An Introduction i Foreword In just three decades, the internet has evolved from an experimental tool for researchers to a pervasive, omnipresent backbone for society and the economy.
CAPS Stakeholders and End users 24 Synergies between Projects 28 Collective Awareness Platforms 31 4. Starting Out 46 Societal Challenges 47 Framing the Challenges
its studies and its consultancy services. http://sigma-orionis. com 5 Authors in Alphabetical Order Marta Arniani is Project Manager in Sigma Orionis'projects addressing Collective
She is experienced in working in interdisciplinary environments and, within the CAPS community, is the scientific coordinator of the support action IA4SI Impact Assessment for Social Innovation.
Society and Social Capital research unit at T6 Ecosystems, a research SME based in Rome, Italy.
As a sociologist who has worked always in interdisciplinary environments, he focuses on commons-oriented technologies as a field for the interdisciplinary development of sociotechnical dialogue.
distributed knowledge creation and data from real environments("Internet of things")in order to create awareness of problems and possible solutions requesting collective efforts, enabling new forms of social innovation.
and the environment, there is little awareness of the role that each and every one of us can play to ease such problems, in a grassroots manner.'
'http://ec. europa. eu/digital-agenda/en/collective-awareness-platforms-sustainability-and-social-innovation This is the definition used as a policy instrument by the EC in the ICT (Information and Communication Technology
The use of the term'platform'could be interpreted reasonably as a detachment from the walled gardens or closed systems of profit-driven ICT development in favour of more open, participatory-oriented practices.
originally as centring attention on the environment as a biological system that is able to endure
The issue at stake is to maintain a viable environment now and into the future through a wide array of practices that support reduction of well-known ecological problems, like energy and water consumption
services or methods that tackle pressing and emerging social issues which, at the same time, transform social interactions promoting new collaboration and relationships.
by proposing a solution to a specific problem and by offering new social links and collaboration opportunities.
In this sense, social entrepreneurship and the cooperative movement of the'60s can be seen as important examples of social innovation too.
but is created co by different stakeholders who share the knowledge, risk and benefits of the innovation.
and Goteo, a Spanish social network for crowdfunding and distributed collaboration (services, infrastructures, micro-tasks and other resources) for encouraging the independent development of creative and innovative initiatives that contribute to the common good, free knowledge,
For example, forms of collaborative consumption that promote sustainable economics and socially responsible companies, can be of use for people
In both cases an effective engagement and communication strategy, the topic of the next chapter, is crucial
Another important area of analysis is related to data security, protection and data sharing in the use of online social networks and the value proposition and business models that surround personal and sensitive data.
and also 16 includes efforts for improving the communication and exchange between science and citizens,
or of the economy are oriented towards the creation of and the engagement with effective experiments of social innovation, promoting their scalability
and transferability. 17 Such social innovation experiments should try to be increasingly multi-stakeholder, with a community-wide participation at the local and European level,
as well as being oriented towards suggesting models for effective participatory innovation. The last relevant set of research question is an experimental approach concerned with assessing the effectiveness of projects
Studied extensively in economics, the network effect has also been used to analyse company behaviour, showing how being embedded in a network can provide benefits
These include an increase in social capital, i e. the immaterial wealth derived from having links with certain people as a means to reach other people,
in order to develop new working opportunities, collaborations and so forth (Portes, 1998). Following this perspective, belonging to a network is a value in itself as it multiplies the opportunities to enlarge one's own network
and to'use'it for addressing emerging necessities. In this short review of research on the motivational factors driving people to participate in online activities we have not yet mentioned altruism,
from collaboration to competition, is the subject of much research and is still an area of continuous exploration for practitioners and research scholars alike.
and by almost any discipline dealing with human social organisations (e g. law, economics, anthropology, sociology, history).
and their relationship to social enterprises (e g. Murillo et al. 2013). ) It is beyond the scope of this book to argue for one particular interpretation among the many
building from existing collective innovation frameworks and pushing them further, developing methods and tools that can be used by all interested stakeholders.
Impact Assessment for Social Innovation http://ia4si. eu CHEST Collective enhanced Environment for Social Tasks http://www. chest
Contribute to a low-carbon economy, for instance by lending, exchanging and reusing goods at scale, across geographic boundaries (collaborative consumption).
Develop alternative collaborative approaches to problem solving (crowdsourcing, crowdfunding, participatory design, collective intelligence, collective decisions. Actively engage, innovate and act, individually or collectively, towards societally, environmentally, political and economically sustainable approaches and solutions to tackle societal challenges:
growth and employment, environment, climate change, health and education, inclusive societies, well-being, etc. Making a project to tackle societal needs implies framing the needs
The first step in making a set of goals concrete is to define the targeted stakeholders and end users.
Stakeholders are persons and organisations interested in the project activities and outcomes. At the bottom line we find end users
and who will use the services and solutions produced through a CAPS initiative; they must benefit from the whole process.
The chapter following'CAPS Stakeholders and End users'describes the typologies of stakeholders and end users addressed by CAPS projects to date.
'have the power to amplify the impacts of a platform in the process from idea to action. 24 CAPS Stakeholders
and End users Stakeholders Stakeholders are organisations, categories of people or individuals who have an interest in the CAPS projects and their outputs.
This section treats stakeholders and end users separately. Even though end users are also project stakeholders, the distinction is that end users use the project outputs directly,
while stakeholders benefit from project outputs in an indirect way. Stakeholders will be informed of the project's progress
and can, to a certain extent, influence the development of the projects. Stakeholders will tend to belong to one of the following four groups:
research, business, civic society, and policy and government. On the right-hand page is a figure visualising the main stakeholders of the CAPS projects.
End users CAPS projects raise awareness among their users and mobilise different categories of users. Below is a list of possible users;
the same person can of course belong to more than one category. The list illustrates the diversity of topics
25 Figure 2 CAPS Stakeholders 26 Citizens and initiatives active in commons-based peer production and sharing economy (e g.
Spain GRASS COMMONS-Colorado, USA 27 GREEN ENERGY OPTIONS LTD-Hardwick, UK HW COMMUNICATIONS-UK I-GENIUS, WORLD COMMUNITY OF SOCIAL ENTREPRENEURS
which have the specific goal of coordinating and supporting the others by offering services, networking tools and processes,
USEMP aims at empowering social network users with regards to the sharing of their personal data and its potential economic value.
and from their collaboration on the impact assessment approach to be used on the crowdfunding platform of CHEST.
therefore a more in depth, precise analysis of the solutions they offer to their stakeholders will only be possible later on in the projects'development lifecycle.
reused and made available to stakeholders through various exploitation strategies. The term'innovation'is used here with reference to both totally new outputs, such as products and services,
and to improved socio-technical solutions, such as the integration of preexisting systems, the adaptation of a technology to a new field of application,
balancing the traditional focus on‘executive information dashboards'serving the needs of only a few senior stakeholders.
or the connection between personal data, economic value, and currencies (USEMP). Moreover, assessment of the CAPS projects themselves is key to these projects,
while at the same time create opportunities to remove barriers to accessibility. Specifically, CAP4ACCESS will use the power
collective tagging of public places and routes, participatory sensing of barriers and features of the built environment,
DECARBONET, for instance, has evaluated the impact of social dynamics like competition and collaboration, and also gauged public and tangible feedback of engaging users with online discussions (Piccolo et al, 2014).
New Economic Models The transformation of societies and economies following the diffusion of digital technologies, with increases in productivity, the redistribution of international divisions of labour,
and the emergence of new professions, has questioned the way the world economy has been organised, the way business can be done,
and how governments and enterprises can operate on a global scale to influence the privacy standards of network-centric systems and the related internet governance issues worldwide.
and may in fact assume a personal data vault to provide a secure environment for effective control over relevant data.
in particular the creative media industry and prosumers sharing media for entertainment, has contributed to a thriving ecosystem of online social networks (OSN) serving various business models
and economy by linking it to the Internet of things (Iot), sensor network and cloude services in order to support open online social media and distributed knowledge cocreation thus maximising the network effect,
39 CAPS2020 liaises with all CAPS stakeholders, including organisations developing similar projects in other regions of the world.
and available immediately via print-ondemand services and e-book formats. 5. Buddycloud http://buddycloud. com Buddycloud is a publish-subscribe architecture with real-time updates.
Existing Tools and Communities That the CAPS Projects Build from and Collaborate With 40 6. Citysdk http://www. citysdk. eu Citysdk is creating a toolkit for the development of digital services within cities.
resilient societies and economies, deploying ad hoc networks of citizen experts around client's needs. 16.
GEO Smart monitor devices http://www. greenenergyoptions. co. uk/productsand-services/products A set of In-Home Displays, smart plugs and web visualisation of energy consumption. 19.
GNUNET https://gnunet. org GNUNET is a framework for secure peer-to-peer networking that does not use any centralised or otherwise trusted services. 21.
It provides structure to improve the efficiency of specific communication tasks like brainstorming and proposals. 24.
to analyse the perceptions of various stakeholders, and to identify and track emerging trends. 30.
or the environment that may threaten the safety and sustainability of a social group and, possibly, the wider world.
the players and stakeholders involved, and the objectives to be pursued through the solution. The problem may involve a single sector of the society or different types of stakeholders,
and may be located in different social, political and economic contexts. The root causes of the problem may be recognised by many,
Tackling a problem involves negotiating a way through the requirements and preferences of the stakeholders involved.
By converging cloud services mobile telecommunication and Web 2. 0 technologies, the collective awareness platforms will support wide spread participative engagement, consensual solution building and co-creative innovation.
Other Stakeholders Proposing solutions for specific groups'issues is not only a technical matter in the CAPS context.
Other stakeholders influence and can also be influenced by any change triggered by a technological development.
The role of these stakeholders such as policy makers or regulators, must be taken into account through a participatory research approach (see chapter'CAPS Stakeholders and End-users'.
'But What is Engagement? Both in the dictionary and in the context of CAPS, the term'engagement'has several meanings.
The impact of gamification, competition, collaborative work, public and even tangible feedback are examples of strategies that have been evaluated to promote engagement
In this way the cumulative effect of our memory over our lifetime results in an increased subjectivity in our interpretation of phenomena in our environment and of problem situations in particular.
When involving stakeholders in a CAPS initiative, this element mixed with others (practical arrangements, power situations, etc.)
could make it difficult for stakeholders themselves to articulate their feelings and preferences consistently, or completely and accurately.
It is vital that the dialogue with stakeholders is given the highest priority, as it is this dialogue that sets the CAPS projects apart by creating a collective awareness. 59 Dealing with the Sociocultural Diversity Each community of interest involved in the CAPS projects has different sociocultural contexts.
in order to support the participative engagement of the stakeholders, as in the SCICAFE2. 0 project. The first goal is to support shared meaning and deeper understanding of the values, motives, needs,
and trade-off tipping points of each stakeholder group in each relevant context of their exposure to the problem situation.
which takes account of the dynamic relationship that can develop between the stakeholders and the solution as illustrated in Figure 7 below.
Rejection and (Misappropriation Cycles by Stakeholders 64 For example as per UI-REF-based requirements of co-design and evaluation criteria which need to be applied on a wide scale should incorporate:
and stakeholders to exert an influence on the other layers. The real-time visualisations of digital content provided by DECARBONET (Figure 9) exemplifies how user-generated information in different social media channels can be used by NGOS
From Organized Publics to Formal Social Enterprises?'.'Journal of Peer Production 1 (3). Dourish, P. & Bellotti, V. 1992)' Awareness and Coordination in Shared Workspaces'.
Portes, A. 1998)' Social Capital: Its Origins and Applications in Modern Sociology'.'Annual Review of Sociology.
and communication technologies (ICT) are leading to a progressive blossoming of automation in the health sector.
The ubiquity of interactive communications and networks of producers suppliers, customers, and clients has made possible novel applications oriented to the functional interconnection of professionals and the integration of clinical care processes.
These applications can achieve the efficient delivery of information and services, including remote monitoring and direct care,
and endeavour to provide a response to many health sector needs. Adoption of ICT, however, involves both optimistic and cautionary implications for the future of health practice.
Determination of most appropriate implementation solutions demands a judicious approach to requirement analysis of each particular health system organisation and governance model.
as in e-commerce, is reliable transaction delivery in a fast-changing environment involving people, processes,
A wide variety of expectations about greater access to healthcare and information, telehealth services, second opinion, communities of practice, evidence-based decision support, reduction of errors, consumer-oriented information,
The requirement for custom-built products and services (individualisation of care) and real-time delivery (to improve customer satisfaction.
‘In co-operation with the private sector, make available the benefits of new technologies, especially information and communications.'
and concomitant access by multiple stakeholders..It promotes evidence-based decision making and continuity in the relationship between provider and client,
In order to reap the full benefit of ICT deployment in complex environments it is necessary to have a clear definition of goals and effective collaboration among stakeholders.
and leadership People are central to the creation and use of e-health products and services.
Standardisation The automation of processes and services is not feasible without data standards that allow communication through open access internet-oriented software languages.
In order to reap the full benefit of ICT deployment in complex environments it is necessary to have a clear definition of goals and effective collaboration among stakeholders.
and discovery take place in an established social and cultural environment. Besides issues of technology access, effectiveness,
Difficulties in regulating offshore business The dominance of global communications by a few countries and corporations‘Market capture'by strong, organised and well-funded health provider organisations, some of international nature.
Investment and continuity Joint investment and development involving users, governments, academic and financing institutions and agencies,
particularly to places and communities considered by private enterprise to provide low profitability Protecting security, privacy,
Lessons learned in developing countries The health sector has taken not advantage of the range of ICT opportunities as effectively as other social sectors
efficient use of diagnostic services and consultations, maintenance of integrated records, reduction in the number of specialists,
The lack of involvement of public sector stakeholders in the use of ICT gives cause for concern.
use obsolete technology, have restricted a vision of requirements and opportunities, and frequently resort to providers with limited experience and staying power.
ICT metrics provide an important tool for the gathering of consistent and comparable information about the implementation of diverse systems in a wide range of configurations and environments.
Developing countries may require direct assistance in the definition of policies and strategies as well as with the establishment of the appropriate regulatory environment.
Skills are the most expensive and least elastic resource and the major obstacle in developing countries.
'usually in an academic environment, isolated from national, regional, and local approaches. Lack of information about projects, methodologies, technical solutions and their impact is a major problem.
Speeding up adoption depends on the presence of factors such as incentives, competition, return on investment, and regulation.
and improving the chances of a satisfactory return on investment in ICT for the private health subsector.
the power and the opportunity to improve competitive conditions by promoting standards, lessening network externalities at the community level,
and sharpening the private-market competition among providers. Governments must address in a comprehensive manner many national and transnational issues.
Intangible e-health products and services offered by foreign providers, such as investment, insurance, knowledge dissemination,
www. ehealthstrategies. com Speeding up adoption depends on the presence of factors such as incentives, competition, return on investment, and regulation
Museo Palazzo Madama and its crowdfunding campaign. Enrica Pagella 39 The'total museum'.'Jorge Wagensberg 43 The Future of the EU Cultural Strategy 47 Introduction:
This development-an increased demand for museums to act as social agents encouraging social cohesion while also contributing to a growing economy-has become even more pertinent as Europe endures a financial crisis that impacts the entire functioning of its social system.
While museums'basic tasks will not change dramatically, with whom, for whom, where, when, how and why museums perform particular tasks will shift.
social value, collection value, educational value and economic value, are becoming increasingly important as museums strive to balance new technological developments, economic challenges and a changing public.
but they also provide a framework for developing a comprehensive strategy for cultural heritage in the EU, an asset that offers enormous potential for Europe's economy, society and identity,
and lastly, supporting museums in reaching their full Introduction 4 potential as both formal and informal learning environments.
and which opportunities come along with the digital shift for museums? How can museums use ICT
Mr. Poole argues that such adaptation must be made at every level of the museum, from its business model to its collections.
how museums can best respond to this opportunity and emphasises the necessity of keeping the audience's needs and motivations at the forefront.
Mr. Verwayen also reminds us of the importance in asserting an EU public presence within the cultural heritage market, one that is mostly dominated by private enterprises.
but also increased communication and outreach within the local community. The project serves as a prime example of the successes digitisation can bring to a museum and its community.
What demands can be made of museums in shaping such a society? Within the 2013 European Year of Citizens, NEMO examines new developments and demands from a society in change, one that is ageing, facing financial crises,
communicating differently and wanting to increasingly participate in political decision-making. What are the tendencies of European museums in reacting to these changes?
With a focus on citizen collaboration, Enrica Pagella details the Museo Palazzo Madama's successful crowdfunding campaign,
In which direction does proceed the EU with its 2020 Strategy for a smart, sustainable and inclusive economy in regard to the cultural sector?
or are expected they only to supply to a creative economy? Two presentations focused specifically on the EU's cultural policy and the crucial role of museums in taking Europe out of its crisis. Beginning with a short discussion on the legacy of the Lisbon Treaty,
Luca Bergamo examines the topic of cultural capital as a major asset to European society, an asset that he believes can bring Europe out of the current crisis and into a shared place of diverse and democratic values and beliefs.
and helping museums become key learning environments for European society. Julia Pagel, NEMO Project Manager Kelly Donahue, NEMO Executive Assistant 8 While the Internet's democratic potential has created corresponding demands and great opportunities,
heritage organisations have been slow in engaging in digitisation. Why has this been the case? Understanding historical developments is crucial for appreciating both the multitude of current initiatives like Europeana and the emergence of other new actors in the field.
with immense courage and high investment, started to digitise and make more information accessible online.
but there are many others-competition is just a mouse click away. Although clearly museums have so far not been the vanguard in the process of digitisation
In the modern times of Ebay and countless other e-commerce enterprises where a buyer can be found for almost anything,
Standardisation in the digital world includes web services, personal data standards and metadata exchange interfaces. Data modelling and collection in the digital age is a far greater challenge than the more classic'book-finder'.
In order to take advantage of such opportunities in the digital age, museums must meet two basic conditions:
These new players have opportunities and capacities in the digital age that museums do not have.
The production, consumption and underlying business models of the media will change to support the targeting of content to increasingly narrow niche communities,
finally working towards personalised, on-demand experiences. Successful museums in the modern world. Nick Poole 14 Science, the environment and business will evolve, building on tools that support the interpretation of large volumes of data,
defining more effective ways for people to live within the boundaries of resources and sustainability.
and values of a museum's staff The services a museum manages The business model of a museum The way a museum communicates
how museums can best respond to this opportunity and emphasises the necessity of keeping the audience's needs,
and creatively about how best to exploit these networked communication tools in order to more effectively connect with audiences.
best respond to this opportunity? This is particularly challenging given the potential complexity and cost of developing new products and services for these devices.
The following provides a context for a wider strategic discussion and also a checklist for practical considerations that any organisation must think about before embarking on a mobile development project.
However, the current challenge museums face is to consider how one can bring this experience up to date by making the best use of the contemporary communication tools that modern society has at its disposal.
and services that will actually engage and motivate audiences to use them. Fundamentally, this requires a robust design philosophy,
Wi-fi), which will require both investment and effort to install. 18 Organisation-many projects will involve organisational change,
and expense of developing mobile services will not only meet the needs of the audience but also serve the objectives of the museum.
and resources if it does not actively engage in marketing these new projects and services to its public.
Today, museums are asked to provide services ranging from digitisation and aggregation of digital cultural content, to interactive navigation, culture experiences, lifelong learning, social media and augmented reality applications.
The current digital environment calls for openminded content approaches. Europeana, as a pan-European initiative, should be enriched
If successful, the museum will play a key role in the global market of the'knowledge economy'as WIPO (World Intellectual Property Organization) defines it.
The opportunity for a museum to succeed in this new global market is vivid. Legal aspects of digitising the museum:
and reuse of cultural content in the digital environment, and thus extend the scope of protection to new media, networks, mobile networks and devices, and social networks.
such as, defining a strategy for clearing rights, designing a well-defined business plan, outsourcing difficult and costly tasks and trying to gain new funding.
The future compatibility of EU Member States'national legislation will boost the use of orphan works in the digital environment in the next years.
and under this assumption, the digitisation, dissemination and further exploitation of this content in the digital environment will be prominent.
AND REUSE OF CULTURAL CONTENT IN THE DIGITAL ENVIRONMENT'.'24 Harry Verwayen examines the new strategic vision of Europeana that focuses on increasing community-based sharing,
reusing cultural heritage and contributing both to the creative economy and to social innovation. Mr. Verwayen also emphasises the crucial importance of providing people with access to culture-culture that has been collected for centuries in museums, libraries and archives.
and other public initiatives as examples of the greater shift in EU policy toward an increased presence in the digital world of cultural heritage-one that has until now been mostly dominated by private enterprises.
where the focus will be placed even more on its contribution to the creative economy and to social innovation.
have unlimited almost opportunities to access the wonders that museums hold. Museums and Europeana. Harry Verwayen 25 Museums have an important role to play
technology and documentation that they can use to build new services upon. It means Europeana will work with strong,
but one that will also generate revenue through the creation of new business models. The project demonstrates the need for a continued public presence in culture-tangible and intangible-in the digital world,
It not only calls for investments in new technologies, but also demands more inclusive and expansive ways of working and thinking.
Museums have educated highly personnel, so the use of the requisite tools in the new information society does not pose a problem.
and the wealth of opportunities that accompanied it. From local to global Digitisation and networking in the information society are part
and their customers stayed within their walls. Similar limitations apply when it comes to cataloguing objects.
client interfaces and services based on the digitised material. A vital part of this third stage is to make client interfaces a well-known brand.
and hopefully generate a profit. Notwithstanding the problems, digitisation presents a great opportunity for museums.
It gives them the chance to open mobile and purely virtual museums alongside brick-andmortar establishments.
In actuality, mobile and Internet services are not just a possibility but a necessity. 29 COPYRIGHT QUESTIONS FOR MUSEUMS Internet accessibility does not come without copyright problems,
and the majority of museum customers expect to receive everything from museums for free. THE THIRD PROBLEM arises
Results of the digitisation project include significantly increased access to the museum's collections, increased on-site visits to the museum and increased communication and outreach within the local community.
Communication and outreach In 2008 the museum first began to present objects to the public on its webpage.
In addition to serving public requests, the museum's online database is used for several education services and projects.
It is no longer only a matter of free entrance, simplification of contents, effective communication or good cultural promotion.
and acts. 39 Enrica Pagella examines the successful crowdfunding campaign of the Museo Palazzo Madama that restored an important work of art, an 18th century Meissen porcelain service, back to the region.
She attributes the success of the crowdfunding campaign to three main factors: the quality of the service itself, quality of the organisational process and the quality of the participatory approach.
which came in the form of a crowdfunding campaign, was the Museo Palazzo Madama's only hope in acquiring the work of art
With an acquisition budget of €0, the museum launched the first Italian museum crowdfunding campaign as its only alternative to acquire a 42-piece Meissen porcelain service dating from around 1730,
The success of this crowdfunding campaign can be ascribed to three main factors: quality of the artwork, quality of the organisational process and quality of the museum's participatory approach. 1. Quality of the artwork:
Museo Palazzo Madama and its crowdfunding campaign. Enrica Pagella 40 41 d'Azeglio, a family that played a leading role in modern Italian history and
and the city through crowdfunding the campaign to acquire the service. 2. Quality of the organisational process:
In December 2012, the museum's main stakeholders were approached in order to gather ideas and gain consensus and support.
This included counting the number of donations, the amounts raised and the effects of the social media communication campaign.
forms of communication, 42 accessibility and a focus on visitors'real needs; an analysis and application of visitor studies;
All of these had paved the way for the success of the crowdfunding campaign by creating a sense of community that generated an emotional connection that people feel
'FACING SUCH AN EXCITING STORY, THE PUBLIC ANSWERED THE CALL TO PLAY THE PART OF REAL"ACTORS"BY ENSURING A HAPPY ENDING FOR BOTH THE MUSEUM AND THE CITY THROUGH CROWDFUNDING THE CAMPAIGN'.
Perhaps this is the only thing that distinguishes museology from any other form of scientific communication.
i e. to transform Europe into'the most competitive and dynamic knowledge-based economy in the world, capable of sustainable economic growth with more and better jobs and greater social cohesion'.
2. Sustainable development-the'green'economy; low carbon emissions; efficiency of resources; and competitiveness; 3. Inclusive growth-enlarged labour market and specialisation;
a high employment economy delivering social and territorial cohesion. Tracking the progress of growth within each priority area will be evaluated against five measurable headline EU-level targets,
and private investment levels in this sector to 3%of the EU's GDP; Social inclusion-lifting at least 20 million people out of risk of poverty or exclusion.
However, if all revolves around the economy 49 and job creation, and the word'culture'is mentioned hardly in the EU 2020 Strategy,
as embodiments of citizens'sovereignty and as vehicles for mitigating the effects of capitalistic economies on inequality by redistributing global wealth through welfare.
in order to recover from that crisis they must restore the conditions for economic growth on which a basis of fair redistribution of wealth can be achieved.
If Europe wants to promote the founding values of the European project such as democracy, human rights and rule of law, equal rights and opportunity for all, peace and prosperity, decent education and standard of living,
this opportunity will surely be missed. This implies a completely new approach that is not based only on economic resources.
Rather, such an approach will require investing in the development of social capital, which ultimately depends on the cultural capacity of citizens and on the quality of their everyday life experiences.
After testing new cooperation methods and partnerships by stakeholders-the EU 55 Commission, the EU Parliament,
and stakeholders think about culture and its role in society. Culture enables evolution and human development and should be understood as one of the key components towards citizenship and a new social contract.
it should not come as a surprise that a majority of citizens does not consider cultural policy AS'SUCH AN APPROACH WILL REQUIRE INVESTING IN THE DEVELOPMENT OF SOCIAL CAPITAL,
Partner with citizens'organisations and the civil society at large in search of convergences to make a positive difference on the accumulation of social capital.
57 act as learning environments and challenge the beliefs of individuals or groups; in short, they provide experiences that impact those essential cultural capacities that are the elementary components of social capital.
If understood and managed as complex realities to be embedded fully into the society for its ultimate benefit,
Despite good will, political decision-making is still much more about balancing demands from different and often opposed constituencies.
activism and campaigning, communication initiatives and targeted projects, which will provide organisations or individuals with the opportunity to join.
By paving the way for new and stronger partnerships and giving space to experimentation whilst welcoming and integrating newcomers,
which all actors can directly benefit by contributing to the growth of social capital in Europe
The changes we see all around us-from communications, to education, to business and to medicine,
and shape their environment. Where does the unique project'Europe'come into the reframing of our common values and the creation of this new narrative?
a UK based not-for-profit organisation that works with a network of 23,000 museums to open up their collections for discovery and use.
Nick Poole studied modern and medieval languages before working first as a portrait painter and then in investment banking.
Jorge Wagensberg is the Scientific Director of the Foundation'la Caixa'and the former Director of the Area of the Environment and Science at'la Caixa'.
and implementation of new business models that will support Europeana in fulfilling its mission as'distributor, facilitator and innovator'.
'Prior to Europeana, Mr. Verwayen worked at the Amsterdam based think-tank Knowledgeland where he was responsible for business model innovation in the cultural heritage sector.
Mr. Verwayen has published several articles including'Business model Innovation Cultural Heritage'(2010),'A business-model perspective on end-users and open metadata'(2011) and the white paper'The Problem of the Yellow Milkmaid, a Business model
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