"Nordstern" project heading for new shores

Asked whether the experiment has proved successful, Rengel stressed: "Absolutely. The pop-up office has exceeded our expectations. The interdisciplinary collaboration developed a tremendous dynamic in a very short time and led to very concrete results." This comes after nearly four years of supporting gradual transformation in the district office. The pop-up office in early May led to three key findings: "Firstly, everyone can make a difference. That should not be taken for granted in an office that implements the decisions of specialised authorities." Co-operation can be well organised. Hierarchical structures, for instance, are not set in stone; feedback at eye level enables learning and overcoming many challenges together, Rengel pointed out. Meanwhile, staff in the district office have redesigned the canteen, which was closed during the pandemic, and turned an unused space into a 'creative canteen'. Now, people can get to know each other there. That encourages them to share their knowledge in a regenerative space.

"The district office houses the offices for basic security, social welfare as well as youth and family support. The employees are constantly dealing with difficult cases that also have to be dealt with mentally," said Rengel. That is not always easy, given the budget constraints and the lack of qualified staff.  Finding the right balance between innovation and stability amidst the pressures of day-to-day business takes time. To this end, the pop-up office has come up with new events, such as a short, online lunch break meeting or the "corridor café", a cross-departmental meeting over coffee in one of the many long corridors. Such innovative approaches to knowledge transfer can motivate employees and benefit citizens, said Rengel.

One of the three key findings was the importance of agile methods and digital tools for efficient, collaborative work, Rengel said. "This is particularly true in terms of the current employee structure many of whom are expected to retire in the next five to ten years. Thus, finding and retaining employees is becoming increasingly important." Traditional structures, which are often associated with district offices, are not exactly a pull factor unlike meaningful activities. "Many of our employees are passionate about their work and we need to keep them that way." Several prototypes of an ideal district office were imagined and developed during the pop-up office. Noticeably, all of designs were characterised by diversity, openness and a focus on citizens’ needs, Rengel pointed out.

Meanwhile, many of the findings from the pop-up office have been integrated into everyday working life. "Stepping out of our bubble and rethinking solutions with the help of Hamburg Kreativ Gesellschaft has really helped us." The ideal district office could become tangible in 2027. Then, some 850 employees are due to relocate as the current office on Kümmelstrasse is in need of refurbishment. However, plans for a new 13-storey building in Barmbek have been shelved for cost reasons. The district office will instead move into the Arne Jacobsen building in City Nord after energy-efficient refurbishment. The rescheduling prompted Rengel to remark: "We are now thinking iteratively. The world is changing very quickly and the culture of learning and innovation that we established thanks to the pop-up office helps us deal with it." 
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