9192 Susie Henderson shenderson@national.anglica n.ca (416)924-9192 Don Nicol Stephanie Tombari nicoldl@sympatico.ca steph_tombari@yahoo.ca (416)652-9002 (905)336-2920 Christine Campbell christinec@cciorg.ca (416)967-1611 Laurier Brown laurier@cciorg.ca (416)967-1611 Alana Mascoll Penny Fancy alana_mascoll@worldvision.c a Pfancy@idrf.ca (905)565-6200 (416)497-0818 x26 Daria French Kassim M. Ebrahim Daria.french@cuso.ca Kebrahim@idrf.ca (416)596-2266 (416)497-0818 x27 Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 16 Gérard Briand Caroline Sausik Julie Martin Canadian Catholic Organization for Development and Peace World Vision Canada Canadian Catholic Organization for Development and Peace Gerard.briand@devp.org Celine.hurtubise@devp.org (514)257-8711 Caroline_sausik@worldvision .ca Julie.martin@devp.org (905)565-6200 (416)922-1592 Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 17 Appendix II Agenda Africa-Canada Forum / Canadian Council for International Co-operation Images of Africa Workshop for Fundraisers Monday, March 29h 2004 Friends House, 60 Lowther Avenue, Toronto, Ontario Objectives: 1) To surface and examine ethical or values conflicts arising from the images of Africa used in current fundraising efforts, through the exploration and application of a framework for understanding and analyzing ethical issues. 2) To explore with peers: - challenges to integrating and aligning organizational values with images of Africa used in fundraising and promotional materials, and; organizational efforts to address these challenges. 3) To provide guidance on appropriate next steps that the membership, CCIC’s Ethics Review Committee and the Africa Canada Forum might take towards addressing current issues and concerns. Agenda: AM 8:30 9:00 Arrivals, Registration, Informal Coffee Welcome, Introductions, Opening Remarks -Carole Simard (Coordinator, Africa-Canada Forum) -Sue Cass (Organizational Development Team, CCIC) Historic Overview: Activities that Preceded this Workshop -Anne Buchanan (Organizational Development Team CCIC) Objectives, Agenda, Expectations check Introduction to an Ethical Framework -Ken Melchin (Professor of Ethics, Saint Paul University) Exploring Three Levels of Ethical Meaning (Exercise, Discussion, Presentation) -Ken Melchin 9:15 9:25 9:45 9:55 Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 18 10:45 11:00 11:30 Break Exploring Three Levels of Ethical Meaning (cont’d) Introduction to Case Studies and Afternoon Activity -Sue Cass -Case study presenters Lunch (and sign-up for afternoon workshops) Case Studies: Applying the Ethical Framework (Group work) Break Plenary Discussion Some summary comments, observations and reflections on the day -Ken Melchin Break Group Check In: Reflecting on our Practice -Sue Cass Next Steps: Individual, Organizational, and as a Community of Practitioners Wrap-up and Closing Remarks -Anne Buchanan -Carole Simard Evaluation and Closure 12:00 PM 1:00 2:00 2:15 3:15 3:30 3:45 4:00 4:40 5:00 Images of Africa for Fundraisers CCIC / ACF Workshop, March 29, 2004 Page 19