Sorry I have not written in a few weeks. We have been very involved with our new International Summer Fellows Program. We have 18 wonderful arts managers from around the world studying with us this month. They will come back next summer and the summer after that to continue their education.

They are challenging me to adapt the methods I traditionally use to address their unique situations in Egypt, Palestine, China, Albania, etc. I have become too comfortable with my approach to arts management; so when a Fellow asks, “but how do you plan three years ahead in Lebanon when the political situation may force us to close down,” I have to reevaluate my thinking. And when a Fellow from Kenya asks how to work with the press when he has no money for the bribes it takes to get coverage, one must develop new approaches to building institutional visibility.

But through all of this questioning, my faith in some basic principles is renewed:

1. Arts organizations, in every country, need to create strong, vibrant arts and education programs.

2. Creating and funding this programming takes time; it is essential to plan artistic ventures years in advance.

3. Creating strong institutional identity is central to building audiences and donor bases.

4. Diversifying fund-raising away from government support is crucial to building strong, vibrant, growing arts organizations.

And as I work with my Fellows, I have developed a deep and abiding respect for the incredible work they do under very difficult circumstances. In fact, every member of my staff who has worked with the Fellows has commented on how lucky we are to be in the United States – how comparatively easy it is to find resources, plan for the future and pursue our mission.