Creative Alliance
      LAUNCH!
Welcome to Laguna Gloria
    Founding Site of Several Notable Austin Nonprofits



•   Dance Umbrella

•   Women & Their
  ...
CreateAustin Plan
CreateAustin Plan
CreateAustin Plan
CreateAustin Plan
CreateAustin Plan
CreateAustin Plan
Orig
                                                                                  i
                                 ...
Orig
                                                                                     i
                              ...
Orig
                                                                                             i
                      ...
Orig
               i
         Tran nal
        Pres sformati
                      o
       from entation n



ACoT
     ...
What’s in a name?
CreateAustin Plan Endorsed by Austin City
                     Council on 6/24/10
                        WHEREASes
WHEREA...
CreateAustin Plan Endorsed by Austin City
                Council on 6/24/10
                    RESOLVED
BE IT RESOLVED B...
Austin City Council Proclamation 9/23/10




   LtoR: Jessica Thompson, Anne-Marie McKaskle, Laura Morrison, Latifah Taorm...
City Council Proclamation
        9/23/10
   Be it known that

   Whereas,

   The month of October is recognized national...
Vision and Mission
Vision: The Austin Creative Alliance envisions an Austin area where
creativity and the arts are recogni...
Starting Now
With initial guidance from the CreateAustin Leadership
Team, the Austin Creative Alliance will provide servic...
Starting Now
The Austin Creative Alliance will strive to achieve its mission
through work in three main areas:

• Advocacy...
Good News
•   Trust is increasing between creative
    organizations, resulting in more collaborations

•   CreateAustin r...
H.O.T.
Issues that need US!
• Changing how the City tends to think of
  creative disciplines as individual budget
  line items (s...
Issues that need US!
• Eliminate Log Jams, break down silos
• Health Care
• Tackle CreateAustin Plan’s “Next Steps”
• Prov...
What is CreateAustin now?

  • as CreateAustin Leadership Council and
    Task Force Members, you know history
  • Project...
Recent Examples of
Creative Alliance in Action

 • Helped protect H.O.T. tax funding
 • Nascent Nonprofit Incubator / Mento...
Next Steps
CreateAustin CULTURAL MASTER PLAN                                                                              ...
Next Steps
CreateAustin CULTURAL MASTER PLAN                                                                              ...
Next Steps
CreateAustin CULTURAL MASTER PLAN                                                                              ...
Next Steps
Bootstrapping Our Scene




  Experience + Community = Scene
                          by ATXequation
What is an Experience?

                                                               Transformations
                   ...
What is Community?
• It is about something
• It takes action
• It’s members are connected
• It creates and communicates pr...
Austin Music Scene




               by Lisa Wood
Austin Music Scene
How do we make a Scene? or
    a Scene of Scenes?
  •   Experience: notice what you experience and
      what experiences ...
Creative Alliance
a Scene of Scenes!
Original 13 Colonies
  (Bootstrapping the USA)
Austin’s Creative Colonies
 (Bootstrapping the Creative Council)
Austin’s Creative Colonies
 (Bootstrapping the Creative Council)
What is the Creative Council?

  We have some ideas but need your expertise
Too Little Structure
Too Much Structure
Just Right Structure
Top Ten Lists Galore




            Let’s stay ahead of the curve!
Let’s strive to live up to our excellent reputation!
Make History with US!
Sign up as a Founding Member of the Creative Council tonight!
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Austin Creative Alliance launch 10/18/10

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These slides were presented by David Sandal and Bijoy Goswami to CreateAustin representatives (primarily Leadership Council and Task Force Members) at Austin Museum of Art's Laguna Gloria Driscoll Villa on 10/18/10

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  • Experience is one of the common threads across many of these most thriving scenes.


    Heather - So what makes Austin great, what makes our scenes different, unique? Highly experiential - what makes an experience? … brief details on Experiences














  • Austin Creative Alliance launch 10/18/10

    1. 1. Creative Alliance LAUNCH!
    2. 2. Welcome to Laguna Gloria Founding Site of Several Notable Austin Nonprofits • Dance Umbrella • Women & Their Work • Austin Visual Arts Association
    3. 3. CreateAustin Plan
    4. 4. CreateAustin Plan
    5. 5. CreateAustin Plan
    6. 6. CreateAustin Plan
    7. 7. CreateAustin Plan
    8. 8. CreateAustin Plan
    9. 9. Orig i Tran nal Pres sformati o from entation n The Assignment July 2009 CreateAustin Executive Summary Recommendation: Form a Creative Alliance  What? Create a community-based organization to provide essential services and networking opportunities to artists and creative individuals, organizations, and businesses.  Why? Advocacy, collaboration, marketing, professional development and capacity building is greatly needed. The City of Austin cannot provide and sustain all aspects of cultural development.
    10. 10. Orig i Tran nal Pres sformati o from entation n July 2009 Why Transform ACoT? ACoT, a nonprofit performing arts service organization founded in 1974, was already providing many of these services — for arts and artists of all disciplines:  One stop Comprehensive Community Arts Portal & Info Hub  Marketing, Ticketing & Audience Development  Technical Assistance (Actors Equity Paymaster Services International Artist Visa Assistance, etc.) & Professional Development  Access to affordable Insurance: Health, Liability, D&O, E&O, Event, Art Exhibit, Film Equipment, & Teaching Artist insurance.  Professional Workshops & Capacity Building programs  Workspace, Arts Incubator & Fiscal Agent Services  Advocacy & other Programs to build public awareness, participation and support for the arts.
    11. 11. Orig i Tran nal Pres sformati o from entation n ACoT July 2009 Co Wee ming S kly A oon ! on N rts Min ews ute 8 The Public Face of some of these services:  The Portal: nowplayingaustin.com  Over 5000 community events, 900 Organizations and 600 venues  15,000-20,000 visitors/month & 8 page views/visit  Part of a nonprofit network of sites viewed by more than 36,000,000 people nationwide  AusTIX, nowplayingaustin e-Minder  10,000 opt in subscribers to weekly e-minder with event & ticket specials  More than $500,000 earned for arts organizations in ticket sales since October ‘06
    12. 12. Orig i Tran nal Pres sformati o from entation n ACoT July 2009
    13. 13. What’s in a name?
    14. 14. CreateAustin Plan Endorsed by Austin City Council on 6/24/10 WHEREASes WHEREAS, Austin is recognized around the world for its vibrant and growing creative sector that contributes an estimated 2 billion dollars a year to our community’s economic engine; and WHEREAS, a survey of 400 of America's top employers concluded that "employers rank arts study and experience in performing arts and entertainment as the top factors for instilling creativity in the workforce”; and WHEREAS, a recent study by the Texas Cultural Trust, 20 Reasons the Texas Economy Depends on the Arts and the Creative Sector, called the creative sector "the hidden power behind the economy”; and WHEREAS, in 2006, the City of Austin undertook the CreateAustin cultural planning process to “identify Austin’s creative assets and challenges, define goals, and establish recommendations to invigorate Austin’s ‘culture of creativity’ to the year 2017”; and WHEREAS, the City of Austin employed a consulting team and assigned City staff to work with the CreateAustin Leadership Council and over 200 community volunteers to create recommendations that would further develop the creative industries for the betterment of Austin; and WHEREAS, the City of Austin and the community produced the CreateAustin Community Cultural Master Plan (CACCMP) that was formally presented to the Austin City Council in June 2008, and is currently awaiting Council action; and WHEREAS, the City and engaged citizens have initiated a number of CACCMP recommendations that have not required an investment of new resources or the official support of the City Council, including the creation of the Greater Austin Creative Alliance (CACCMP Recommendation #2); and WHEREAS, on September 29, 2009, the Planning Commission unanimously voted to forward to the City Council a resolution calling for adding new elements for consideration in developing the new Comprehensive Plan, one of which is a "culture, music, film, theater, and art element”; and WHEREAS, the formal endorsement of the City Council will assist in moving this Plan forward for the long-term creative and economic good of our community; NOW THEREFORE
    15. 15. CreateAustin Plan Endorsed by Austin City Council on 6/24/10 RESOLVED BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF AUSTIN: That the City Council formally endorses the CreateAustin Cultural Master Plan in principle and directs the City Manager to take the following actions: 1. Form and participate in a City/Community Accountability Working Group to oversee and track the effective implementation of the CreateAustin Cultural Master Plan, as outlined in the CreateAustin Community Cultural Master Plan (CACCMP Recommendation #1); and 2. Direct City staff to continue to explore the coordination of “creative enterprise” services, programs and resources into an interdisciplinary staff team within the City to ensure effective interdepartmental communication and collaboration of services between the respective creative industries (CACCMP Recommendation #3); and 3. Request that the City’s Comprehensive Plan process of “Imagine Austin” specifically embrace creative enterprises as a vital and economically beneficial component to be formally included in the comprehensive planning process and that final recommendations of the Comprehensive Plan integrate the CreateAustin Cultural Master Plan.
    16. 16. Austin City Council Proclamation 9/23/10 LtoR: Jessica Thompson, Anne-Marie McKaskle, Laura Morrison, Latifah Taormina, Susan Thomason, Mitchell Mazurek
    17. 17. City Council Proclamation 9/23/10 Be it known that Whereas, The month of October is recognized nationally and celebrated locally as National Arts and Humanities Month; and, Whereas, The City Council recently endorsed the CreateAustin Cultural Master Plan in an effort to create a vision and strategies for Austinʼs overall cultural development; and, Whereas, The Greater Austin Creative Alliance in partnership with the Cityʼs Cultural Arts Division, are sponsoring the 3rd Annual “Get Your Art On!” to heighten  awareness of the arts, culture and creativity in Austin during the month of October; Now, Therefore, I, Lee Leffingwell, Mayor of the City of Austin, Texas, do hereby proclaim October, 2010 as National Arts and Humanities Month  and the Time to “Get Your Art On!” in Austin.
    18. 18. Vision and Mission Vision: The Austin Creative Alliance envisions an Austin area where creativity and the arts are recognized by all as essential to the very fabric of the economy inspiring imagination and innovation, and fueling economic growth and community identity Mission: The Austin Creative Alliance is the nonprofit organization through which individuals, creative industries and nonprofit enterprises connect to and collectively advance the creative environment in the greater Austin region by: • Advocating for the Creative Sector with government agencies, the private sector and within the community at large • Collecting, analyzing and sharing information about resources, facilities and services (both existing and desired) available for the creative sector • Serving as the convener for the Creative Sector and its partners for collaborative planning, implementation and evaluation efforts • Publicizing the work of the Creative Sector
    19. 19. Starting Now With initial guidance from the CreateAustin Leadership Team, the Austin Creative Alliance will provide services to creative individuals and creative organizations from all disciplines, both non-profit and for-profit.
    20. 20. Starting Now The Austin Creative Alliance will strive to achieve its mission through work in three main areas: • Advocacy and Cultural Policy; • Marketing and Communication; • Membership and Services. Its tools will be conversation, collaboration, convening, research, innovative consulting and technology. The goal is to build an inclusive, transparent and responsive alliance that can effectively serve and nurture Austin’s vibrant cultural ecosystem.
    21. 21. Good News • Trust is increasing between creative organizations, resulting in more collaborations • CreateAustin report has been endorsed by Austin City Council • CreateAustin is being included in Downtown Austin Plan (DAP) and the City of Austin Comprehensive Plan • The Hotel Occupancy Tax (H.O.T.) Funding Source has been temporarily secured
    22. 22. H.O.T.
    23. 23. Issues that need US! • Changing how the City tends to think of creative disciplines as individual budget line items (silos that keep us divided) • 21st century creative class stuck with 20th century budgeting • Defending H.O.T. funding • Developing new funding sources • Affordable Spaces for Living & Working
    24. 24. Issues that need US! • Eliminate Log Jams, break down silos • Health Care • Tackle CreateAustin Plan’s “Next Steps” • Provide input to the Austin Arts Commission • Nurture Collaborations • Foster Public Will Building
    25. 25. What is CreateAustin now? • as CreateAustin Leadership Council and Task Force Members, you know history • Project Management Group • Non-adversarial Think Tank • Steward of CreateAustin Plan’s “Next Steps”
    26. 26. Recent Examples of Creative Alliance in Action • Helped protect H.O.T. tax funding • Nascent Nonprofit Incubator / Mentor • Now Playing Austin Website • Austin Arts Minute
    27. 27. Next Steps CreateAustin CULTURAL MASTER PLAN 69 Next Steps The CreateAustin cultural planning process was designed to engage, ! A new City of Austin Office of Arts and Culture should be the vehicle for inspire, and motivate the ongoing leadership needed to address its vi- public sector leadership, coordination, facilities and program management, sion, goals, and recommendations by making the case for why further funding, and policy. (See Cultural Infrastructure, Recommendation 2.) development of Austin’s “culture of creativity” is important. Though hundreds of people became involved in and committed to the process, 4. These groups will organize leadership for the initial efforts in two additional outreach is needed to reach more stakeholders, key com- main areas: munity leaders, and the general public — to communicate the key messages of the Cultural Master Plan. Likewise, immediate actions will A.Visibility/Branding/Advocacy/Public Awareness/Public Will help to maintain and gather momentum for implementation. The follow- ! Meet with major media editorial boards and reporters to dis- ing are recommended as some rst steps in communicating the Plan cuss the implications of the Plan and implementation and to seek to the community, engaging additional leadership for implementation, favorable coverage. and setting some initiatives in motion (see also Cultural Infrastructure). ! Continue with strategic communications and branding begun during 1. Seek adoption of the CreateAustin Cultural Master Plan by the Austin CreateAustin through the e-newsletter, press releases, posting the Plan Arts and Music Commissions and the City of Austin. Seek adoption on both websites, presenting the Plan to civic groups, and inviting or endorsement by other key entities such as the University of Texas dialogue and participation in implementation. and other local universities and colleges, AISD (Austin Independent ! “Translate” the Plan, as appropriate, into alternative communication School District), civic groups such as the Austin Chamber of Commerce, formats such as PowerPoint or video, in order to present it to key Downtown Austin Alliance, Austin Convention and Visitors Bureau, and stakeholder groups and highlight the most pressing messages and others. Each cultural/creative organization should review and adopt the recommendations for each, with compelling visual images and other Plan as a set of guiding principles, asking “what does this mean for us examples of creative expression (spoken word, songs, video, etc.). and our future evolution and priorities?” and “how can we be involved in leadership and advocacy for implementation?” ! Begin work on an important recommendation of the Plan: launching a public awareness/will-building campaign to develop community-wide 2. Reform the CreateAustin Leadership Council as a task force to and key leader support for the vision, values, and recommendations oversee and track overall community implementation. This group of the CreateAustin Cultural Master Plan and for Austin’s “culture would be made up of high level, visible community leaders representing of creativity.” (See Cultural Infrastructure, Recommendation 1). The civic, business, cultural, education, and other crucial sectors as well campaign will require a mix of private and public funding and City of as representatives of the key entities that adopt and/or endorse the Austin staff support. Cultural Master Plan. Many may have been involved in CreateAustin already, as Leadership Council members, participants in focus groups ! This campaign is the foundation for the crucial and ongoing advocacy and research, or individuals who have been identified as strong leaders, work on all fronts — to support individual creators, develop sufficient during the process. The group should include at least two members and affordable cultural spaces, foster increased collaboration and of the City of Austin Arts Commission and it will work closely with partnerships, increase private philanthropy and public funding, ensure this existing body to coordinate the City’s roles in implementation. equitable access for all students to creative education opportunities, The new CreateAustin Leadership Task Force would meet about once and increase resident and visitor participation in Austin’s “culture each quarter, initially, and should play a continuing role to advocate on of creativity.” behalf of the Plan’s recommendations and objectives, to play public- B. Oversee tactical planning to implement key recommendations, using speaking roles, and to identify and secure commitments from other the following framework: volunteer leaders in Austin to join the “community of implementers” and take on significant initiatives of the Plan. It should form subcommittees, ! Develop a detailed implementation plan spelling out activities, assign- drawing further from community leadership, to oversee some specific ments, sequence of activities needed to accomplish goals, measures of and important recommendations of the Plan, such as the public will- success and resources needed. building campaign and growing private cultural philanthropy. For these ! Identify, recruit, and orient leaders for core initiatives. initiatives, it will engage in tactical level implementation planning, development of resources to accomplish tasks, and devising means to ! Move forward on recommendations. measure progress. Tactical level planning for other initiatives will be distributed among the groups that commit to leadership for those ! Track forward progress and problem-solve creatively as obstacles or initiatives. The new CreateAustin Leadership Task Force will provide challenges may emerge. broad oversight and report to the City and the community on progress, ! Celebrate and publicize successes. issues, and course corrections that may be needed. The Cultural Arts Division of EGRSO should continue to provide staff support to the new ! Evaluate impact of recommendations against key goals for plan. CreateAustin Leadership Task Force in the Plan’s implementation phase. ! Communicate progress to core stakeholders and regularly back to the 3. Two other key leadership groups, representing stakeholders, could adopters/endorsers/funders. work in concert with the new Leadership Council to implement ! Continue to build the “culture of creativity” through means that evolve CreateAustin and build the city’s culture of creativity: as the city evolves, building on the anticipated and unanticipated ! A Creative Alliance, a grass roots membership and advocacy group successes of the implementation. uniting all creative individuals. (See Support for Individual Creativity, Recommendation 1.) ! Use Cultural Vitality measures of success to demonstrate impact.
    28. 28. Next Steps CreateAustin CULTURAL MASTER PLAN 69 Next Steps The CreateAustin cultural planning process was designed to engage, ! A new City of Austin Office of Arts and Culture should be the vehicle for inspire, and motivate the ongoing leadership needed to address its vi- public sector leadership, coordination, facilities and program management, sion, goals, and recommendations by making the case for why further funding, and policy. (See Cultural Infrastructure, Recommendation 2.) development of Austin’s “culture of creativity” is important. Though hundreds of people became involved in and committed to the process, 4. These groups will organize leadership for the initial efforts in two additional outreach is needed to reach more stakeholders, key com- main areas: munity leaders, and the general public — to communicate the key messages of the Cultural Master Plan. Likewise, immediate actions will A.Visibility/Branding/Advocacy/Public Awareness/Public Will help to maintain and gather momentum for implementation. The follow- ! Meet with major media editorial boards and reporters to dis- ing are recommended as some rst steps in communicating the Plan cuss the implications of the Plan and implementation and to seek to the community, engaging additional leadership for implementation, favorable coverage. and setting some initiatives in motion (see also Cultural Infrastructure). ! Continue with strategic communications and branding begun during 1. Seek adoption of the CreateAustin Cultural Master Plan by the Austin CreateAustin through the e-newsletter, press releases, posting the Plan Arts and Music Commissions and the City of Austin. Seek adoption on both websites, presenting the Plan to civic groups, and inviting or endorsement by other key entities such as the University of Texas dialogue and participation in implementation. and other local universities and colleges, AISD (Austin Independent ! “Translate” the Plan, as appropriate, into alternative communication School District), civic groups such as the Austin Chamber of Commerce, formats such as PowerPoint or video, in order to present it to key Downtown Austin Alliance, Austin Convention and Visitors Bureau, and stakeholder groups and highlight the most pressing messages and others. Each cultural/creative organization should review and adopt the recommendations for each, with compelling visual images and other Plan as a set of guiding principles, asking “what does this mean for us examples of creative expression (spoken word, songs, video, etc.). and our future evolution and priorities?” and “how can we be involved in leadership and advocacy for implementation?” ! Begin work on an important recommendation of the Plan: launching a public awareness/will-building campaign to develop community-wide 2. Reform the CreateAustin Leadership Council as a task force to and key leader support for the vision, values, and recommendations oversee and track overall community implementation. This group of the CreateAustin Cultural Master Plan and for Austin’s “culture would be made up of high level, visible community leaders representing of creativity.” (See Cultural Infrastructure, Recommendation 1). The civic, business, cultural, education, and other crucial sectors as well campaign will require a mix of private and public funding and City of as representatives of the key entities that adopt and/or endorse the Austin staff support. Cultural Master Plan. Many may have been involved in CreateAustin already, as Leadership Council members, participants in focus groups ! This campaign is the foundation for the crucial and ongoing advocacy and research, or individuals who have been identified as strong leaders, work on all fronts — to support individual creators, develop sufficient during the process. The group should include at least two members and affordable cultural spaces, foster increased collaboration and of the City of Austin Arts Commission and it will work closely with partnerships, increase private philanthropy and public funding, ensure this existing body to coordinate the City’s roles in implementation. equitable access for all students to creative education opportunities, The new CreateAustin Leadership Task Force would meet about once and increase resident and visitor participation in Austin’s “culture each quarter, initially, and should play a continuing role to advocate on of creativity.” behalf of the Plan’s recommendations and objectives, to play public- B. Oversee tactical planning to implement key recommendations, using speaking roles, and to identify and secure commitments from other the following framework: volunteer leaders in Austin to join the “community of implementers” and take on significant initiatives of the Plan. It should form subcommittees, ! Develop a detailed implementation plan spelling out activities, assign- drawing further from community leadership, to oversee some specific ments, sequence of activities needed to accomplish goals, measures of and important recommendations of the Plan, such as the public will- success and resources needed. building campaign and growing private cultural philanthropy. For these ! Identify, recruit, and orient leaders for core initiatives. initiatives, it will engage in tactical level implementation planning, development of resources to accomplish tasks, and devising means to ! Move forward on recommendations. measure progress. Tactical level planning for other initiatives will be distributed among the groups that commit to leadership for those ! Track forward progress and problem-solve creatively as obstacles or initiatives. The new CreateAustin Leadership Task Force will provide challenges may emerge. broad oversight and report to the City and the community on progress, ! Celebrate and publicize successes. issues, and course corrections that may be needed. The Cultural Arts Division of EGRSO should continue to provide staff support to the new ! Evaluate impact of recommendations against key goals for plan. CreateAustin Leadership Task Force in the Plan’s implementation phase. ! Communicate progress to core stakeholders and regularly back to the 3. Two other key leadership groups, representing stakeholders, could adopters/endorsers/funders. work in concert with the new Leadership Council to implement ! Continue to build the “culture of creativity” through means that evolve CreateAustin and build the city’s culture of creativity: as the city evolves, building on the anticipated and unanticipated ! A Creative Alliance, a grass roots membership and advocacy group successes of the implementation. uniting all creative individuals. (See Support for Individual Creativity, Recommendation 1.) ! Use Cultural Vitality measures of success to demonstrate impact.
    29. 29. Next Steps CreateAustin CULTURAL MASTER PLAN 69 Next Steps The CreateAustin cultural planning process was designed to engage, ! A new City of Austin Office of Arts and Culture should be the vehicle for inspire, and motivate the ongoing leadership needed to address its vi- public sector leadership, coordination, facilities and program management, sion, goals, and recommendations by making the case for why further funding, and policy. (See Cultural Infrastructure, Recommendation 2.) development of Austin’s “culture of creativity” is important. Though hundreds of people became involved in and committed to the process, 4. These groups will organize leadership for the initial efforts in two additional outreach is needed to reach more stakeholders, key com- main areas: munity leaders, and the general public — to communicate the key messages of the Cultural Master Plan. Likewise, immediate actions will A.Visibility/Branding/Advocacy/Public Awareness/Public Will help to maintain and gather momentum for implementation. The follow- ! Meet with major media editorial boards and reporters to dis- ing are recommended as some rst steps in communicating the Plan cuss the implications of the Plan and implementation and to seek to the community, engaging additional leadership for implementation, favorable coverage. and setting some initiatives in motion (see also Cultural Infrastructure). ! Continue with strategic communications and branding begun during 1. Seek adoption of the CreateAustin Cultural Master Plan by the Austin CreateAustin through the e-newsletter, press releases, posting the Plan Arts and Music Commissions and the City of Austin. Seek adoption on both websites, presenting the Plan to civic groups, and inviting or endorsement by other key entities such as the University of Texas dialogue and participation in implementation. and other local universities and colleges, AISD (Austin Independent ! “Translate” the Plan, as appropriate, into alternative communication School District), civic groups such as the Austin Chamber of Commerce, formats such as PowerPoint or video, in order to present it to key Downtown Austin Alliance, Austin Convention and Visitors Bureau, and stakeholder groups and highlight the most pressing messages and others. Each cultural/creative organization should review and adopt the recommendations for each, with compelling visual images and other Plan as a set of guiding principles, asking “what does this mean for us examples of creative expression (spoken word, songs, video, etc.). and our future evolution and priorities?” and “how can we be involved in leadership and advocacy for implementation?” ! Begin work on an important recommendation of the Plan: launching a public awareness/will-building campaign to develop community-wide 2. Reform the CreateAustin Leadership Council as a task force to and key leader support for the vision, values, and recommendations oversee and track overall community implementation. This group of the CreateAustin Cultural Master Plan and for Austin’s “culture would be made up of high level, visible community leaders representing of creativity.” (See Cultural Infrastructure, Recommendation 1). The civic, business, cultural, education, and other crucial sectors as well campaign will require a mix of private and public funding and City of as representatives of the key entities that adopt and/or endorse the Austin staff support. Cultural Master Plan. Many may have been involved in CreateAustin already, as Leadership Council members, participants in focus groups ! This campaign is the foundation for the crucial and ongoing advocacy and research, or individuals who have been identified as strong leaders, work on all fronts — to support individual creators, develop sufficient during the process. The group should include at least two members and affordable cultural spaces, foster increased collaboration and of the City of Austin Arts Commission and it will work closely with partnerships, increase private philanthropy and public funding, ensure this existing body to coordinate the City’s roles in implementation. equitable access for all students to creative education opportunities, The new CreateAustin Leadership Task Force would meet about once and increase resident and visitor participation in Austin’s “culture each quarter, initially, and should play a continuing role to advocate on of creativity.” behalf of the Plan’s recommendations and objectives, to play public- B. Oversee tactical planning to implement key recommendations, using speaking roles, and to identify and secure commitments from other the following framework: volunteer leaders in Austin to join the “community of implementers” and take on significant initiatives of the Plan. It should form subcommittees, ! Develop a detailed implementation plan spelling out activities, assign- drawing further from community leadership, to oversee some specific ments, sequence of activities needed to accomplish goals, measures of and important recommendations of the Plan, such as the public will- success and resources needed. building campaign and growing private cultural philanthropy. For these ! Identify, recruit, and orient leaders for core initiatives. initiatives, it will engage in tactical level implementation planning, development of resources to accomplish tasks, and devising means to ! Move forward on recommendations. measure progress. Tactical level planning for other initiatives will be distributed among the groups that commit to leadership for those ! Track forward progress and problem-solve creatively as obstacles or initiatives. The new CreateAustin Leadership Task Force will provide challenges may emerge. broad oversight and report to the City and the community on progress, ! Celebrate and publicize successes. issues, and course corrections that may be needed. The Cultural Arts Division of EGRSO should continue to provide staff support to the new ! Evaluate impact of recommendations against key goals for plan. CreateAustin Leadership Task Force in the Plan’s implementation phase. ! Communicate progress to core stakeholders and regularly back to the 3. Two other key leadership groups, representing stakeholders, could adopters/endorsers/funders. work in concert with the new Leadership Council to implement ! Continue to build the “culture of creativity” through means that evolve CreateAustin and build the city’s culture of creativity: as the city evolves, building on the anticipated and unanticipated ! A Creative Alliance, a grass roots membership and advocacy group successes of the implementation. uniting all creative individuals. (See Support for Individual Creativity, Recommendation 1.) ! Use Cultural Vitality measures of success to demonstrate impact.
    30. 30. Next Steps
    31. 31. Bootstrapping Our Scene Experience + Community = Scene by ATXequation
    32. 32. What is an Experience? Transformations Customization Guide Experiences Customization Stage Services Commoditization Customization Deliver Goods Commoditization Make Commodities Commoditization *Pine and Gilmore © 1999 Strategic Horizons LLP by ATXequation
    33. 33. What is Community? • It is about something • It takes action • It’s members are connected • It creates and communicates protocols • Leadership • Behavior by ATXequation
    34. 34. Austin Music Scene by Lisa Wood
    35. 35. Austin Music Scene
    36. 36. How do we make a Scene? or a Scene of Scenes? • Experience: notice what you experience and what experiences you create • Community: deepen your own communities and reach out to others. Explore in a new way. • Scene: • Expand your commitment from community to scene. Commit to the bigger picture. • Be intentional about scene-mentality. Collaborate with others. • Take personal responsibility. If not now...when? If not you...who? by ATXequation
    37. 37. Creative Alliance a Scene of Scenes!
    38. 38. Original 13 Colonies (Bootstrapping the USA)
    39. 39. Austin’s Creative Colonies (Bootstrapping the Creative Council)
    40. 40. Austin’s Creative Colonies (Bootstrapping the Creative Council)
    41. 41. What is the Creative Council? We have some ideas but need your expertise
    42. 42. Too Little Structure
    43. 43. Too Much Structure
    44. 44. Just Right Structure
    45. 45. Top Ten Lists Galore Let’s stay ahead of the curve! Let’s strive to live up to our excellent reputation!
    46. 46. Make History with US! Sign up as a Founding Member of the Creative Council tonight!

    ×