Effective international presentation begins with access--to work, to the artists and others who are instrumental in its realization, to the cultural context from which it emerges, and to basic data that can facilitate project planning and implementation. "Ten years ago, we felt that getting people out [of this country to see work] was key," observed a presenter. "Now we realize that it's not just travel. It's doing it the right way." From the earliest planning stages of a trip abroad, to the structuring of travel groups, to the ways information is shared with colleagues at home, forum participants called for a rethinking of conventional ways of doing business and a more sophisticated approach to access problems. Broad strategies identified for tackling issues of access include: making better trips, strengthening relationships with international colleagues, and expanding database capacities.

Prepare for travel: If presenters are to gain maximum benefits from trips abroad, advance planning is essential. "The airplane ticket is the last step in the [travel] process," observed a participant. "If we as a country send someone out, we are sending them out as delegates in a process." Long before presenters leave American soil, they need to clarify their goals and needs. Development of a self-survey instrument was suggested as a way to guide presenters in this assessment process. Many participants reported that they lack basic information about the history, culture, politics, and social context of their international travel destinations. University-based scholars can function as important resources for such orientation (either before or during the travel period), as can presenter colleagues with extensive experience in the international arena. Artists too can be a source of relevant information.

Create an information clearinghouse. Centralized resource information--who has gone on trips, to where; what scholars and institutions can provide context and orientation, what festivals may be of interest--can facilitate the process of needs identification, goal setting, and self-education.

Structure tours with care: Because international travel can be so disorienting--the language and customs are unfamiliar--participants advocated a collaborative approach to travel. "It's useful to travel with a buddy so one can test observations and impressions," said a presenter. "All trips should be a minimum of two people. We should send multiple people into a situation and see what comes back." This "tour group approach" can yield "subjective data bases" that are richly textured, but not limited by the idiosyncratic vision of one individual. It can also lay the groundwork for future collaboration among participants. By organizing a tour group that includes people with complementary skills, temperaments and interests, the benefits of travel are extended. For example, by including the "maverick" who disregards the agenda, goes off the beaten track, and discovers new things, as well as the "girl-scout" who follows the itinerary faithfully, the knowledge base of the group can be enlarged; traveling with technical personnel helps avoid production problems at a later date; including humanities scholars lays the groundwork for effective marketing and education at a project's earliest stages of evolution and can provide essential intellectual underpinning before and during the trip for participants.

Create opportunities for in depth exploration: "Too often we want the American short-cut," said a presenter, "Sometimes it's about time. Being there, hanging out, getting to people on their time frame." Recognizing the difficulties of penetrating the complexities of a culture not one's own, some participants suggested approaching international travel through a "lead presenter/manager model." In this scenario, individual presenters function as emissaries for the field, developing an area of international expertise over time or identifying existing centers of knowledge and sharing contacts and information with their colleagues in a systematic way. "As people feel a relationship is taking we should provide resources to pin it down." Another person observed, "We may be better served by the fellowship model than the two-week junket."

Take advantage of home-based opportunities: While participants agreed it is generally preferable to view work in its indigenous context, home-based opportunities should not be overlooked. When international artists tour or visit the U.S. there may be possibilities to make contact, see work, and help international colleagues become more familiar with the American presenting community.

Identify Knowledgeable Guides: Knowledgeable guides and intermediaries help presenters transcend language barriers; make appropriate contacts; guide artistic explorations; and help presenters penetrate a body of information that often resides in the oral history of communities. But a variety of problems can arise in identifying such individuals and working with them over time--from selecting the wrong guide, to overusing contacts (and thereby undermining and/or exploiting the very skills they bring to the table).

Operate with Sensitivity and Honesty: Participants urged presenters to exercise sensitivity, honesty and reciprocity in their relationships with intermediaries. "In places where there are a limited number of contacts with U.S. presenters, strange things have happened to these people," said a presenter. "They are warped by the excessive demands of U.S. presenters. We offer them deals they can't refuse, and that takes them away from being knowledgeable contacts. It makes me hesitant to pass on information. There are too many of us and too few of them." Participants urged straightforward disclosure of one's intentions: "From the outset we need to say, 'I am working with this institution. This is what I am going to do. This is who will come next. What role will you play? What resources do you need from me?'"

Foster reciprocity: Above all, relationships must be forged with a spirit of reciprocity. "It's not just that they have knowledge and we want it. We need to know their issues and agendas," said a participant. Responding to these needs can take many forms--providing resources such as phone lines, faxes, and administrative support; paying for information; and extending invitations to U.S.-based convenings and presenter venues. By investing in bi-lateral relationships over time presenters can create fertile ground for international exchange. It is an issue of both equity and self-interest. "What is our responsibility to the community the artist is coming from?" queried a presenter. "There needs to be a readiness to support capacity building abroad, especially with African countries."

Co-commission international work. Relationship-building can begin fruitfully with the commissioning process. "What do we have to offer these people? Not just gigs," said a participant. "U.S. dollars help groups leverage so much more money. It brings a whole level of quality. Someone else has validated work. It allows groups to increase their capacity." Further, commissioning provides progress in relationships beyond the trip in and trip out. "Commissioning speaks to long-time relationships," said a presenter. "The specter of the box office is there from the start. You are building the proper environment that the artist can come into, and that includes expectations of sales, education of artist, and education of the audience."

Credential American sites: Just as Americans need help in understanding other cultural communities, international artists need assistance in making sense of the American presenting landscape. They need more information about the range of performing opportunities they are likely to find here (in small theatres as well as large), and greater clarity about the value of touring outside major urban centers.

Pursue formal and informal approaches to information exchange: A growing body of information is emerging related to international work. Much of it is decentralized, large portions need to be codified in ways that can be more broadly shared. Yet division exists in the field concerning the degree to which electronic solutions are appropriate. "I'm much more likely to phone a colleague than consult the World Wide Web," said a presenter, reflecting a common perspective concerning information retrieval. Another presenter pointed out that electronic applications might be of little use in certain locales. "Cyberspace is useful," said a presenter. "But when I'm trying to work with Abidjan, it's really a useless tool. This is really a domestic and first-world tool." Still, participants cautioned that the field must be forward-looking with regard to technological solutions and not short-change the next generation; they will need electronic tools to function in the global marketplace and will be more comfortable with their applications.

Identify, create and link databases: More research needs to be undertaken concerning what databases presently exist, whether they can linked, and what additional information is necessary. Given the decentralized nature of the Internet, multiple efforts can be undertaken by diverse members of the community. (See Attachment B for a list of efforts that are already underway as a result of the meeting). Businesses who identify information needs, review raw data and package it according to client needs may also be useful resources for the field as it strengthens its database capacities.

Utilize "broadcasters" and database managers: Discussions at the Forum made clear that the field needs subjective databases as well as flat lists. Participants identified a new role for "broadcasters" whose knowledge of the field will allow them to sift through information, provide context and comment as necessary, and maintain up-to-date and highly usable database resources.

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