1	“Performance Entrepreneurialism Program” Preparing Eastman Graduates to Become Tomorrow’s Arts Entrepreneurs
2	Presentation To:
3	Contents Executive Summary Goal of the Presentation Measurable Outcomes Competitive Analysis Current ALP Offering Performance Entrepreneurialism Curriculum Performance Entrepreneurialism Structure Options Achieve Program Success with Michael Drapkin Next Steps
4	“In recent years the Eastman School has dedicated itself to preparing its graduates for the music world of tomorrow; not merely so that they can respond to it, but so they can actively shape and influence it. While it is now apparent that the traditional music careers of the past are stable and holding, they are not growing. However, opportunities abound for the enterprising and well-educated musician. “ James Undercofler, Director and Dean, Eastman School of Music Directors Message, Eastman Website
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 Eastman graduates a place to go. Create a slightly modified curriculum within Eastman programs to go out and break the model.
7	Goal of the Presentation
8	Measurable Outcomes Teach students business fundamentals 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. An increase in demand for Eastman graduates. Maintenance of the quality and quantity of Eastman applicants. (more)
9	Measurable Outcomes (Continued) An increase in giving to Eastman 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). Shift from being a trade school to becoming a think tank for the arts. Spawn a rebirth in music in America as grassroots Eastman entrepreneurs fan out across the country and raise the amount of musical activity in the fine arts. Establish Eastman as a leader in performance entrepreneurialism. The adoption of similar programs by other music schools, adding more synergy and demand.
10	Competitive Analysis: Top 20 Music Schools¹ Eastman School of Music – Arts Leadership Program – a good set of non-structured courses; most not related to entrepreneurialism Indiana University – nothing Juilliard School – nothing significant: Music Advancement Program – free lessons to minority kids University of Michigan – Ann Arbor – interdisciplinary music degrees and dual degrees Curtis Institute of Music – nothing New England Conservatory – Community Collaborations Program – community music arts program Northwestern – nothing 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.
11	Competitive Analysis: (Continued) University of Illinois Champaign-Urbana - nothing Yale University - nothing Florida State University - nothing Manhattan School of Music - nothing University of Southern California - nothing Peabody - Johns Hopkins University - nothing University of North Texas - nothing Cleveland Institute of Music – community outreach University of Texas – Austin – nothing Arizona State University – community outreach Mannes College of Music - nothing
12	Competitive Analysis: Top 20 Music Schools
13	Current ALP Offering
14	Current ALP Offering (Continued) ALP Certificate - 6 credit hours of half semester classes. Co-curricular – unstructured. 12-15 courses available per semester. Advisor, internships, guest speakers, two years of post graduation career support Broken into four categories: Arts Administration/Music in Society Career Development Performance Seminars Emerging Technologies Rich amalgamation of classes; great elective resource for Performance Entrepreneurialism curriculum. 70 courses offered over the last six years since inception
15	Performance Entrepreneurialism Program A focus on Creating Demand in the Arts…
16	Performance Entrepreneurialism Curriculum Adjunct to existing Applied Music curriculum 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) Selected electives from the ALP offerings 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 something like a Carnegie Hall debut sponsored by the school or industry. Students may graduate into their own groups and organizations. Partnership with the William E. Simon Graduate School of Business Administration
18	Performance Entrepreneurialism Structure Options Type of Program: Certificate Track Minor Undergraduate – Two Tracks: B.M., A.Mu. B.M., A.Mu., 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 two 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
26	Performance Entrepreneurialism Program Michael Drapkin [email protected] http://www.drapkin.net 845-371-1322 x440