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Research and Programmes

Culturelink review, no.33/April 2001 - contents - imprint - archive

Cultural Identity, Art and Technology Programme

The Cultural Identity, Art and Technology Programme (ICAT), Costa Rica, came into being in the mid-1990s within the Centro de Investigación, Docencia y Extensión Artistica (CIDEA), Faculty of Arts of the Universidad Nacional (UNA). It currently serves both UNA and Costa Rica, but has the potential to become one of Central America's most important educational and alternative production resources. Based on the evolving uses of digital technology and coupled with the theme of cultural identity, this unique and pioneering programme seeks to influence, in a critical, creative and innovative way, the artistic and technological development of Costa Rica, the Central American region and the Caribbean, by means of research, experimentation, artistic production and teaching in the areas of interaction between art, digital technology and cultural identity.

ICAT's activities

ICAT's activities include:

  • promoting research on cultural identity and digital technology in order to support, fundamentally, artistic and cultural production;
  • training in digital audiovisual production through modules, workshops and seminars;
  • promoting artistic production and experimentation in relation to cultural identity and digital technology;
  • development of teaching, research and production with an interdisciplinary focus;
  • offering digital audiovisual production services in the professional market.

UNA has established the area of cultural identity as one of its priorities. This is due not only to the increasing preoccupation with this issue at the national level, but also to the fact that cultural identity is an integral part of sustainable development, which is a major issue at the international level as well. In this sense, CIDEA and ICAT seek not only precise ways in which culture should be expressed within a sustainable development strategy, but also encourage the integration of this dimension, hitherto generally left aside.

In making ICAT a success, UNA has collaborated with the Utrecht School of the Arts (HKU) in The Netherlands. Within the HKU, a great deal of expertise exists based on working experience in Latin and Central America. It became clear that the interdisciplinary approach to art education by the HKU in general, and the Faculty of Arts, Media and Technology in particular, was of essential importance for the future of the UNA/HKU collaboration.

To get the programme financed, funding was requested from the Dutch MHO funding programme, administrated by Nuffic. In the funding proposal the cooperation of CIDEA/UNA and HKU was emphasised, with special reference to institution and capacity building of CIDEA through the creation of the ICAT programme. The long-term objectives of the project are described as follows:

  • To consolidate CIDEA as an interdisciplinary Centre for the development of links for mutual knowledge, collaboration and enrichment between the processes of cultural identity, professional artistic creation and contemporary technology.
  • To promote an adequate response of the Costa Rican, Central American and the Caribbean cultural communities to the challenges posed by the use of technological media.
  • To support institution building by strengthening and developing ICAT and by the incorporation of the cultural identity issue in the academic activity of CIDEA and in the process of technological modernisation.
  • To establish a regional decentralised information network and audiovisual database with the help of adequately equipped and trained staff.
  • To support capacity building by developing an art and technology specialisation programme, adequately equipped and with the required technical and teaching staff, for the education and training of professionals on a national and regional level.

Four ICAT sub-programmes: teaching, research, production and services

With the training modules students benefit from increasing educational opportunities and career options. Training is concentrated mostly on digital audiovisual production (non-linear editing, animation, digital sound design) and interactive production (both for the web and CD-rom). ICAT's offerings provide CIDEA students with workplace-type experience, lessons in how to deal with real clients, time management and budget practice, and the ability to translate an idea into a project.

The research sub-programme is of an interdisciplinary nature and covers topics referring to cultural identity, digital technology and artistic production, with an emphasis on Central America and the Caribbean. The sub-programme has the following components:

  • recording phenomena related to processes of construction of collective identities;
  • research projects;
  • a digital audio visual database on cultural identity in Central America and the Caribbean, as well as other data bases and Internet links related to the main topics dealt with at ICAT.

The most important contribution of ICAT has been the development of a series of databases related to the main interests of the programme - cultural identity, art and technology:

  • In collaboration with the Cultural Association INCORPORE, a database on audiovisual production in Central America was created in order to promote interchange and collaboration on a regional level (www.icat.una.ac.cr/CAAV).
  • A database on organizations that offer financial support for cultural projects on a world level (www.icat.una.ac.cr/dir/financiamiento/cultura).
  • BDA-ICAT, ICAT's audiovisual database to help create mirrors of Central American and Caribbean culture through still images, sound and moving images. Most of the material comes from ICAT's fieldwork in Costa Rica, but there is interest in linking up with other databases or similar work in order to create a decentralized Central American and Caribbean network.

The ICAT project has shown that its participants' evolving skills and knowledge (related to digital technology and cultural identity) have 'commercial' value for CIDEA. This evolves into income generating opportunities for CIDEA and ICAT. In turn, such earnings will be used to subsidise CIDEA and ICAT's educational services, research projects, equipment renewal, as well as further develop CIDEA's professionalism within the education and arts fields. ICAT's potential marketability is underlined by several evaluation studies.

First phase (1996-1999)

The first phase of the project was characterized by a slow process of consolidation of the ICAT programme within CIDEA (Faculty of Arts of the UNA), within the UNA at large and within the Central American region, as a training and research centre which lends services not only to the academic world of the university but also to NGOs and Community Based Organisations working in the field of 'culture and development'.

The project activities of the first phase, in collaboration with the HKU, were focused on the training of trainers and technical support for the development of ICAT's main goals:

  • Short training courses for academic and technical staff members of the Arts Faculty;
  • Workshops focused on the integration of cultural identity aspects in the academic activities of CIDEA (curricula, teaching, research, extension, artistic production);
  • Establishment of the digital audiovisual lab;
  • Business plan for long term sustainability of the project;
  • Training of researchers;
  • Guest teaching and internships;
  • Promotion of the project and its execution on the national and regional level.

Second phase (2000-2003)

The second phase of the ICAT project wishes not only to continue developing the present profiles, but to create digital components with specific profiles within the existing art curricula of the CIDEA art schools (Music, Theatre, Dance and Visual Arts), making the faculty a strategic training and formative institution on the national and regional level. This requires the creation of an administrative, academic and technical team which can support this new development and consolidate the present ICAT objectives, including:

  • coordination of ICAT's activities in a more decentralized and efficient way, with a clear separation of functions and responsibilities;
  • coordination and development of the digital curricular components, with an important level of specialization of the human resources in each of the basic profiles of sub-profiles;
  • development of research and systematisation techniques using digital technology and environments;
  • development of a project office that can support the internal production requirements of CIDEA and UNA, as well as create a more strategic amortization plan for the digital development of the Centre / ICAT (especially in order to support financially the area of upgrading technology and maintenance);
  • development of an efficient technical support for the CIDEA / ICAT digital activities.

International funding

The Netherlands support to the Universidad Nacional (UNA) in the field of Cultural Identity, Art and Technology (ICAT) is funded by the Joint Financing Programme for Co-operation in Higher Education (MHO Programme). The co-operation between the Utrecht School of the Arts (HKU) and the Universidad Nacional (UNA) in Heredia dates from September 1995, when the first project period was approved for funding from the MHO programme. The MHO is aimed at institution building, defined as 'helping to develop, strengthen and improve the general functioning of institutions of higher education in developing countries' and human resource development, i.e., 'to contribute to meeting quantitative and qualitative manpower deficiencies in developing countries'.

For more information, please contact: ICAT, Universidad Nacional, Apartado 86-3000, Heredia, Costa Rica, e-mail: icat@una.ac.cr; http://www.icat.una.ac.cr/

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Programme of the Institute for Culture and Development Management (ICADM)

The Institute for Culture and Development Management (ICADM), South Africa, was called into being in 2000 as a direct spin-off from the experiences through the Arts and Culture Management Programme (ACMP), which began its training in 1995 at the Graduate School of Public and Development Management (P&DM), University of the Witwatersrand. The ACMP offered courses at various levels, including a masters in Management in Culture.

Pre-history of ICADM

Interest in this unique programme has drawn participants from all corners of South Africa. Locally, the ACMP was instrumental in formulating and launching the Arts and Culture Management Forum. During 1998 the Programme was offered to arts and culture managers in East Africa. On a wider scale, the pioneering experience of this training in developing societies is also receiving global interest. The programme relates closely to the Association for Cultural Economics International (ACEI) and the International Association of Arts and Cultural Management (AIMAC).

The above experiences are now coupled with an increasing demand, as established by a recent needs analysis held by Beck and Epskamp, (Beck, Paola and Kees Epskamp. Training needs analysis in the field of cultural management in South Africa. Collaborative study between the Graduate School of Public & Development Management (P&DM) of the University of the Witwatersrand and the Nuffic. Johannesburg/ The Hague, P&DM / Nuffic. Culturelink, Special Issue 2000, pp. 77-99) for the provision of higher qualifications such as diplomas and degrees in arts management and related fields. To address these new demands, new initiatives have materialised, such as the University of Cape Town offering a diploma in Heritage Studies, which incorporates an elective in heritage management training through a partnership with the Robben Island Training Programme and a masters in Heritage Studies from the University of the Witwatersrand, which incorporates the three electives designed by the ACMP mentioned above.

Background

It has been estimated that around 500,000 South Africans are directly engaged in artistic, cultural, and heritage-related pursuits in South Africa. For most, this has become their livelihood too, all the more so in view of the increasing number of tourist-related initiatives. The role of government is to create the conditions within which arts and culture may flourish, heritage may be preserved, and tourism may expand, while the arts and culture community takes responsibility for practising, preserving, maintaining, and managing the creation and production of its wide-ranging activities and services.

Under colonialism and Apartheid, the culture of the majority of South Africans was neglected, distorted and suppressed. Freedom of expression and creativity were stifled. The 'new' democratic government's 'Reconstruction and Development Programme' (See Cultural Change and Development in South Africa, Culturelink, Special Issue 1998/1999, 224 pp.) aims to assert and promote the rich and diverse expressions of South African culture and develop a unifying national culture, representing the aspirations of all of South Africa's people, thereby ensuring that culture and the arts are firmly rooted as fundamental components of the country's development. Yet, to date, 'culture' has not been adequately linked to 'development' in a broader sense and is usually relegated to the back seat of public and private enterprise. It is thus vital to the arts and culture sector to continue increasing the awareness - through activities, lobbying, advocacy, and professionalism of the sector - of the importance of cultural development and its contribution to development as a whole. Such an objective is consistent with the South African national ideal of democracy which serves to promote cultural survival through ongoing debate guided by the need for tolerance and appreciation of the different cultures of South Africa.

Culture and development management: the general need for training

Education in creative development is in the hands of South African schools, universities, colleges, and passed down through community tradition. In this day of competitiveness and business efficiency, when all civil society leaders and managers are expected to make the most efficient and effective use of their time, talent and resources, administration, marketing, service, and financial skills have to be learned too, while information on these subjects needs to be shared. Considering the many forms of artistic and cultural expression (including heritage and tourism), arts and culture have an enormous influence on the lives of South Africa's 39 million people and on the lives of the tourists visiting the country.

Therefore, in South Africa the development of organisational capacity is required at all levels of the existing arts and cultural organisations, from administrative abilities to management concepts. In the words of the Deputy Minister of Arts, Culture, Science and Technology, 'Cultural heritage provides a wealth of potential upliftment for our communities, if properly managed' (Mabandla, 1997: 'The Way Forward' Conference). This need to develop management know-how is further endorsed by the Draft White Paper on Arts, Culture and Heritage (1996) in paragraph 56, which talks about Human Resource Development requirements. Both public sector administrators and managers of not-for-profit arts and culture organisations need and want training in various aspects of management-related skills.

Training needs at the basic level

At the basic level, there is a need for courses that show people the functions of accounting and computers. At a more senior level there is a need for people who can develop, implement, monitor and evaluate their own organisational policies and strategic plans, where effective transformation management is one of the main keys to success. The recent needs analysis made by Beck and Epskamp indicates that information management and marketing management are among the key training requirements expressed by the sector.

Also, most research in the field of arts and culture is done on a sectoral or discipline basis, with insufficient flow of information across boundaries that separate different forms of arts and related cultural and heritage studies. Since such research is done in relative isolation by various individuals, groups and departments in tertiary institutions, information is often difficult to trace and access, particularly by people who are not linked to a tertiary institution. An institute that is positioned to collate research information, catalogue it, and promote further research will contribute to the aims of uplifting the sector as a whole through information-sharing. Focusing such an institute on management enables the arts and culture sector to link together over common issues as opposed to remaining separated by discipline.

The curriculum

The Institute for Culture and Development Management (ICADM) will enhance the coherent development of curricula for tertiary institutions, not-for-profit organisations, and other interested parties, which are compliant with the National Qualification Framework (NQF) requirements while matching such curricula with the current requirements of managers, leaders, officials, administrators and policy-makers in cultural institutions. These include community arts centres; galleries, museums and libraries; music, dance, song, theatre, visual arts, crafts, and storytelling organisations; performing groups or companies; cultural villages; publishing houses; film and broadcasting agencies; festival, event, and tour organisers; unions; policy formulating bodies; and funding agencies, in the fields of arts, culture, heritage, and tourism. The ICADM will also develop research in management issues in these four multivariate yet related fields.

Initially, the focus will be on management training and research related to three areas: the enhancement and study of the economic contribution of arts, culture and heritage through tourism and other elements of production; linked to this is management as an interface of cultural development and its spin offs for sustaining the national Reconstruction and Development Programme (RDP); and supporting these will be cultural management training as a means of improving the sustainability of NGOs through enhanced service and marketing management.

With the above in mind the Mission of the Institute for Culture and Development Management is:

ICADM MISSION STATEMENT

'With a focus on South Africa and the developing world, the Institute for Culture and Development Management seeks to broaden the provision of education, training, research, and consultancy towards creating a sound professional platform for the enhancement of service, sustainability, and development of organisations and projects involved in arts, culture, heritage, and tourism.'

This mission will be achieved through the following long-term goals:

ICADM LONG-TERM GOALS

  • Launching and maintaining an Institute for Culture and Development Management as a not-for-profit independent organisation.
  • Reaching for long-term financial security through a broad base of income generation and retaining competent staff.
  • Developing courses for education and training in arts, culture, heritage, and tourism management and related fields.
  • Introducing research into the issues and aspects revolving around arts, culture, heritage, and tourism management cases.
  • Providing a consultancy base at both local and global levels in the related fields, including the promotion of South African cultural products.
  • Developing a professional body which would assist with (1) the maintenance of a code of ethics for professional arts management, (2) lobbying and advocacy on behalf of the sectors involved in the Institute's focus, and (3) sustaining networks in the field.
  • Moving the Institute's outputs and networks across the country and into other African states and developing countries.

For more information, please contact: ICADM, Paola Beck BA(FA) MBA, 83 Mons Road, Observatory 2198, Johannesburg, South Africa, tel./fax: 27 11 648 5851; e-mail: beckrica@artslink.co.za

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Plans and Objectives of the International Cultural Centre at Cracow for 2001

The International Cultural Centre (ICC) of Cracow has announced its plans and objectives for 2001. The tenth year of the Centre's activity is both the year of continuation and stabilisation, and the time for summary and forming the Centre's vision for the next decade. The essence of the ICC's work is the integration of scientific research, educational programmes and promotional actions related to European cultural heritage. This complex and innovative approach, against the background of Polish circumstances, is reflected in the programme planned by the Centre for the year 2001.

The conference on Central Europe - A New Dimension of Heritage will summarize the achievements of the International Cultural Centre. The meeting of alumni will take place on the occasion of a special session of the College for New Europe. Other educational activities include Galicia - The Historic Region of Europe, the summer programme prepared in co-operation with the Institut für den Donauraum und Mitteleuropa in Vienna and the Institute of International Affairs of Vienna University; and Democracy and Diversity, annual summer session under the auspices of the New School University in New York.

The schedule of exhibitions will be a continuation of the Centre's programme policy and will include the presentation of European graphic art from the collections of the Print Room of the Polish Academy of Arts and Sciences, Neo Rauch's paintings representing the German avant-garde of the late 20th century, Erich Mendelsohn's designs from the beginning of the century, and the first presentation of Czech art in Poland.

For more information, please contact: International Cultural Centre, Rynek Glówny 25, 31-008 Kraków, Poland, tel.: +48-12-421-8601 421-7702; fax: +48-12-421-8571 / 421-7844; e-mail: secret@mck.krakow.pl; http://www.mck.krakow.pl

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Program in Arts Administration and
The Center for Educational Outreach and Innovation

Teachers College, Columbia University

Critical Issues in Cultural Policy
May 29 - June 21, 2001

Dr. J. Mark Schuster (M.I.T.) returns to teach this high-level course in international comparative cultural policy.

Presented in three modules, this course will address how cultural policy choices are currently being made across countries and levels of government and consider how they might be improved. By placing cultural policy in a global context, attendees will explore and evaluate how governments provide or intervene in the arts through a wide variety of political strategies and public policy tools.

Who should attend?

Arts funders, policy makers, arts managers and professionals, arts administration students, and others interested in cultural policy.

Course may be taken as a whole (credit transfer to home institutions may be available for students) or in independent modules.

Module I:
Cultural Policies, Framework for Thinking [May 29, 30, 31 and June 4, 5]

Module II:
The Design of Cultural Policy, Questions to be Answered [June 11, 12, 14]

Module III:
Government Action, Five Tools and Three Levels [June 18, 19, 21]

For more information, please contact: Program in Arts Administration, Teachers College, Columbia University, Box 78, 525 West 120th Street, New York, NY 10027, USA, tel.: 212 678 3268; fax: 212 678 4048; e-mail: arad@columbia.edu

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Support for Cultural Policy Projects in 2001

The Cultural Policy Sub-component of the Arts and Culture Network Program, Open Society Institute, Hungary aims to promote long-term structural changes in the field of cultural policy - the development and implementation of different models of cultural actions with specific emphasis on projects that 'cross borders'.

Priority support will be given to long-term projects (for the first part of their realization in the year 2001) aimed at developing:

  • legislation and fiscal policy in the field of culture (related to various issues such as copyright law and other legal activities in culture, heritage protection, non-profit associations and organizations, privatization in culture and the arts, regionalization of cultural policy, etc.);
  • transformation of existing infrastructures into more flexible and self-sustainable ones;
  • new entrepreneurial and fund-raising models of cultural institutions and events;
  • education and training of cultural administrators (policy makers), arts managers and entrepreneurs (including the training of trainers);
  • establishment and development of new artistic venues and resource centers, linked with cultural policy issues;
  • cross-cultural communication.

The following types of projects will receive support:

  • innovative models of cultural action at the international, national or regional level;
  • action research projects aimed at practical results and implementation;
  • seminars, conferences, workshops, training, and other forms of education organized at the regional level;
  • public debates and round tables (using media networks), lobbying activities and programs;
  • documentation, collection and dissemination of information (sharing of good policy solutions and case studies, holding 'fairs' for the exchange of best practices).

The deadline for application is 3 September 2001.

To find out how to submit a project, please contact: Lidia Varbanova, Program Director, Arts and Culture Network Program, Oktober 6 u., No: 12, OSI - Budapest, Hungary, tel.: +361 327 3100; fax: +361 327 3101; e-mail: varbanova@osi.hu; or
Elzbieta Grygiel, Program Manager, Arts and Culture Network Program, Stefan Batory Foundation, 10a, Sapiezynka Str., 00-215 Warsaw, Poland, tel.: +48 22 536 0232 or 536 0200; fax: +48 22 536 0220; e-mail: grygiel@batory.org.pl

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Summer School Programme for 2001

The Graduate School in Language and Communication (University of Southern Denmark, Odense) announces its Summer School programme for 2001.

17-23 June: Workshop on Narrative Cognition and Culture

This workshop will bring together distinguished researchers in anthropology, linguistics (conversational analysis, psycholinguistics, sociolinguistics), psychology and semiotics to explore narrative from a variety of perspectives, using diverse methods. The workshop will include lectures by invited speakers, as well as problem-oriented work in small groups.

Location: 'Kystgaarden', Nyborg Strand, Fyn, Denmark.

24-29 June: Courses in cognitive linguistics, language acquisition, interaction, information technology

Grants are available for PhD students from outside Denmark who wish to attend the summer school (either or both the workshop and the course week).

Location: University of Southern Denmark, Odense

For more information, please contact: Johannes Wagner, University of Southern Denmark, Language and Communication, Campusvej 55, DK-5230 Odense M, Denmark, tel.: (45) 65 50 32 20; fax: (45) 65 93 24 83; http://www.sdu.dk/Hum/GraduateSchool; http://www.conversation-analysis.net

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Gulliver's Connect Programme 2001/2002

Following and building on the positive experience from the past two programmes of Gulliver's Connect, the Felix Meritis Foundation in Amsterdam, the Arts and Culture Network Program of the Open Society Institute, Budapest, and KulturKontakt in Austria are happy to announce the continuation of this international partnership with the new Gulliver's Connect 2001/2002 Programme.

Gulliver's Connect aims to facilitate collaborative partnerships between arts practitioners from neighbouring countries in Central and Eastern Europe, the former Soviet Union and Mongolia and encourage the process of 'learning from practice'.

The idea is that via a work placement scheme an arts practitioner becomes a temporary member of a host organisation's working team with a specific role, task or project. The work placement period is a time for both "visitor" and "host" to learn and experience each other's working practices, cultural identities and national situations, and to establish new international cultural relations or strengthen existing ones.

The programme is open only to professional arts practitioners and arts/cultural organisations from Central and Eastern Europe, the former Soviet Union and Mongolia.

The visiting arts practitioners must have 1 - 3 years project or organisational management experience and demonstrate that the impact of the work placement experience will contribute to systematic changes in their local cultural environments. Priority will be given to applicants from non-capital cities. The host organizations should be arts and cultural non-governmental organisations which have demonstrated good working practices in adapting to the new situation and climate of their countries.

There are approximately 40 bursaries for the Gulliver's Connect 2001/2002 programme of around 1,500 USD each. The bursary covers the work placement costs of travel, accommodation and a daily allowance for a period of between 3 and 6 weeks.

The deadline for completed applications this year is 28 May 2001. All applicants will be informed of the selected candidates by the end of June 2001.

The work placements will run until the end of September 2002.

To receive application forms or more information, please contact: Gwen Crawford, The Felix Meritis Foundation, Keizersgracht 324, 1016 EZ Amsterdam, The Netherlands, tel.: +31 20 6262321; fax: +31 20 6249368; e-mail: connect@felix.meritis.nl; http://www.batory.org.pl/art/gulliver/ (from 1st April 2001)

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Graduate Programme in Cultural and Media Studies (CMS)

University of Natal, Durban, South Africa

Internet browsers are invited to visit the redesigned CMS web page: www.und.ac.za/und/ccms

This site has been structured as a general research and teaching resource. It will be of interest to scholars in African studies, cultural and media studies, broadcasting communication, development studies, semiotics, and African philosophy.

The various sites grouped here apply cultural and media studies within African contents.

Vertical menu

  • African Media Project
  • African Philosophy
  • Anthropology - Cultural Policy
  • Broadcasting
  • Communication
  • Development Media
  • Media
  • Political Economy
  • Publications
  • Semiotics
  • Social Movements

Horizontal menu

Information for prospective applicants is provided, as are also courses, course outlines and templates, and student work, under the link called 'Courses':

  • Faculty [Teaching, administrative, research, adjunct]
  • Courses [templates, descriptions, reading lists, support divisions]
  • International Academic Advisory Committee
  • Professional Advisory Committee

General inquiries: tomasell@nu.ac.za (Professor Keyan Tomaselli, Director)

Student inquiries: govends@nu.ac.za (S. Govender, Administrator)

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Media and Visual Arts

A Thematic Residency About Time
Alberta, Canada, October 22 to December 7, 2001

The Banff Centre for the Arts is a place for artists. (See Culturelink no. 31/August 2000, pp. 43-44, and p. 32 in this issue.) Dedicated to lifelong learning and professional career development in the arts, the year-round continuing education facility serves as a site and catalyst for creative activity and experience. The Banff Centre is Canada's only post-secondary learning centre dedicated to the arts, leadership development, and mountain culture.

Programmes in Media and Visual Arts focus on professional development, research and training opportunities for artists, researchers, scientists, cultural producers, software developers, technicians, designers, philosophers, policy makers, and economists. Programmes support creative research, production and critical endeavours, and provide access to emerging and established technologies in new media, video, television, ceramics, painting, performance, photography, print media, paper making, sculpture and textiles. The Banff Centre supports artists at all stages of their careers in a multidisciplinary environment.

Thematic residencies focus on a pre-determined theme and capture current and emerging ideas in visual and media art. Residencies are international and open to all visual and media artists as well as curators, critics and theorists. The theme of this residency is time. The residency will bring to Banff 40 artists whose work shares similar approaches to the use of time in their practises. This cross disciplinary environment of lectures, presentations and seminars will set a discursive stage for the residency.

For more information, please contact: The Banff Centre for the Arts, Office of the Registrar, Box 1020 Station 28; 107 Tunnel Mountain Drive, Banff, Alberta, Canada T0L 0C0
Jennifer Woodbury, tel.: +1-403-762-6302; fax: +1-403-762-6665; e-mail: jennifer_woodbury@banffcentre.ca; or
Sara Diamond, tel.: +1-403-762-6696; fax: +1-403-762-6665; e-mail: sara_diamond@banffcentre.ca; http://www.banffcentre.ab.ca/CFA