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Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
Smart Aarhus Brussels Sept 2013
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Smart Aarhus Brussels Sept 2013

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  • 1. Rolf Hapel Director Citizens’ Services and Libraries City of Aarhus
  • 2. Urban performance depends not only on the city’s hard infrastructure, - physical capital, but also, and increasingly so, on the availability and quality of knowledge, communication and social infrastructure, - human and social capital ”Smart Cities in Europe”, Caragliu, et al., Amsterdam Free University, 2009
  • 3. City of high digital maturity
  • 4. Aarhus front runner on digital services
  • 5. National eGov strategies Mandatory e-Self Services
  • 6. Channel Strategy for the City of Aarhus 2010-12
  • 7. Interaction Distance Short term Long termSponsorships Short duration Donations, gifts Volunteers as consultants Advocacy campains Co-production R & D Business development projects Branding Sponsorships Long duration Networks, clubs Innovation in hybrid organisations Dialogue on services Partnership strategy
  • 8. To: • Collaboration with citizens • User driven innovation • Co-production • Co-creation Sherry Arnstein, 1969 New policy for citizen involvement From: • Hearings and formal democracy • Duty driven • Neat, but dusty and boring
  • 9. Seed money for intern innovation 7 mill Euro per year 1. Creating innovative culture 2. City Council risk willing 3. User driven - involvement of staff and citizens 4. Cross sector innovation work 5. Private sector business component
  • 10. Business Aarhus ”State of the nation – measuring the business climate” 600+ participants
  • 11. ”Headstart” Morning meetings and network on social media 1500+ participants
  • 12. EU Cultural Capital 2017 Activating business community, education and cultural institutions Budget: 70+ mill Euro
  • 13. The “Mash-up” institution 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 Partner activities Q AND A HEALTH COUNCELLING LEISURE INFO NEWS LOUNGE QUIET AREA TODDLERS/CHILDREN REA- DING TRAI- NING
  • 14. EU FP7 27 institutioner og virksomheder i 8 lande Slutter marts 13
  • 15. FP7 FI-SmartCity Smart City Platforms Open data
  • 16. 47 data set – increasing rapidly
  • 17. Klimakanalen
  • 18. Life long learning Peoples Entlightment Volunteers Adult education Knowledge Partnerships Participation Citizenship Local democracy Real Competecies Citizens involvement Formation Debate Innovation Social Capital Empowerment Inclusion Coherence Digitisation Local society It-competences Learning styles Civic society
  • 19. Citizens’ Services and Library 17.500 m2 For rent 10.000 m2 P-facility 1.000 cars Opening of covered river City scaping Trafic regulation Light rail trace Flood protection of central City area Scale of project Total costs approx.: 270 million Euro
  • 20. World Café 3-4 consecutive rounds of discussion A new question posed at each round Participants change – the host of the table stays an picks up the essence Library as percieved by others Dialogue and oral competences involved Opportunity to examine the library’s own attitudes and ideas
  • 21. Groups of people forming visions. Everyone gets a camera and has to answer in photos: What is it like to be a user and what is it like to work there? A great variety of competences involved Using pictures communicates well Starts discussions and reflections Photo typing
  • 22. Users and staff introduces ideas and projects and participants elaborate and develop those ideas The institutions’ space is used for ideas and projects A channel into user thoughts and ideas Test-space for development topics Access to user networks Village Square
  • 23. Mindspot: Target group from 14-20. Events inside and outside of the library. Hiring young people – Mindspotters - on a short term basis to create events and develop ideas for this user group Using user competences Construct a universe Access to new network and user groups Changing the image of the library worker Lead Users
  • 24. Children’s lab: A week’s workshop with children btw 9-14 prototyping a library. The results were used as part of the competition programme for UMSA Direct access to children and not just to children’s parents Children carries large networks In 2014 these children are between 16 and 21 User driven design
  • 25. Experiments
  • 26. LESSONS LEARNED Make partnerships Co-create and co-produce Integrate user generated knowledge in services Think value chains, new formats and ”universes” in service production
  • 27. LESSONS LEARNED Make space for prototyping Increase ties between public sector activities, research and industry Think relations rather than transactions Be where the users are

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