Message-ID: <13653625.1075843942313.JavaMail.evans@thyme>
Date: Wed, 21 Feb 2001 03:56:00 -0800 (PST)
From: derryl.cleaveland@enron.com
To: mike.mcconnell@enron.com
Subject: Enron Art Idea
Cc: richard.causey@enron.com, george.wasaff@enron.com
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=20
Mike,
=01;
Following up on your voicemail earlier today, below is a summary of our ide=
as=20
regarding additional options for acquiring artwork.=01; If you would like t=
o=20
discuss further, we would be happy to address our ideas in greater detail.
=01;
Derryl
=01;
=01;

Enron Art =01) An Alternative Approach

=01;
=01;
Global Strategic Sourcing proposes an alternative to the traditional proces=
s=20
utilized when sourcing art for Enron Center South.=20
=01;
We recommend dividing the artwork requirements for the new headquarters int=
o=20
three categories:
=01;
1.=01;=01;=01;=01;=01;=01; 1.=01;=01;=01;=01;=01;=01; Source artwork using =
your existing process.=01;=20
=01;
2.=01;=01;=01;=01;=01;=01; 2.=01;=01;=01;=01;=01;=01; Include pieces that w=
ould be displayed in a specific area=20
of the building and rotated on a schedule authorized by your committee.=01;=
=20
Utilizing a contest format, these pieces would be submitted by community=20
members of all ages and ethnic backgrounds including area high school,=20
college and university students, who exhibit an interest in art.=01; Entry=
=20
requirements for this segment could be centered around an Enron-based theme=
,=20
such as innovation, energy or communication.=01; Rewards for winning entrie=
s=20
could be provided to individual artists, as well as teachers, professors or=
=20
the recipient=01,s institution.=01; Emphasis would be placed on the communi=
ty=20
relations aspect of the program and would, at the same time, demonstrate=20
Enron=01,s desire to be a good corporate citizen.=01;=20
=01;
3.=01;=01;=01;=01;=01;=01; 3.=01;=01;=01;=01;=01;=01; Obtain higher-quality=
 pieces from artists who may or may=20
not have international recognition, but whose works would be an asset to th=
e=20
world-class operations center being constructed. Enron=01,s public relation=
s=20
departments in the U.S. and abroad, could serve as points of contact for=20
identifying this talent on a world-wide basis and for generating publicity=
=20
for the program.=01; This competition would focus on lesser-known artists a=
nd=20
provide Enron with an opportunity to discover new ideas and fresh=20
perspectives, while emphasizing the artist's true creative spirit.=01; With=
 this=20
new approach, your committee will have the opportunity to obtain high calib=
er=20
pieces from a variety of creators, while at the same time provide the artis=
ts=20
with international recognition and financial rewards.=01;=20
=01;
Specific program rules, regulations and reward options for the above=20
categories of artwork would be at your discretion.=01;=20
=01;
The following objectives could be achieved by implementing this alternative=
=20
approach:=01;=20
=01;
?=01;=01;=01;=01;=01;=01;=01;=01; obtain quality artwork for Enron Center S=
outh
?=01;=01;=01;=01;=01;=01;=01;=01;=01; strengthen Enron=01,s community and i=
nternational relations, while=20
supporting Fine Arts Programs on a world-wide basis.
?=01;=01;=01;=01;=01;=01;=01;=01;=01; develop Enron=01,s image of a company=
 rich in innovation, integrity=20
and excellence=20
?=01;=01;=01;=01;=01;=01;=01;=01;=01; demonstrate the value of diversity am=
ong all people and cultures,=20
regardless of ethnic and/or social status, and
?=01;=01;=01;=01;=01;=01;=01;=01;=01; contribute potential savings to Enron=
=01,s bottom line.
=01;
=01;