Arts Enterprise (AE) Chapter Start Up Guide

2009-2010

Welcome
We are excited that you are interested in launching an Arts Enterprise chapter at your campus or in your community! This presentation has been created to help orient leaders interested in starting an Arts Enterprise chapter on their campus. We have divided this guide into four parts:
Part One: Part Two: Part Three: Part Four: About AE AE Chapter Network AEC Resources & Requirements AE Impact

Part One: About AE

Arts Enterprise: A Short History

January 15, 2007: AE holds its first event. Twenty students attend. Spring Term 2007: Ten events held with at least 20 students in attendance. First meeting with Music/Business school deans Start developing a plan for the 200809 school year. March 14, 2009: AE officially becomes a 501c3 organization. Now known as Arts Enterprise Central January 2009: AE-Madison hosts the inaugural AE Symposium. Over 250 attend Beyond: Arts Enterprise Central develops a national network of chapters that work together to address social, cultural, and economic challenges that characterize the 21stcentury world.

August 2006: Nate Zeisler and Kelly Dylla discuss ways to connect music and business students at the University of Michigan.

2006
October 2006: Zeisler, Dylla, Chris Genteel and Mark Clague meet. Discuss first steps in creating a music and business collaboration at UM. December 2006: Team listed above holds informational session to identify interest in AE. Thirty music & business students attend.

2007
March 2007: AE launches a chapter at Bowling Green State University.

2008
April 2007: AE launches a chapter at University of WisconsinMadison Summer 2008: AE launches AE4NOLA; a three week, action-based, servicelearning project in New Orleans.

2009

Beyond
Summer 2009: AEC hosts its inaugural summit. New Chapters include: Arizona State University University of South Carolina University of MissouriKansas City

Summer 2007: $23,000 secured for AEMIs 2007 08 events Eric Booth invited for the first annual AE week at the University of Michigan Solidified the AE board structure Dean Kendalls (UM) support serves as a catalyst for over $10,000 in funding.

Spring 2009: Over 200 members in three chapters. Alum secure jobs at Google, IMG Artists, Colburn Over 100 programs created and implemented.

Mission & Vision

Mission The mission of Arts Enterprise Central is to educate, promote, and support emerging leaders who utilize the arts and business to create social growth and sustainable ventures. Vision AEC envisions a world where arts and business leaders work together to address social, cultural, and economic challenges that characterize the 21st-century world.
Part One: About AE

Guiding Values
AEC is a non-curricular network of student-led chapters that brings people together from across the university community and beyond, blending arts and business in order to enrich our lives in thought and in action. In order for AEC to fully leverage its network and achieve the greatest impact, the organization has identified six guiding values which will effectively solidify our cause: 1. AEC will change the way the blending of business and the arts is perceived. AE Central will provide career entry points for students into the business and arts worlds by working with national business leaders, artists, and school administrators to create a platform for working across disciplines. 2. AEC is dedicated to service. Chapters will develop and implement creative initiatives in partnership with institutions, businesses and nonprofits throughout their region and across the country. 3. AEC magnifies the human capacity of its members through participation. Members of AE grow by doing, which means not only that members attend and support AE activities, but that members are entrusted with imagining and realizing their own ideas and projects. Students become leaders by having the power to make decisions; they earn credit for their successes and have the opportunity to fail, and learn from it. Vital to the success of AE is that current leaders continually nurture and mentor future leaders, and all members serve as advocates for the organization by recruiting new members. 4. AEC holds collaboration and imagination at the heart of its national network. AEC strives to provide chapters with tools for cross campus collaboration. This type of cross-pollination enables students to use their imagination in an effort to bring the best ideas forward in response to our ever changing conceptual economy. As a result, AE members learn to listen to one another, develop a common language, and understand that growth requires mutual respect.

5. AEC is opportunistic. In an effort to have the greatest impact, AE seeks to capitalize on the opportunities provided by its community and environment, effectively maximizing resources and impact while minimizing cost.
6. AEC creates societal and economic value. A thriving culture of arts and business needs innovative ventures. AE helps its members to invent the businesses and arts organizations of the future.

Part One: About AE

Current Structure and Size

All Arts Enterprise chapters are affiliated with the national, nonprofit umbrella organization Arts Enterprise Central (AEC). AEC works to facilitate chapter growth, further the development of the arts entrepreneurship movement, create opportunities for AE members, and foster inter-chapter collaboration in the spirit of the AEC national movement. Currently, Arts Enterprise has six chapters on campuses across the United States, and is growing at a rapid pace. To date, AE has:
More than 200 members nation wide Created and presented more than 100 events since its inception Organized and completed a inter-chapter, collaborative service-learning experience in New Orleans, LA A growing network of alumni who have secured jobs in prominent arts and business fields including Google, IMG Arts, the Los Angeles Philharmonic and the Colburn School.

Part One: About AE

Part Two: AE Chapter Network

University of Michigan

University of Wisconsin-Madison

University of Missouri Kansas City

Bowling Green State University

Arizona State University University of South Carolina

Arts Enterprise Chapter Activities

Arts Enterprise members drive programmatic activity and develop ideas that meet their interests in the spirit of creative entrepreneurship. AEC believes that the skills members attain through program development, combined with their degree program and collaborating with their business and arts colleagues, provide a clear path to creating a lasting career, regardless of chosen sector in our conceptual economy. AE programs & projects focus on key skill development tracks that are core to our mission: Leadership Building Action-Based Learning Community Engagement New Venture Creation

Part Two: AE Chapter Network

Arts Enterprise Programs

Arts Enterprise Programs

Arts Enterprise Programs

Arts Enterprise encourages YOUR chapter to launch a program on your campus that will be beneficial to both the students at your institution and the surrounding community.

For more helpful tips and best practices, including a step-by-step process, on how to start your own program/project through your new chapter, please see the AE Guide to Entrepreneurship which can be accessed at: www.artsenterprise.com/entrepreneurship
Part Two: AE Chapter Network

Part Three: AEC Resources & Requirements

The role of Arts Enterprise Central is to facilitate chapter growth, further the development of the arts entrepreneurship movement, create opportunities for AE members, and foster inter-chapter collaboration in the spirit of the AEC national movement.

AEC Resources
Chapter Support
Arts Enterprise Central has a team of dedicated individuals who will work with you to help your chapter succeed. Through one-on-one consulting, the AEC support staff will help chapters get started, recruit and retain members, plan events, and plan the leadership transition. Chapter leaders may email AEC at artsenterprisecentral@gmail.com for more information and a staff representative will respond within one business day.

Network Initiatives
AEC is available to help coordinate initiatives that connect the AE network. Any chapter looking to seek out network-wide events, businesses, competitions, or programs may contact for help in facilitating.

Part Three: AEC Resources & Requirements

AEC Resources
Career Resources
AEC Approach to Entrepreneurship guide is available to all members. This document was designed to help AE members explore, discover, and learn entrepreneurship and how it can allow them to create their own career.

AEC Annual Summit

Designed to help visionary faculty, staff and, students plan and launch successful AE chapters on college campuses across the United States, the AEC Summit puts thought into action by providing new chapters with the resources and guidance to develop meaningful and sustainable AE programs on their own campus

Part Three: AEC Resources & Requirements

AEC Resources
Marketing Materials and Assistance
AEC provides each chapter with their own chapter logo that is specially designed with the chapters school in mind. AEC also provides brochures, one pagers, and printing templates for each chapter, upon request. Below are some examples of chapter logos designed by AEC staff: AEC support staff can also offer free marketing consulting for your chapter events. For assistance, chapter leaders should email artsenterprisecentral@gmail.c om at least 21 days before a scheduled event.

Part Three: AEC Resources & Requirements

AEC Requirements
Chapter Dues
Chapters are required to pay $250 in dues to AEC annually. The way individual chapters raise this money is at their discretion. AEC strongly encourages chapters to create profit producing entrepreneurial activities and programs to raise the money for dues, rather than resorting to individual chapter membership dues. Dues must be paid to AEC by March 1st

Annual Reports
Submit the following information online when your leadership team transitions: a.List of all chapter members and email addresses b. Chapter advisor contact information c. Chapter leadership structure, leadership team names, and contact information d. List of past and future-planned events Deadline for Annual Chapter Reports is April 1st

Part Four: AE Impact

Its easy to convince oneself that all challenges can be solved from a standard business perspective until you step out of the classroom and try to deploy what has been learned in a different culture with different perspectives and different motivations. Arts Enterprise provides a chance to step out in just that way to collaborate with other students who may have a separate perspective and motivation set. The fact that this is done within the relative safety of the campus setting makes Arts Enterprise a developmental experience that is duplicated nowhere else of which I am aware. -Al Cotrone Director, Career Development & Student Affairs University of Michigan Ross School of Business

Arts Enterprise Impact

Arts Enterprise is dedicated to providing a non-curricular, action-based learning experience for creative individuals who seek to utilize their passions and talents to their fullest potential.

Arts Enterprise is the perfect link between "real world" and brainstorming for those on the verge of their career. It provides an environment for students to collaborate and create with each other within or across disciplines. Perhaps the thing that intrigues me most about AE is that it allows us to find the best way to help and impact our communities through our art forms and passions. It's the kind of environment that every artist, or young professional, should work in.
-Morgan Davis, Arts Enterprise Wisconsin M.M. Flute Performance

Part Four: AE Impact

Arts Enterprise Impact

Arts Enterprise allows members to connect with one another, so that a national network that merges leaders in both the arts and business can be realized.

From the moment I read the words Arts Enterprise, I knew this would be an initiative I could really get behind and dedicate myself to as an undergraduate and beyond. Not only are the arts and business my two passions, but I firmly believe that a good understanding and appreciation of both disciplines significantly enhances ones life and leadership ability. I hope to help generate a greater awareness for this initiative and contribute to what I think will make a valuable difference in our communities.
-Tiffany Lin, Arts Enterprise Michigan alumni Google employee

Part Four: AE Impact

Arts Enterprise Impact

Arts Enterprise strives to become the launching pad for this generations creative and artistic minds. Together, we can realize a world where artists and businesspeople work together to promote social, cultural, and economic growth.

Arts Enterprise allows me to freely explore my passions while benefiting from interactions with like-minded students and professionals from a number of disciplines. AE provides the institutional support necessary to plow through the proverbial red tape that often side tracks our most exciting ideas, but encourages students to explore innovative projects without fear of failing. In a world filled with people asking why, AE dares to ask why not. -Michael Muskapf,Arts Enterprise Michigan DMA student, musicology

Thank You!
We appreciate your interest in Arts Enterprise and look forward to working with you in the near future!

For more information on the Arts Enterprise movement, please contact:

www.artsenterprisecentral.com artsenterprisecentral@gmail.com