Video:Holon’s Digital City Square – Concept

It is over two decades now that both our city and municipal practices are a reflection of a unique vision which sets our long and short run policies and goals. The vision, which was continuously updated over the past few years using a wide public-participation process, is divided to several main chapters relating different aspects of the city life and municipal responsibilities. Among them you can find community, education, industry and trade, culture and leisure and of course – Holon, The Children’s City, our city’s DNA and identity which reflects in each and every one of the city practices.

An entire chapter of the city’s vision refers to the municipality vision, stating: “The municipality encourages innovation, follows the principles of the multidisciplinary management and promotes cooperation, knowledge based decision making and the use of technological means”  This Mission Statement should lay the foundations for our Digital Vision – a necessary organizational tool which will adjust our city’s strategic plans to the era where technology evolvement has a crucial influence on both reality and consciousness, privately and publicly.

Our obligation as the policymakers is to incorporate our citizen’s perspective into the decision-making process, keeping in mind that we are not only providing them with service but also with the best costumer experience possible.

This adjustment of the system, the strategic plans and strategic assets to the digital age will be implemented using our new work method “Collective Impact”, launched earlier this year, which sets the goal of creating a horizontal collaborative platform, promoting a synchronized execution of our municipal goals while considering long-term implications, adjusting our citizens needs and measuring and analyzing results further along. This method allows us to self-reflect by asking a line of questions – what made us choose these specific assets to begin with? What our aspirations are? What are the significant changes we ask to create in our citizens’ lives? What our desired outcomes are? For example – while evaluating our unique assets, identified with the city – The Children Museum, The Mediatheque, The Design Museum and The Story Gardens we must reflect on how these assets benefit our citizens, particularly our children. How can we use them in order to empower our children and transform them into curious skilled citizens of the new world – aware, involved, cultured and enlightened human beings?  One of the first steps towards meeting this goal is training the municipality and the subsidiary companies employees with digital skills being the transformation agents.

 I have no doubt in my mind that the right strategic plan derived from a solid digital vision has the power to maximize these assets value and to march The Children’s City to the next level.

The digital vision is a significant opportunity to take our next big leap forward. In order to maximize its execution level we must define our desire outcomes and to put our joint efforts into an empowering collaboration process while all functions aims towards meeting our shared municipal goals.