1. Library Transformation:
Sketching the future library
transitioning to a space for
citizens and community
connections
Harvard University Library and
Graduate School of Design
March 2014 Knud Schulz
Knud Schulz March 2014
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2. Knud Schulz
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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
Knud Schulz March 2014
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3. Denmark
population 5.5 mill.
5 regions
Aarhus Municipality
population 330.000 inh.
Knud Schulz
Citizens' and Library Services
4. Agenda
• The Change
• Danish strategy and
tendencies
– Model for the
knowledge society
– 4 rooms
– Model Programme
Public Libraries
– Model for Open
Libraries
– Citizens’ service
– Danish Digital Library
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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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5. The Change
Ivar Moltke, Create
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
Knud Schulz March 2014
Things that happen
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6. The Knowledge Society
• From
– libraries for books/medias
– industial society
• to
– libraries for man/human
– networked/knowledge society
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7. A Danish Report
2010
- A Danish Report
2010
• Danish Digital Library
• A new library model for
the knowledge society
• Partnerships
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8. The Public Library of the Knowledge Society
Reckognition/Experience
Innovation
D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Empowerment
Knud Schulz March 2014
Involvement/Engagement
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9. The Public Library of the Knowledge Society
Reckognition/Experience
Innovation
D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
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10. 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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14. The Public Library of the Knowledge Society
Reckognition/Experience
Empowerment
D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Knud Schulz March 2014
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15. 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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18. The Public Library of the Knowledge Society
Empowermen
D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Knud Schulz March 2014
Involvement/Engagement
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19. 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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21. The Public Library of the Knowledge Society
Innovation
D.Skot-Hansen
C.H. Rasmussen
H. Jochumsen
Knud Schulz March 2014
Involvement/Engagement
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22. 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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23. Writing workshops Leg og læring
Skriveværksted Edutainment
er Experiment
Workshops
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27. 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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29. 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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30. Citizens’ service
• in more than 60 % of the municipalities
offer citizens service through libraries
– passport
– driving licence
– health securitycard
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31. Developing community centers
private, civic and public sector
LOCAL ARCHIVE
NATURE GUIDE
ARKIV
LEARNING CENTER
REFERENCE
ANALOGUE MEDIA
Archive
JOB CORNER
STUDY SUPPORT
FAMILIES
HOME-
READING
TRAINING
COMMUNITY
WORK
QUIET
AREA
CENTER
HELP
CAFÉ
ROOMS
Q AND A
HEALTH
SMS BUSINESS
COUNCELLING
SERVICE
MEETING
EXHIBITIONS
TODDLERS/CHILDREN
YOUTH
LEISURE INFO
SELF SERVICE
CONSUMER INFO
NEWS LOUNGE
Knud Schulz March 2014
LIBRARY SHOP
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32. Adaptive and innovative supporting
spaces
• libraries are changing from storing
books to supporting citizens’ needs
• innovation spaces for local
communities
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34. The Danish Digital Library
- a national cooperation based
on open source
• Infrastructure for digital objects
– Integration of services
– ERMS (Electronic Resource Management
System)
– CULR (Core User Library Registry)
– SAOU (Service for Authentication of Objects
and Users)
• Purchase of digital content
• Promotion of digital content
• CMS
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35. In addition shared Library
System
• 86 municipalities contributed to a shared
contract for a new library system based
Open Source (DK consists of 98 muni)
• The system use the infrastructure and
content in DDB
• Shared operations and development
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36. 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
Knud Schulz March 2014library brand
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book as
37. 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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38. 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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39. Oslo
• Opera, new Munch museum and the Library
creates a new waterfront and brings a new
identity to the city
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40. 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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41. 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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43. Project elements
– Urban Mediaspace
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
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44. 2015
2014
Client: City of Aarhus
Partner: Realdania, Realdania Byg
Client Advisor: Rambøll DK
Architects: schmidt hammer lassen architects
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Co-advisers: Arkitekt Kristine Jensens Tegnestue
and Alectia A/S
48. 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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50. 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 competenciesKnud Schulz March 2014
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52. 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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54. Robots
• Eye catcher
• Social interactivity
• Communication inside
and outside the library
• Interactivity
• Learning
communication
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60. 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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61. 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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63. 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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71. Innovation Strategy
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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
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Seven circles of innovation
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72. 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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76. 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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77. 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
78. 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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79. Facts from current business
• 30 % of the staff in
Copenhagen is utilized with
logistics in regard to
material handling
• 25 % of all customer
why
inquiries at service desk are
subject to failure.
• An unresolved inquiry may
last up to 15 minutes
There’s room for
improvement!
• Up to 43 % materials are
not in its right places in the
library
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81. 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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82. The solution
• Detailed data collection of library operationsallowing 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
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any book or other library materials
83. 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) 83
Knud Schulz March 2014
84. 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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87. Seven Core Values
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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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88. 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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90. A name with a lot of
co-creators
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91. 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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93. From Main Library to Dokk1
2012-2015
Interior design
and furniture
Serviceconcept
s ex. Families/
children
Competencies,
Work concept,
recruiting
Partnerships
and branding/
identity
Organizing
Logistic, security
and building
maintenance
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95. 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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98. 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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