Transforming a Main Library to Dokk1

Knud Schulz September 2014
Transformation from a Main Library to Dokk1
University of Washington Information School
September 2014 Knud Schulz
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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
apx.300.000 sq.ft.
incl. 190.000 sq.ft.
library space
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Agenda
•The Change
•Danish strategy and tendencies
–Model for the knowledge society – 4 rooms
–Model Programme Public Libraries
–Model for Open Libraries
–Citizens’ service
•Dokk1
•The Library as a place
•Urban Media space
•The Library as a space
•Prototyping the future – Transformation Lab
•New library space – Dokk1
•The Library as a relation
•Innovation with the users – co-creation
•Partnership
•Transformation Lab II
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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
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The Knowledge Society
•From
–libraries for books/medias
–industial society
•to
–libraries for man/human
–networked/knowledge society
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A Danish Report 2010
-A Danish Report 2010
•Danish Digital Library
•A new library model for the knowledge society
•Partnerships
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The Public Library of the Knowledge Society
D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Innovation
Reckognition/Experience
Empowerment
Involvement/Engagement
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D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Innovation
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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.
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Digital media
Appearance
Events
Individual concentration

Iscenesættelse
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Oplæsning
Billedbøger
Bogklubber
Book clubs
Picture book
Reading aloud
Staging

D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Empowerment
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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.
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Undervisning
Kurser
Uformel læring
Konsulta
Teaching
Courses
Informal learning
Consultations

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

D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Empowerment
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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
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Møder
Diskussioner
Foredrag
Debatter
Samvær
Meetings
Lectures
Discussions
Debates
Being together

D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Innovation
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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.
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Skriveværksteder
Experiment
Leg og læring
Workshops
Writing workshops
Edutainment

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Leg
Spil
Gaming
Game over
Playing
Gaming
Makerspace

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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
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Users are taking the control
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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
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Citizens’ service
•in more than 60 % of the municipalities offer citizens service through libraries
–passport
–driving licence
–health securitycard
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Developing community centers private, civic and public sector
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LOCAL ARCHIVE
ARKIV
Archive
YOUTH
MEETINGROOMS
ANALOGUE MEDIA
SELF SERVICE
LEARNING CENTER
SMS BUSINESS SERVICE
HOME- WORK HELP
COMMUNITY CENTER
CAFÉ
STUDY SUPPORT
JOB CORNER
LIBRARY SHOP
REFERENCE
CONSUMER INFO
NATURE GUIDE
EXHIBITIONS
FAMILIES
Q AND A
HEALTH COUNCELLING
LEISURE INFO
NEWS LOUNGE
QUIET AREA
TODDLERS/CHILDREN
REA- DINGTRAI- NING

Adaptive and innovative supporting spaces
•libraries are changing from storing books to supporting citizens’ needs
•innovation spaces for local communities
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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
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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
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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
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Oslo
•Opera, new Munch museum and the Library creates a new waterfront and brings a new identity to the city
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Helsinki
•The traffic and cultural life in midtown are reborn by creating a new art museum, concert hall and the new library
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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)
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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
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2015
2014
Client: City of Aarhus Partner: Realdania, Realdania Byg Client Advisor: Rambøll DK Architects: schmidt hammer lassen architects Co-advisers: Arkitekt Kristine Jensens Tegnestue and Alectia A/S
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Casper Hvenegaard
Henrik Jochumsen
Dorte Skot-Hansen
IVA – Royal School of Library and Information Science
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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
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LiteratureLAB
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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
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NewsLAB
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Robots
•Eye catcher
•Social interactivity
•Communication inside and outside the library
•Interactivity
•Learning communication
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Teknomorfose - ExhibitionLAB
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The Square
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FictionLAB
NewsLAB
MusicLAB
ExhibitionLAB
DemocracyLAB
The Square
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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
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The Vision
•Space for co-operation
•Place for dialogue, knowledge, ideas and inspiration
•Open informal learning space
•A unique place for children and families
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Casper Hvenegaard Henrik Jochumsen Dorte Skot-Hansen IVA – Royal School of Library and Information Science
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Facilitating relations
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Userdriven process
•From tradition to transcendence – the users deconstruct ”old knowledge” to create new sense
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User driven innovation
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Subject Browsing - Story Surfer
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Modern library practice and strategies – means that roles constantly change

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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
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Global innovation model – faster to change
•Partnership between
–Global Libraries/Bill and Melinda Gates Foundation
–Chicago Public Libraries
–IDEO
–Aarhus Public Libraries
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Global Innovation Model:
Faster to Change
Chicago/Aarhus/ IDEO
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Design Thinking is a mindset, and an intentional process around delivering solutions that create positive impact!
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The Aarhus illustration
Vision
Field Trip
Vision revisited
Workshop
Define the problem
Test first prototype
A new method…
We are on our way…
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Six Labs
TechLab 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!

Intelligent Libraries How to work smart, efficient, and ad value to products by creating improved logistics and library services
On the project: Intelligent Material Management System
Information contact
Britta Bitsch, CEO Branch Libraries Aarhus Denmark
bbi@aarhus.dk

Introduction
•Intelligent Material Management System (IMMS)
•Creating a platform for better library services
–Where are the books and other library materials?
–Where are they most needed? –in branch or among branches
–Are there enough books or other library materials on the shelves?
–Where can loans of materials and returned library materials be handled most efficiently?
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Facts from current business
There’s room for improvement!
•30 % of the staff in Copenhagen is utilized with logistics in regard to material handling
•25 % of all customer inquiries at service desk are subject to failure.
•An unresolved inquiry may last up to 15 minutes
•Up to 43 % materials are not in its right places in the library
why
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Learn from others!
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Collection management
THERE’S A HUGE POTENTIAL IN LEARNING FROM OTHERS – AND GAIN PROVED BY COMMERCIAL INDUSTRIES
•Libraries can save up to 15-40 % by improving their stock management operations like storage, handling and transportation.
•25 % less stock
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The solution
•Detailed data collection of library operations- allowing historical analysis of trends
•Intelligent distribution of shared or floating collections – medias are distributed to a location/branch where there’s a demand and/or space available!
•Central and locally managed data to make informed decisions about collection
•Real time visibility to collection via smart phone application- including on-line pick lists on smart phone
•Introducing Media Hotels - local or remote storage of overflow, slow moving or off season materials
•Automatic refill from the Media Hotel when shelves are low on medias
•Exact information on the current location of any book or other library materials
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Benefits and added values
•Intelligent distribution of collections to branches, based on volume, copies, affiliation, etc.
•Share collections (entirely or partly) between branches as desired
•Exact degree of filling on shelves as desired
•Transparent overview of entire collections through all branches
•Exact position on each individual copy, including copy trace log
•Easy registration via RFID tags / Barcode (individual copies, shelves, racks, stacks, cards, transporters, etc).
•Improved customer satisfaction
•Improved space utilization
•Reduced collection (less copies)
•No or less paper based Librarian processes (Mobile phone RFID)
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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
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Mapping the network
Partnership clusters
Examples Strategic Partnerships
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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
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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
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A name with a lot of co-creators
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Branding goal
•Project finish at least 90% of all inhabitants knew about the project
•Autum 2013 – 75 % knew about the project UMS/Dokk1
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Whats next?
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From Main Library to Dokk1 2012-2015
Organizing
Interior design and furniture
Partnerships and branding/
identity
Logistic, security and building maintenance
Competencies, Work concept, recruiting
Serviceconcepts ex. Families/ children
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Transformation Lab II
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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
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Stageing Dokk1 Mayor + Alderman x 2
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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
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Transform the library or die
Thank you for listening
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Transforming a Main Library to Dokk1

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