Munich publ. library nov. 2014 transformation from main to dokk1 future library

Transformation of
Aarhus Main
Library to Dokk1
Munich Public Library &
Bibliotheca
November 4th 2014

Knud Schulz
• Manager of the Main Library in Aarhus
• Daily work focus – transforming the Main Library to
“Urban Mediaspace” – Dokk1
• Librarian and Master of Public Management
• Mentor/Sponsor INELI (International Network of Emerging Library
Innovators) Bill & Melinda Gates Foundation
• Member of the client group Urban MediaSpace Aarhus
• Global Innovation Model – Faster to Change.
Chicago/Aarhus/IDEO/Gates
• ksc@aarhus.dk
• www.slideshare.net
Knud Schulz November 2014
apx. 28.000 m2
incl. 18.000 m2
library space
2

Agenda
• The Knowledge Society
• Danish national Strategy
• 4 space model
• Library designs
• Open libraries
• Citizens Service
• Libraries as Urban Development
• UMS/Dokk1 Aarhus
• Prototyping the future
• Userdriven innovation
• Stageing Dokk1 – mental process
• Welcome back ’NEXT LIBRARY’ in September 2015Knud Schulz November 2014 4

From
information that can be found
anywhere
To
What can only be
experienced at the library
Space for media Space as a media
On-line On site
Information Meaning
Facts Credibility
Meeting information Meeting people
Knowing Experimenting
Visitors Resource person
Neutrality Sensing
Seriousness Sense of humour
Arranged events Things that happen
Ivar Moltke, Create
The Change
5Knud Schulz November 2014

The Knowledge Society
• From
– libraries for books/medias
– industial society
• to
– libraries for man/human
– networked/knowledge society
Knud Schulz November 2014 6

A Danish Report
2010
- A Danish Report
2010 • Danish Digital Library
• A new library model for
the knowledge society
• Partnerships

The Public Library of the Knowledge Society
D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Innovation
Reckognition/Experience
Empowerment
Involvement/Engagement

D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Innovation

Inspiration space
• The space for meaningful experiences that is to say
experiences that move us
• The space should open up to the irrational, emotional and
chaotic by communicating a diversion of aesthetic
experiences.
• This can happen through storytelling or other artistic
expressions within all kinds of media, cultural forms and
genres.
• The inspiration space should make the user want to move
beyond the usual choices and to come back.
• The library space in itself may also be an experience and
work as a stage for events and cultural arrangements.
• The inspiration space especially supports realisation
(cognition)/experience and innovation.

Digital media
AppearanceEvents
Individual concentration

D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Empowerment

Iscenesættelse
Oplæsning
Billedbøger
BogklubberBook clubs
Picture book
Reading aloud
Staging

Learning space
• Space where children, young people and adults can experience
and explore the world and thus strengthen their competences
and possibilities through free and easy access to information
and knowledge
• Learning is seen as a dialogue oriented process that is based
on the users’ own experiences and their wishes to define their
own learning needs
• Often takes place in informal settings which do not have
learning as the goal – learning happens through play, music and
many other activities
• Should meet the needs of especially young people for a more
experience oriented learning through the development of playful,
interactive and social learning methods.
• Learning is strengthened through the use of homework cafes,
study places, open courses and experiment areas.
• The learning space especially supports realisation
(cognition)/experience and empowerment.Knud Schulz November 2014 14

Undervisnin
g
Kurse
rUformel læringKonsulta
Teaching Courses
Informal learningConsultations

Lektiecafé’e
r
Vejlednin
One to one
Homework
cafe
Guidance
Training Access to knowledge

D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Empowermen

Meeting space
• An open, public space where citizens as a third space
between home and work can meet others who are both as
themselves and different from themselves
• Arenaes, where you can meet other people with different
interests and values and encounter opinions that challenge
you through discussions and debate, are necessary
• In the meeting space both non-committal, random encounters
can take place through lounge décor with newspapers and
café atmosphere as well as more organised meetings
• This can take place both live and on the Internet in
chatgroups, blogs or other social media.
• The meeting space especially supports empowerment and
engagement

MøderDiskussione
rForedra
g
DebatterSamvær
Meetings
Lectures
Discussions
DebatesBeing together

D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Innovation

Performative space
• Users can interact with others for inspiration to create new
creative expressions in the encounter with art and culture
• Users can get access to tools that support their creative
expressions through interactive games and writing-,
sound- and video-workshops
• The users can also get support in their creative
expressions through workshops with professional artists,
designers, multimedia developers etc.
• Can act as a platform for communication by publishing
and distributing the work and products of the users and by
giving access to stages where users can perform and
express themselves.
• The performative space especially supports engagement
and innovation.

Skriveværksted
er Experiment
Leg og læring
Workshops
Writing workshops Edutainment

Leg Spil
Gaming Game over
Playing Gaming
Makerspace

Open libraries
Users are allowed to:
• lock into the library
• check in and out media
• use internet, pc,
copy/print
• study
• read newspapers
• arrange study circles,
public meetings

Users are taking control and
ownership

Integration of citizens’ service into
libraries
• a big chance to be an
integrated part of the
reinventing of society
services
• brings citizens in
contact with the library
• brings libraries in close
contact with politicians
and innovators in the
community
Two tasks
• focus on speed in
developing new digital
services for public
administration
• a big learning and
marketing challenge

Citizens’ service
• in more than 60 % of the municipalities
offer citizens service through libraries
– passport
– driving licence
– health securitycard

Developing community centers
private, civic and public sector
LOCAL ARCHIVE
ARKIV
Archive
YOUTH
MEETING
ROOMS
ANALOGUE MEDIA
SELF SERVICE
LEARNING CENTER
SMS BUSINESS
SERVICE
HOME-
WORK
HELP
COMMUNITY
CENTER
CAFÉ
STUDY SUPPORTJOB CORNER
LIBRARY SHOP
REFERENCE
CONSUMER INFO
NATURE GUIDE
EXHIBITIONS
FAMILIES
Q AND A
HEALTH
COUNCELLING
LEISURE INFO
NEWS LOUNGE
QUIET
AREA
TODDLERS/CHILDREN
REA-
DING
TRAI-
NING

Adaptive and innovative supporting
spaces
• libraries are changing from storing
books to supporting citizens’ needs
• innovation spaces for local
communities

The strategy for changing
• The need for rethinking the
library
• The need for a fusion
between physical – virtual
• Develop partnerships
• Focus on innovation
• Get new skills into the library
and promote learning in the
organization
• Force users to dismiss the
book as library brand 32

Libraries and urban development
Model of the public library in urban
development
Casper Hvenegaard
Henrik Jochumsen
Dorte Skot-Hansen
IVA – Royal School of Library
and Information Science

New Libraries
• Libraries are signs or symbols on
development and innovation in the society
• Drivers in city development
• Add new stories about the towns
• Arguments for large city engagements

Oslo
• Opera, new Munch museum and the Library
creates a new waterfront and brings a new
identity to the city

Helsinki
• The traffic and cultural life in midtown are
reborn by creating a new art museum,
concert hall and the new library

Birmingham
• The library is located on
the main street where
millions of people are
passing every year
• The library is a symbol
of the new identity of an
old industrial and
innovative city (the
steam engine)

Urban Mediaspace - Aarhus

Mediaspace:
• Main Library and Citizens’ Services:
18.000 m2/190.000 ft2
• Partners and network: 10.000 m2
/100.000 ft2
Automatic parking space: 1000 cars
Two new urban harbour squares: 94.000
m2 /1.120.000 ft2
Arrival centre for light rail
Uncovering of the river and secure the
inner city against flood
Traffic regulation
App.: 390 mill US Dollars
Project elements
– Urban Mediaspace

2016
2015
Client: City of Aarhus
Partner: Realdania, Realdania Byg
Client Advisor: Rambøll DK
Architects: schmidt hammer lassen architects
Co-advisers: Arkitekt Kristine Jensens

Foråret 2013

December 2013

development
Casper Hvenegaard
Henrik Jochumsen
Dorte Skot-Hansen

Transformation Lab
• The entrance – the former place
for controlling the users
• 2-300 m2
• New projects every 5-6 month
• Bringing the traditional work
fields of the library into the LAB
• Developing new support of the
users – depending on the room,
the media, the connectivity and
the competencies 58

LiteratureLAB
59

iFloor – interactivity between people
• Social interactivity in
the library space
• User to user to staff
• Interactivity depends on
the body
• communication through
– Mobile
– SMS
– PC
• Informal - Competition
• Funny 60

NewsLAB
61

Robots
• Eye catcher
• Social interactivity
• Communication inside
and outside the library
• Interactivity
• Learning
communication
62

Teknomorfose - ExhibitionLAB
64

The Square
65

FictionLAB
NewsLAB
MusicLAB
ExhibitionLAB
DemocracyLAB
The Square 67

The library as a space
– in the future?
• The building supports the needs
of the users
• The building interacts with the
surroundings and environment
• The building acts adaptively
68

The Vision
• Space for co-operation
• Place for dialogue,
knowledge, ideas and
inspiration
• Open informal learning
space
• A unique place for
children and families

development
Casper Hvenegaard
Henrik Jochumsen
Dorte Skot-Hansen

Facilitating relations

Userdriven process
• From tradition to transcendence – the
users deconstruct ”old knowledge” to
create new sense
72

User driven
innovation
73

Subject Browsing - Story Surfer
74

Modern library practice and
strategies – means that roles
constantly change

Innovation Strategy
• Citizens are the focal point
• Partnerships promote innovation
• Transverse collaboration yields better results
• Ideas must be tested
• Replicate
• Innovation is branding too
• Idea development and innovation are creative
processes
• Innovation requires prioritised resources
• Innovation requires management focus and
commitment
• Methodical innovation uses standards
• Seven circles of innovation

Global innovation model –
faster to change
• Partnership between
– Global Libraries/Bill and Melinda Gates
Foundation
– Chicago Public Libraries
– IDEO
– Aarhus Public Libraries

Global Innovation Model:
Faster to Change
Chicago/Aarhus/ IDEO 79Knud Schulz November 2014

Design Thinking is a mindset, and an
intentional process around delivering
solutions that create positive impact!

The Aarhus illustration
Vision
Field Trip
Vision revisited
Workshop
Define the problem
Test first prototype
A new method…
We are on our way…

Six LabsTechLab
Having a maker in residence is powerfull!
Cryptoparty, soldering, brush-bots…
Valdemar’s hovercraft:
http://www.youtube.com/watch?v=iVi2J_9XZeA&feature=youtu.be

WasteLab
Waste-dates, workshops, tinkering…
When users become makers.
Creativity comes from chaos – stop tidying!
Six Labs

Reflections
You can work with makerculture without having a makerspace!

Makerculture primæry adress performative
spaces
D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Innovation
Empowerment
People’sLab

Making in Libraries
• Contributes to activities that provide public
value by stimulating the development of
network, skills and innovation
• Contributes to the libraries' relationship with its
local community
• Increases the social value of libraries, as public
spaces that bridge between different
communities and knowledge domains
• Challenges libraries strategic and managerial
capacity for innovation
People’s Lab

Why
partnerships?
Lack of resources and competences in libraries
Knowledge, inspiration from others
Need of diversity, quality, research in service production
Communication and marketing
New ambassadors

Mapping the
network
Partnership
clusters
Examples
Strategic Partnerships
90

Seven Core Values
• The Citizen as Key Factor
• Lifelong Learning and Unity
• Diversity, co-operation and network
• Culture and Experience
• Bridging Citizen, Technology and
Knowledge
• Flexible and Professional Organisation
• A Sustainable Icon for Aarhus

Name competion = relations and
ownership
• Open internet process – propose a name
to the building
• result 1250 proposals
• 30 names in open voting
• 7 proposals ended up in the jury with
representives from the parties in the City
Council

A name with a lot of
co-creators

Branding goal
• Project finish at least 90% of all
inhabitants knew about the project
• Autum 2013 – 75 % knew about the
project UMS/Dokk1

Whats next?

From Main Library to Dokk1
2012-2015
Organizing
Interior design
and furniture
Partnerships
and branding/
identity
Logistic, security
and building
maintenance
Qualifications,
Work concept,
recruiting
Serviceconcept
ex. Families/
children

Transformation Lab II

Stageing Dokk1 –
mental construction
• Create an illusion of the building under construction
• Walk in the 3D model
• Setting the stage for tests, user operated services,
innovations, new designs, incl. elements to be used in
the new building
• Involve the users in the work
• Prepare the citizens
• Prepare the staff
• Brand the new library

Stageing Dokk1
Mayor + Alderman x 2

Summing up
• Merge technology, space and
competencies
• Involve the users in the innovation
• Make partnerships competencies and a
broader ownership of the library
• Tell new stories about the library brand

Transform the library or die
Thank you for listening

Munich publ. library nov. 2014 transformation from main to dokk1 future library

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