Focusing on problem-solving organizational structures, this report traces the history of the community education project of the Austin (Texas) Independent School District, which sought to involve neighborhood communities in the education process. After a brief profile of Austin, the report describes how the project started in a poor inner-city barrio because of its neighborhood council's concern over social problems among local youths and adults. After its initial success, the project expanded to a suburb across the city. A task force was then formed to study possible citywide expansion. The task force considered four models of project financing and governance involving the city, the school district, and the community. It chose an organizational model allowing joint control, in which the district administered the project, the city and the district supplied funds and long-term planning, and a consortium combining all three groups provided top-level advice. Under this organizational structure the project expanded further. The author also discusses the administrative problems addressed by the task force, including citizen involvement, decentralized administration, and bureaucratic territoriality, and assesses the project's current programs. (Author/RW)