arts enterprise (ae) start up guide

8/3/2019 Arts Enterprise (AE) Start Up Guide

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Arts Enterprise (AE)Chapter Start Up Guide

2009-2010


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Welcome

We are excited that you are interested inlaunching an Arts Enterprise chapter at yourcampus or in your community!

This presentation has been created to help orientleaders interested in starting an Arts Enterprisechapter on their campus. We have divided thisguide into four parts: Part One: About AE

Part Two: AE Chapter Network Part Three: AEC Resources & Requirements

Part Four: AE Impact


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Part One: About AE


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2006 2007 2008 2009 Beyond

October 2006: Zeisler,

Dylla, Chris Genteel and

Mark Clague meet.

Discuss first steps in

creating a music and

business collaboration at

UM.

August 2006: Nate Zeisler

and Kelly Dylla discuss

ways to connect music and

business students at the

University of Michigan.

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.

December 2006: Team listed

above holds informational session

to identify interest in AE. Thirty

music & business students attend.

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.

January 15, 2007: AE holds its first

event. Twenty students attend.

March 2007:

AE launches

a chapter at

Bowling

Green State

University.

Summer 2008: AE launches

AE4NOLA; a three week,

action-based, service-

learning project in New

Orleans.

April 2007:

AE launches

a chapter at

University of

Wisconsin-

Madison

March 14, 2009: AE

officially becomes a 501c3

organization. Now known

as Arts Enterprise Central

Summer 2009: AEC hosts its

inaugural summit. New Chapters

include:

Arizona State University

University of South Carolina

University of MissouriKansas City

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 21st-

century world.

Spring 2009:

Over 200 members in

three chapters.

Alum secure jobs at

Google, IMG Artists,

Colburn

Over 100 programs

created and

implemented.

Arts Enterprise: A Short History


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Mission & Vision

MissionThe mission of Arts Enterprise Central is toeducate, promote, and support emerging leaderswho utilize the arts and business to create social

growth and sustainable ventures.

VisionAEC envisions a world where arts and business

leaders work together to address social, cultural,and economic challenges that characterize the21st-century world.

Part One: About AE


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Guiding ValuesAEC 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 thatmembers 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


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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 inNew 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


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Part Two:

AE Chapter NetworkUniversity of Michigan

Bowling Green State University

University of Wisconsin-Madison

University of South Carolina

Arizona State University

University ofMissouri Kansas City


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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


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Arts Enterprise Programs


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Arts Enterprise encourages YOUR chapter tolaunch a program on your campus that will bebeneficial to both the students at your institutionand the surrounding community.

For more helpful tips and best practices, includinga step-by-step process, on how to start your ownprogram/project through your new chapter,

please see the AE Guide to Entrepreneurshipwhich can be accessed at:www.artsenterprise.com/entrepreneurship

Part Two: AE Chapter Network
http://www.artsenterprise.com/entrepreneurshiphttp://www.artsenterprise.com/entrepreneurship


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Part Three: AEC Resources &

RequirementsThe 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.


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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 AECat [email protected] 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, orprograms may contact for help in facilitating.

Part Three: AEC Resources & Requirements
mailto:[email protected]:[email protected]


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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



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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 e-

mail [email protected]

om at least 21 days before a

scheduled event.

mailto:[email protected]:[email protected]:[email protected]:[email protected]


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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 andemail 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


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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 achance 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 ofwhich I am aware.

-Al Cotrone

Director, Career Development & Student Affairs

University of Michigan Ross School of Business


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Arts Enterprise Impact

Arts Enterprise is dedicated to providing anon-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 createwith each other within or across disciplines. Perhaps the thing that intrigues me mostabout 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



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Arts Enterprise allows membersto 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 onlyare 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



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Arts Enterprise strives to become the launching pad for thisgenerations creative and artistic minds. Together, we can realizea 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 MichiganDMA student, musicology


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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

[email protected]
http://www.artsenterprisecentral.com/http://www.artsenterprisecentral.com/

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