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2	Presentation To:
3	Contents Executive Summary Goal of the Presentation Measurable Outcomes Competitive Analysis Current Juilliard Offerings Performance Entrepreneurialism Curriculum Performance Entrepreneurialism Structure Options Achieve Program Success with Michael Drapkin Next Steps
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5	Executive Summary Dozens of music schools are graduating thousands of performance majors yearly. Only 22 full time orchestras in the United States¹. For example, there are roughly 60 full-time jobs for clarinetists in the entire country. Jobs are next to non-existent. Schools are following the purist traditional European model – teach students that if they practice hard and play well enough, someone will hand you a place to play. Schools and graduates are relying on others to supply the venues and jobs. Who? Arts and funding for the arts are on the decline. State of New Jersey just cut their arts budget to zero. Organizations are folding or in financial trouble.
6	Executive Summary Break the traditional purist applied music model and offer students an alternative. Give them the tools they need to go out into the world and create tomorrow’s arts organizations and performance venues. Open their eyes to how our capitalist society operates and leverage it. Help them become the leaders that will give future Juilliard graduates a place to go. Create a slightly modified curriculum within Juilliard programs to go out and break the model.
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8	Measurable Outcomes (1 of 3) Teach students enough about business so that they can become leaders in the arts. See a marked increase in the number of concerts, ensembles, venues, series and festivals created by entrepreneurial graduates. An increase in the number of music performance opportunities. A decrease in the number of graduates that abandon their involvement in music after graduation. An increase in the number of graduates that continue to perform after graduation. (more)
9	Measurable Outcomes (2 of 3) An increase in demand for Juilliard graduates. Maintenance of the quality and quantity of Juilliard applicants. An increase in giving to Juilliard by entrepreneurial graduates who see value in their degree, whether they remain in music or not. Methodically create more leaders in business and the arts like Alan Greenspan (Head of the Fed -Juilliard graduate) and Mark Volpe (Head of the BSO - Eastman graduate). (more)
10	Measurable Outcomes (3 of 3) Shift from being a trade school to becoming a think tank for the arts. Spawn a rebirth in music in America as grassroots Juilliard entrepreneurs fan out across the country and raise the amount of musical activity in the fine arts. Establish Juilliard as a leader in performance entrepreneurialism. The adoption of similar programs by other music schools, adding more synergy and demand.
11	Competitive Analysis: Top 20 Music Schools¹ Eastman School of Music – Arts Leadership Program – a good set of non-structured courses; some related to entrepreneurialism Indiana University Juilliard School – Music Advancement Program – free lessons to minority kids; ad hoc classes University of Michigan – Ann Arbor – interdisciplinary music degrees and dual degrees Curtis Institute of Music New England Conservatory – Community Collaborations Program – community music arts program Northwestern Oberlin College Conservatory – “linked with a preeminent liberal arts college,” internships, Shouse Nonprofit Leadership Program University of Cincinnati – nothing significant. Arts admin program is connected to their School of Business.
12	Competitive Analysis: (Continued) University of Illinois Champaign-Urbana Yale University Florida State University Manhattan School of Music University of Southern California Peabody - Johns Hopkins University University of North Texas Cleveland Institute of Music – community outreach University of Texas – Austin Arizona State University – community outreach Mannes College of Music
13	Competitive Analysis: Top 20 Music Schools
14	Current Juilliard Offerings
15	Performance Entrepreneurialism Program A focus on Creating Demand in the Arts…
16	Performance Entrepreneurialism Curriculum Adjunct to existing Applied Music curriculum An optional program. Doesn’t touch existing music curriculum. Semester courses replace existing liberal arts classes, maintaining accreditation, making this mostly self-funding. Allow faculty to ‘opt-out’ – not allow their students to participate, thus neutralizing faculty opposition. Four required full semester courses Overview/Entrepreneurialism/Strategy Sales & Marketing (including technology) Finance including startup, fundraising, grants and not-for-profit issues Management and Operations
17	Performance Entrepreneurialism Curriculum (Continued) Field Study. A six month investigation conducted during the second year, fielding teams of three to five PEP students and their faculty advisor to create a new ensemble, program, concert series, either independently or within an existing organization. Self-funding projects. Contest: Winning program gets a Carnegie Hall debut sponsored by the school or industry sponsors. Students may graduate into their own groups and organizations Partnership with the Columbia Business School or NYU Stern Business School
18	Performance Entrepreneurialism Structure Options Possible Types of Programs: Certificate Track Minor Undergraduate – Two Tracks: B.M. B.M., P.E.P. Graduate: Similar two year curriculum and structure
19	Achieve Program Success with Michael Drapkin
20	Michael Drapkin - Musician Clarinetist of chamber group Music Amici Former Associate Principal and Bass Clarinet, Honolulu Symphony Principal Clarinet, New York City Opera Touring Company Principal Clarinet, Lake George Opera Festival Berkshire Music Center Fellow Has performed with NJ Symphony, Long Island Phil, Brooklyn Phil, Rochester Phil, NYC Ballet, many others Performed under Leonard Bernstein, Seiji Ozawa, Michael Tilson Thomas, Neville Marriner, Leonard Slatkin, Lukas Foss, Christopher Keene, Klaus Tennstedt, many more maestros. One of the most recognizable names in the bass clarinet in the United States as author of Symphonic Repertoire for the Bass Clarinet, which has become standard literature worldwide. Volumes 2 & 3 complete and in production. Numerous concerto appearances with five ensembles over the last year Published author and arranger
21	Michael Drapkin - Educator Former Chair of E-Commerce Management at Columbia University. Trained managers to become executives; Developed curriculum, wrote syllibi that were approved by Albany, hired staff including Harvard and NYU Stern MBAs. Visiting Lecturer in E-Commerce at the University of Chicago Guest lecturer and speaker at Eastman, University of Texas, University of Florida, numerous high schools Board Member, Youth Education in the Arts, US Scholastic Band Assoc. concert and marching band adjudicator.
22	Michael Drapkin - Executive More than 20 years of management and technical experience at Fortune 1000 and new-media companies; an expert at delivering cost-effective business solutions. Accomplished business strategist, manager and technologist; spearheaded partnerships for his clients with leading new-media firms like Akamai and Sapient, and assisted in restructuring, reorganizing, saving money, raising money and defining markets. Served as Vice President at Lehman Brothers, Director of Technology for Avalanche/Razorfish, CTO of DMS Corp., a quarter billion multinational firm managing technology across four continents. Lead author of Three Clicks Away: Advice from the Trenches of E-Commerce, published by Wiley with a foreword by Dr. Pehong Chen, CEO of Broadvision – was ranked #20 in sales for Amazon in New York City. Author of The OS/2 Presentation Manager Mentor – book on programming technology.
23	Michael Drapkin - Entrepreneur Has worked with over 30 startup firms in his career. Has started his own firms, including Drapkin Technology Corp.; XB5 Partners, Inc.; Lodestar Software Development Inc., Musical Entertainment Company of New York. Conceived and ran many concert series; most recently the Carnegie Hall Benefit for YEA!, attracting corporate sponsorship from VH1, Fortune Magazine, Cushman & Wakefield, NY Ecommerce Association and other. Has attracted clients ranging from Gateway, IVillage, Sony Music, Informix, NY Stock Exchange, MCY Music, many others.
24	Michael Drapkin – in the Public Eye Quoted in Fortune, Wired, PC Week, New York Times, Chicago Tribune, Fox Sports and numerous others. Articles in New York Times, Information Week, Comdex, New York E-Commerce Association, others. On camera with CNBC and CNET Speaker at Comdex, Internet World, PC Expo, EVenture World, many many others. Moderator for panels, including Akamai, Linkshare, New York E-Commerce Association
25	Next Steps Engage Michael Drapkin as Director, Performance Entrepreneurialism Program Set program structure Finalize curricula and create course syllabi Budget, market, promote Engage staff
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