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Smart Aarhus Brussels Sept 2013
1) The document discusses strategies for digital and citizen services in Aarhus, Denmark, including establishing a channel strategy and increasing collaboration with citizens through co-production and co-creation. 2) It outlines initiatives like providing seed money for citizen innovation, collaboration on EU projects, and activating citizens in events like the EU Cultural Capital 2017 program. 3) Lessons learned include the importance of partnerships, co-creating and co-producing services with users, integrating user knowledge, thinking of new formats through prototyping, and strengthening relationships across sectors.
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Smart Aarhus Brussels Sept 2013
- 1. Rolf Hapel Director Citizens’ Services andLibraries City of Aarhus
- 2. Urban performance dependsnot 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
- 5. City of highdigital maturity
- 6. Aarhus front runneron digital services
- 8. National eGov strategies Mandatorye-Self Services
- 9. Channel Strategy for the Cityof Aarhus 2010-12
- 10. Interaction Distance Short term LongtermSponsorships 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
- 11. To: • Collaboration withcitizens • 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
- 12. Seed money forintern 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
- 14. Business Aarhus ”State ofthe nation – measuring the business climate” 600+ participants
- 15. ”Headstart” Morning meetings andnetwork on social media 1500+ participants
- 16. EU Cultural Capital2017 Activating business community, education and cultural institutions Budget: 70+ mill Euro
- 17. The “Mash-up” institution LOCALARCHIVE 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
- 21. EU FP7 27 institutionerog virksomheder i 8 lande Slutter marts 13
- 23.
- 24. 47 data set– increasing rapidly
- 26.
- 28. Life long learning PeoplesEntlightment 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
- 30. Citizens’ Services andLibrary 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
- 32. World Café 3-4 consecutiverounds 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
- 33. Groups of peopleforming 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
- 34. Users and staffintroduces 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
- 35. Mindspot: Target groupfrom 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
- 36. Children’s lab: Aweek’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
- 37.
- 38. LESSONS LEARNED Make partnerships Co-createand co-produce Integrate user generated knowledge in services Think value chains, new formats and ”universes” in service production
- 39. LESSONS LEARNED Make spacefor prototyping Increase ties between public sector activities, research and industry Think relations rather than transactions Be where the users are