T&G is a two-phase cooperative art project that will begin as a small underground gallery/event space (Phase I) and later expand into a full venue (Phase II). Phase I will allow T&G to gain experience, build a reputation, and raise funds with low costs. Phase II will have a full liquor license to generate profits that support local artists and community events. T&G aims to bridge artistic communities by providing space for art shows, music, film and more. Members will help make decisions and all profits will reinvest in the community rather than individuals. The goal is for T&G to become self-sustaining and fund extensive creative projects.
Placemaking is a way to make your community a better place to live and work by transforming public spaces into vibrant community places. As a place becomes more desirable and welcoming, properties around that place increase in value.
The document discusses Chloe Waretini's experience and skills in civic participation projects. It highlights her work organizing the Viva Waitakere Festival in 2010 and 2011, which was created to celebrate the unique identity of Waitakere and foster civic engagement through music and environmental action like planting trees. The festival engaged the community and multiple sectors, and helped perpetuate the values of Waitakere after the amalgamation of Auckland's governance into one council.
Through the projects it produces, the organization helps arts organizations achieve their missions and raise awareness of the arts' impact, while also helping the arts community. It seeks to promote the arts and their positive influence through various marketing platforms, town hall discussions, and an online collection of impact stories. Profits are used to create arts projects that address social issues and use the arts for social change, community building, and health initiatives.
Bring the People In! Community Curation and Prototyping ExhibitsWest Muse
This session will explore how museums can engage community audiences to create exhibitions together, adding both content and relevance to the work the museum does. From prototyping panels
and topics to requesting photographs and stories from the community, this session will challenge participants to create exhibitions that truly have the museum’s audience in mind.
MODERATOR: Dana Whitelaw, Executive Director, High Desert Museum
PRESENTERS: Sarah Seiter, Curator of Natural Sciences, Oakland Museum of California; Tyler Stewart, Independent Curator
Vision: The Agents of Change Tour: The Rise of the Creative SpringJa-Nae Duane
Our Mission: Restoring Creativity through small business, social influence, and the creative class to spark innovation within our communities and culture.
The deck serves as the vision for the Agents of Change Tour, as well as the long-term vision for the Creative Spring.
If you would like more information, contact Ja-Nae Duane at janaescamp/at/gmail.com
Spring 2012 Economic Development Institute - Tracy Certoaicup
This document discusses plans for a social innovation event in Pittsburgh to generate ideas around improving the city. It will bring together thinkers from different sectors to work in groups and develop concepts in areas like civic design, placemaking, and social justice. The goals are to advance new ideas for social change, collaborate across fields, and fund promising concepts up to $50,000. The first session will be on January 31st and focus on civic design and placemaking, challenging 80 people to develop 12 concepts in just a few hours. Partners like LUMA Institute and The Sprout Fund will provide idea generation and funding. The organizers aim to not just present ideas but ensure something comes of them to continue the momentum of social innovation in Pittsburgh.
The document discusses the Prairie Hub, an initiative that aims to provide resources and space for young social innovators and entrepreneurs to collaborate, create opportunities, and realize initiatives to create positive social change. The Hub offers private offices, meeting spaces, and amenities to facilitate connections between innovators from different fields and communities. It operates as an enterprise using revenue from rentals and consulting to support emerging collaborative projects and be self-sustaining. Experienced innovators also mentor younger innovators through sharing wisdom and expertise to keep the community engaged.
Placemaking is a way to make your community a better place to live and work by transforming public spaces into vibrant community places. As a place becomes more desirable and welcoming, properties around that place increase in value.
The document discusses Chloe Waretini's experience and skills in civic participation projects. It highlights her work organizing the Viva Waitakere Festival in 2010 and 2011, which was created to celebrate the unique identity of Waitakere and foster civic engagement through music and environmental action like planting trees. The festival engaged the community and multiple sectors, and helped perpetuate the values of Waitakere after the amalgamation of Auckland's governance into one council.
Through the projects it produces, the organization helps arts organizations achieve their missions and raise awareness of the arts' impact, while also helping the arts community. It seeks to promote the arts and their positive influence through various marketing platforms, town hall discussions, and an online collection of impact stories. Profits are used to create arts projects that address social issues and use the arts for social change, community building, and health initiatives.
Bring the People In! Community Curation and Prototyping ExhibitsWest Muse
This session will explore how museums can engage community audiences to create exhibitions together, adding both content and relevance to the work the museum does. From prototyping panels
and topics to requesting photographs and stories from the community, this session will challenge participants to create exhibitions that truly have the museum’s audience in mind.
MODERATOR: Dana Whitelaw, Executive Director, High Desert Museum
PRESENTERS: Sarah Seiter, Curator of Natural Sciences, Oakland Museum of California; Tyler Stewart, Independent Curator
Vision: The Agents of Change Tour: The Rise of the Creative SpringJa-Nae Duane
Our Mission: Restoring Creativity through small business, social influence, and the creative class to spark innovation within our communities and culture.
The deck serves as the vision for the Agents of Change Tour, as well as the long-term vision for the Creative Spring.
If you would like more information, contact Ja-Nae Duane at janaescamp/at/gmail.com
Spring 2012 Economic Development Institute - Tracy Certoaicup
This document discusses plans for a social innovation event in Pittsburgh to generate ideas around improving the city. It will bring together thinkers from different sectors to work in groups and develop concepts in areas like civic design, placemaking, and social justice. The goals are to advance new ideas for social change, collaborate across fields, and fund promising concepts up to $50,000. The first session will be on January 31st and focus on civic design and placemaking, challenging 80 people to develop 12 concepts in just a few hours. Partners like LUMA Institute and The Sprout Fund will provide idea generation and funding. The organizers aim to not just present ideas but ensure something comes of them to continue the momentum of social innovation in Pittsburgh.
The document discusses the Prairie Hub, an initiative that aims to provide resources and space for young social innovators and entrepreneurs to collaborate, create opportunities, and realize initiatives to create positive social change. The Hub offers private offices, meeting spaces, and amenities to facilitate connections between innovators from different fields and communities. It operates as an enterprise using revenue from rentals and consulting to support emerging collaborative projects and be self-sustaining. Experienced innovators also mentor younger innovators through sharing wisdom and expertise to keep the community engaged.
The document describes The Prairie Hub, an initiative in Winnipeg that aims to inspire and support social innovators. It provides flexible work and meeting spaces for people working across sectors and disciplines to collaborate on ideas to create social value. The Hub offers resources, space, and networks to incubate innovative projects and provide opportunities for members to connect, share ideas, and realize imaginative initiatives to build a better world.
The CreativeWear Palermo Hub aims to deeply integrate creativity into textile and clothing businesses through new business models for creative industries. It provides a platform and physical space for creatives and sponsors to meet, work, and experiment. The hub supports knowledge sharing, product development, financing, cross-sector collaboration, training, and international cooperation to generate spillover effects between the creative and textile/clothing sectors.
Hub Culture is a social networking site launched in 2002 with the goal of creating a global community for professionals focused on sustainability, innovation and creativity. The site combines social networking, business tools, and lifestyle content. Members can connect, share ideas, work on projects together, and use a digital currency called Ven to buy and sell goods and services within the network. The site also hosts events and provides workspaces to further enable collaboration.
The document discusses trends in communication and connectivity. It explores how collaboration has shifted from individuals developing ideas independently to groups working together to develop ideas communally. It also examines how businesses and organizations are focusing more on social innovation and addressing societal needs rather than just profits. Additionally, it looks at how creativity is increasingly being viewed as something that can be taught and cultivated rather than just an innate skill.
Human to Human: The New Imperative for Creative SustainabilityArya Davachi
In 2020, NeueHouse and leading creative agency TBWA\Chiat\Day led a 6-week think tank comprised exclusively of NeueHouse Members and TBWA\Chiat\Day staffers, exploring the idea of Creative Sustainability — preserving and expanding our personal creative energy and a continued push for innovation in creative thinking.
This seminar series led to the creation of our Human to Human whitepaper.
Building Sustainable Communities: Lessons from Open SourceVineel Reddy Pindi
This document outlines 12 components for building sustainable open source communities: 1) having shared purpose and values, 2) open communication, 3) low entry barriers, 4) contribution pathways, 5) consistency while allowing for progress, 6) mentorship, 7) rewards and recognition, 8) tools and resources, 9) a code of conduct, 10) storytelling, 11) diversity, equity and inclusion, and 12) celebration. The document argues that these components help attract and engage community members by giving them a sense of belonging, ownership, and meaningful ways to contribute to the shared goals of the community.
The document describes The Hub, which is a global network of coworking spaces, events, and business tools for social entrepreneurs and changemakers. The Hub has locations in over 20 cities worldwide that provide collaborative work spaces, hosting, networking opportunities, and business incubation resources. The document highlights some specific features and examples of Hub locations in San Francisco and Berkeley, as well as curated events and accessible professional services that Hub members can utilize to build and scale their ideas for social and environmental change.
Draft: A Social Change Centre for CalgaryGrant Neufeld
Looking at the development of a centre for social change in Calgary, Alberta, Canada.
This is a very rough draft. I hope to eventually replace it with the final version.
This document discusses co-design and its use in the PROUD (People, Researchers and Organisations Using Design for innovation and co-creation) project. It defines co-design as a methodology that enables people affected by a designed outcome to participate in designing solutions. The PROUD project aimed to employ design to drive innovation, economic transformation, and sustainable development through multi-sector partnerships. It explored approaches to co-design that foster creative knowledge exchange and developed principles to guide co-design processes in different contexts.
Restart+ Module 3 Placemaking a Powerful Tool for Community Regenerationcaniceconsulting
In this module, we explore placemaking as a process for community regeneration.
We focus in detail on the four main types of placemaking and hone in on how each one works. We look at some great real life applications of these in communities.
In the final section, we provide you with a pack of useful exercises and templates to help you start using placemaking in the planning of your new regeneration project/s!
In the United Kingdom funding for the creative organisations has been relentlessly cut in the Treasury’s bid to make cost savings. At the same time audiences’ expectations of cultural organisations have been changing at a rapid pace alongside innovations in technology. These forces have left cultural organisations with little choice but to innovate on a commercial level.
As such, they are now focussing heavily on integrating technology into their offer to increase engagement with audiences, build new revenue streams and extend their reach into parts of the world where their creations had never been experienced before. This process of commercialisation has also brought them closer to businesses, as these have begun to think more creatively about engaging with consumers, and so new and exciting opportunities are emerging for creative organisations and businesses to collaborate. This presentation will focus on a number of case studies from the UK, discuss best practice examples and the choices that need to be made to make such collaboration sustainable.
The document discusses three inspirations for India: People Tree, Under Construction, and the ecosystem approach. [1] People Tree started as a small group of designers in 1990 that focused on social purpose, ecological responsibility, and collective creativity. [2] Under Construction aims to disseminate independent educational films from a single source to facilitate discourse and access to knowledge. [3] The ecosystem approach discusses initiatives like Tiger Watch and handicraft programs that promote environmental conservation and local communities.
The document provides a marketing plan for The Hatch, a makerspace in Athens, Georgia. It includes a SWOT analysis, communication goals to increase brand awareness, campaign tactics using social media and sponsored events, and implementations like a promotional video, benefit concert, puzzle giveaway, and posters. Future recommendations are to secure a permanent location, maintain social media, and collaborate with similar local groups.
Culture-based creativity stems from artistic and cultural productions and activities that nurture innovation beyond just artistic content. It requires personal abilities like lateral thinking, technical skills, and a social environment that encourages creativity. Culture-based creativity impacts economies by generating new visions, differentiation, intangible values, and disruption. It drives innovation in products, services, branding, human resources, and meeting new demands. Europe has significant cultural assets but does not fully harness creativity's potential; a creativity policy is needed to promote culture-based innovation and social progress.
The document summarizes the design process for the Bangalore International Centre (BIC) building project. It began as a dramatic competition scheme with a cantilevered mass but had to be modified for practical reasons. The final design features a concrete frame containing shared public spaces on multiple floors connected by a central promenade. While different from the initial vision, the completed building successfully expresses collaboration between architects and clients through a negotiated, shared design.
The document discusses the emergence and growth of shared workspaces and the shared spaces movement. It describes three related movements: 1) co-location, where non-profit organizations share space to save costs, 2) coworking spaces that provide shared workspace for freelancers and independent workers, and 3) community hubs that provide services to the local community. It discusses why shared spaces are emerging due to rising costs, changing work styles, and the need for collaboration to address complex problems. The document outlines the Centre for Social Innovation's theory of change, where the shared physical space fosters community and innovation.
The document describes The Prairie Hub, an initiative in Winnipeg that aims to inspire and support social innovators. It provides flexible work and meeting spaces for people working across sectors and disciplines to collaborate on ideas to create social value. The Hub offers resources, space, and networks to incubate innovative projects and provide opportunities for members to connect, share ideas, and realize imaginative initiatives to build a better world.
The CreativeWear Palermo Hub aims to deeply integrate creativity into textile and clothing businesses through new business models for creative industries. It provides a platform and physical space for creatives and sponsors to meet, work, and experiment. The hub supports knowledge sharing, product development, financing, cross-sector collaboration, training, and international cooperation to generate spillover effects between the creative and textile/clothing sectors.
Hub Culture is a social networking site launched in 2002 with the goal of creating a global community for professionals focused on sustainability, innovation and creativity. The site combines social networking, business tools, and lifestyle content. Members can connect, share ideas, work on projects together, and use a digital currency called Ven to buy and sell goods and services within the network. The site also hosts events and provides workspaces to further enable collaboration.
The document discusses trends in communication and connectivity. It explores how collaboration has shifted from individuals developing ideas independently to groups working together to develop ideas communally. It also examines how businesses and organizations are focusing more on social innovation and addressing societal needs rather than just profits. Additionally, it looks at how creativity is increasingly being viewed as something that can be taught and cultivated rather than just an innate skill.
Human to Human: The New Imperative for Creative SustainabilityArya Davachi
In 2020, NeueHouse and leading creative agency TBWA\Chiat\Day led a 6-week think tank comprised exclusively of NeueHouse Members and TBWA\Chiat\Day staffers, exploring the idea of Creative Sustainability — preserving and expanding our personal creative energy and a continued push for innovation in creative thinking.
This seminar series led to the creation of our Human to Human whitepaper.
Building Sustainable Communities: Lessons from Open SourceVineel Reddy Pindi
This document outlines 12 components for building sustainable open source communities: 1) having shared purpose and values, 2) open communication, 3) low entry barriers, 4) contribution pathways, 5) consistency while allowing for progress, 6) mentorship, 7) rewards and recognition, 8) tools and resources, 9) a code of conduct, 10) storytelling, 11) diversity, equity and inclusion, and 12) celebration. The document argues that these components help attract and engage community members by giving them a sense of belonging, ownership, and meaningful ways to contribute to the shared goals of the community.
The document describes The Hub, which is a global network of coworking spaces, events, and business tools for social entrepreneurs and changemakers. The Hub has locations in over 20 cities worldwide that provide collaborative work spaces, hosting, networking opportunities, and business incubation resources. The document highlights some specific features and examples of Hub locations in San Francisco and Berkeley, as well as curated events and accessible professional services that Hub members can utilize to build and scale their ideas for social and environmental change.
Draft: A Social Change Centre for CalgaryGrant Neufeld
Looking at the development of a centre for social change in Calgary, Alberta, Canada.
This is a very rough draft. I hope to eventually replace it with the final version.
This document discusses co-design and its use in the PROUD (People, Researchers and Organisations Using Design for innovation and co-creation) project. It defines co-design as a methodology that enables people affected by a designed outcome to participate in designing solutions. The PROUD project aimed to employ design to drive innovation, economic transformation, and sustainable development through multi-sector partnerships. It explored approaches to co-design that foster creative knowledge exchange and developed principles to guide co-design processes in different contexts.
Restart+ Module 3 Placemaking a Powerful Tool for Community Regenerationcaniceconsulting
In this module, we explore placemaking as a process for community regeneration.
We focus in detail on the four main types of placemaking and hone in on how each one works. We look at some great real life applications of these in communities.
In the final section, we provide you with a pack of useful exercises and templates to help you start using placemaking in the planning of your new regeneration project/s!
In the United Kingdom funding for the creative organisations has been relentlessly cut in the Treasury’s bid to make cost savings. At the same time audiences’ expectations of cultural organisations have been changing at a rapid pace alongside innovations in technology. These forces have left cultural organisations with little choice but to innovate on a commercial level.
As such, they are now focussing heavily on integrating technology into their offer to increase engagement with audiences, build new revenue streams and extend their reach into parts of the world where their creations had never been experienced before. This process of commercialisation has also brought them closer to businesses, as these have begun to think more creatively about engaging with consumers, and so new and exciting opportunities are emerging for creative organisations and businesses to collaborate. This presentation will focus on a number of case studies from the UK, discuss best practice examples and the choices that need to be made to make such collaboration sustainable.
The document discusses three inspirations for India: People Tree, Under Construction, and the ecosystem approach. [1] People Tree started as a small group of designers in 1990 that focused on social purpose, ecological responsibility, and collective creativity. [2] Under Construction aims to disseminate independent educational films from a single source to facilitate discourse and access to knowledge. [3] The ecosystem approach discusses initiatives like Tiger Watch and handicraft programs that promote environmental conservation and local communities.
The document provides a marketing plan for The Hatch, a makerspace in Athens, Georgia. It includes a SWOT analysis, communication goals to increase brand awareness, campaign tactics using social media and sponsored events, and implementations like a promotional video, benefit concert, puzzle giveaway, and posters. Future recommendations are to secure a permanent location, maintain social media, and collaborate with similar local groups.
Culture-based creativity stems from artistic and cultural productions and activities that nurture innovation beyond just artistic content. It requires personal abilities like lateral thinking, technical skills, and a social environment that encourages creativity. Culture-based creativity impacts economies by generating new visions, differentiation, intangible values, and disruption. It drives innovation in products, services, branding, human resources, and meeting new demands. Europe has significant cultural assets but does not fully harness creativity's potential; a creativity policy is needed to promote culture-based innovation and social progress.
The document summarizes the design process for the Bangalore International Centre (BIC) building project. It began as a dramatic competition scheme with a cantilevered mass but had to be modified for practical reasons. The final design features a concrete frame containing shared public spaces on multiple floors connected by a central promenade. While different from the initial vision, the completed building successfully expresses collaboration between architects and clients through a negotiated, shared design.
The document discusses the emergence and growth of shared workspaces and the shared spaces movement. It describes three related movements: 1) co-location, where non-profit organizations share space to save costs, 2) coworking spaces that provide shared workspace for freelancers and independent workers, and 3) community hubs that provide services to the local community. It discusses why shared spaces are emerging due to rising costs, changing work styles, and the need for collaboration to address complex problems. The document outlines the Centre for Social Innovation's theory of change, where the shared physical space fosters community and innovation.
1. Creative Brief The shared space is essential in supporting and introducing patrons to
January 2010 community organizations and causes. We will provide an accessible meeting
Prepared by Paige Guggemos venue and studio area that will be a catalyst for cooperation by supplying groups
and organizations with a shared space. The physical space will have features that
enable it to be manipulated for a wide spectrum of events; everything from large
Tarnish & Gold: performances to intimate meetings.
T&G is a two phase cooperation project beginning with an ‘underground’
gallery/events warehouse art space that will develop into studio spaces, gallery T&G will organize around cooperative style membership options that are open to
space, and venue including the sale of liquor and/or coffee that offers a location artists and community members alike. With an innovative structure combing
for members of the community to pursue the creation, admiration, and collection decision-making and more traditional organizing methods, members
presentation of creative endeavors individually and as a community. help make important decisions about how the space is to be used, what projects
are pursed and/or funded, and will directly effect the creation of shows and
Phase One: events within the gallery space.
Phase I allows T&G to gain confidence and reputation, create a support network,
and raise funds by opening a small scale in a studio or warehouse. Phase I exists Audience:
with low overhead and start up costs and can be started and maintained without Creatively-Minded, Community Oriented people of all ages and economic
loans. In Phase I, T&G aims to focus on its primary mission statement and backgrounds interested in pursuing and/or supporting creative or active
values, become self-sustaining, and establish a place and purpose within the endeavors.
community. T&G will emerge from phase I as an underground organization that
expands into a business in phase II. Current Perception:
The Twin Cities lack righteous venues for community art and activism. T&G
Phase Two: could fill a space and need that would facilitate positive action and creation at a
After establishing a significant Twin Cities arts venue, gaining the necessary cooperative level without the monetary incentive of a for-profit corporations.
knowledge on business operations, and raising funds through Phase I, T&G will T&G wishes to exist as a self-sustaining nonprofit, as all profits feed back into the
be ready to ‘expand’ into Phase II. Phase II shares the mission statement of community rather than individuals.
Phase I, but with the addition of a full sale liquor license, becomes a public venue.
High profit margins from full-time liquor sales will allow T&G to focus on Success:
supporting local artists and expanding opportunities and resources. •Phase I: T&G becomes self sustaining, establishes positive community
involvement, raises funding to complete Phase II
Mission: •Phase II: T&G exists as a profitable venue, funds extensive art projects and
T&G is a nonprofit art gallery and shared space dedicated to bridging the artistic community events.
arenas of the Twin Cities by providing a dependable establishment to build
community. The gallery will feature local, independent artists in all mediums; Tagline:
fine art, music, film, design, fashion, performance, and creative writing. The Gallery Sound Space
shared space will also be open to other community organizations to use and rent,
especially those with priorities is promoting the arts, education, social justice, Guide Words//Tone//Mood board:
and sustainable and healthy living practices. •Guide Words: Energetic, Community, Open, Righteous, Active, Inspiring,
Collaborative, Arts, Creation
Vision: •Colors: Cream, Olive, Aqua, Coral
T&G Gallery will bring together people in a cooperative manner; encouraging
artists and community members to work together by sharing space and time. Appendix I:
This cooperative will connect people’s ideas, mediums, perspectives, and dreams Funding Flowchart:
with the result of shows and events that have substance and will facilitate genuine
interaction, and in turn, social change. Appendix II:
Competitive Analysis:
The Space: •The Bedlam Theater: A Cooperative Community Space & Venue that emphasizes
the Performing Arts
2. •The Fallout Art Center: A Cooperative Art Studio/Gallery/Event Space with a
Christian Core
Appendix III:
Phase I to II Transition Outline
Appendix IV:
Hopes, Dreams, & Aspirations
Team:
Caitlin LaFlash, Greta Seiffert, Carly Baker, Paige Guggemos, Erick Boustead,
Jim Forrey, Nolan Morice, Lucy Kandler, Chris Keane, Torey Bonar
Tarnishandgold.org