The document outlines next steps for implementing the CreateAustin Cultural Master Plan, including: 1. Seeking adoption of the plan from relevant commissions and organizations. 2. Forming a task force to oversee implementation and track progress, made up of community leaders. 3. Coordinating with a Creative Alliance advocacy group and potential new Office of Arts and Culture. 4. Having these groups develop implementation plans and recruit leaders for initiatives like public awareness campaigns, to move key recommendations forward.

1. Creative Alliance
LAUNCH!

2. Welcome to Laguna Gloria
Founding Site of Several Notable Austin Nonprofits
• Dance Umbrella
• Women & Their
Work
• Austin Visual Arts
Association

3. CreateAustin Plan

4. CreateAustin Plan

5. CreateAustin Plan

6. CreateAustin Plan

7. CreateAustin Plan

8. CreateAustin Plan

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. 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. 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. Orig
i
Tran nal
Pres sformati
o
from entation n
ACoT
July
2009

13. What’s in a name?

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. 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. Austin City Council Proclamation 9/23/10
LtoR: Jessica Thompson, Anne-Marie McKaskle, Laura Morrison, Latifah Taormina, Susan Thomason, Mitchell Mazurek

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. 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. 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. 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. 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. H.O.T.

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. 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. 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. 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. 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. 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. 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. Next Steps

31. Bootstrapping Our Scene
Experience + Community = Scene
by ATXequation

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. 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. Austin Music Scene
by Lisa Wood

35. Austin Music Scene

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. Creative Alliance
a Scene of Scenes!

38. Original 13 Colonies
(Bootstrapping the USA)

39. Austin’s Creative Colonies
(Bootstrapping the Creative Council)

40. Austin’s Creative Colonies
(Bootstrapping the Creative Council)

41. What is the Creative Council?
We have some ideas but need your expertise

42. Too Little Structure

43. Too Much Structure

44. Just Right Structure

45. Top Ten Lists Galore
Let’s stay ahead of the curve!
Let’s strive to live up to our excellent reputation!

46. Make History with US!
Sign up as a Founding Member of the Creative Council tonight!