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København – Århus www.damvad.dk Nordic project on the development of Public Innovation Metrics Carter Bloch Brainstorming session on measuring innovation.

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Presentation on theme: "København – Århus www.damvad.dk Nordic project on the development of Public Innovation Metrics Carter Bloch Brainstorming session on measuring innovation."— Presentation transcript:

1 København – Århus www.damvad.dk Nordic project on the development of Public Innovation Metrics Carter Bloch Brainstorming session on measuring innovation in Education, June 11 2009, Paris Measuring Public Innovation: Toward a common statistical approach

2 Background for project – funding support Project initiated by: Danish Ministry of Science, Technology and Innovation Other Nordic contributors: –Nordic Innovation Centre (NICe) –Research Council of Norway –Innovation Norway –VINNOVA –SALAR (Swedish Assoc. of municipalities and regions) –Finnish Ministry of Enterprise and Employment

3 Participants Denmark: –DAMVAD (Carter Bloch, Torben Vad, Mark Riis, Lydia Jørgensen) –CFA (Peter S. Mortensen, Ebbe Graversen) –Statistics Denmark (Jens Brodersen) –Danish Agency for Science, Technology and Innovation, Denmark (Thomas Alslev Christensen, Jesper Rasch and Hanne Frosch) Norway: –NIFU-STEP (Johan Hauknes, Stig Slipersæter) –Statistics Norway (Frank Foyn, Lars Wilhelmsen) Finland: Statistics Finland (Mikael Åkerblom) Sweden: Statistics Sweden (Roger Björkbacka, Per Annerstedt) Iceland: RANNIS (Thorvald Finnbjørnsson) Collaboration with UK (NESTA; DIUS) Hope to collaborate with other countries within NESTI Task Force Eurostat Pilot studies (Denmark and Finland have applied)

4 Background for project National interest in Public sector innovation in Nordic (and other) countries –Demographic changes necessitate innovation –Competition with private service providers –Better quality services to citizens However lack of systematic data on public sector innovation. –Hinders efforts to better understand and to promote public sector innovation

5 Main objectives Develop framework and questionnaire for collecting internationally comparable data on innovation in the public sector –Conceptual framework –Survey methodology –Studies of user needs –Respondent interviews and testing

6 Main objectives Primary focus: generic survey instrument that can be applied across govt levels and public sector activities Goal: include main public sector activities, all three levels of govt, front-line service delivery institutions (hospital wings, schools, etc) Examine option of additional sector-specific modules Examine how innovation data can be used together with output data (often from other sources). –Project website: www.mepin.euwww.mepin.eu

7 Time line for project work Started in November 2008 Nov-Feb, 2009: Background work March-Aug, 2009: –Meetings with user groups, –interview respondents, cognitive testing –conceptual framework/indicators and survey methodology. –Pilot questionnaire. Fall 2009: –Small-scale testing of questionnaire –Deliverables on first stage of work –Workshop for preliminary results (November). 2010: –Pilot test studies

8 Implications for Indicators - Overview Innovations – definition and types –Oslo Manual as starting point Unsuccessful innovations Innovation outputs (qualitative only) Innovation input (Oslo Manual as starting point, though quant measures likely more difficult for public sector) The Innovation Process –Innovation capability (what do organisations do to structure and promote their innovation activities – and how able and ready are they?) –Linkages (by type of partner; more than just cooperation) –Drivers and barriers to innovation (actors and factors) Cross-cutting themes to be covered: ICT, HR, Procurement

9 Implications for Indicators/pilot questionnaire Innovations – definition and types –Oslo Manual, Product-process-organisational seems like a suitable starting point. However, a number of questions on whether these types can be distinguished Marketing innovations? –Perception by many that changes mandated by policy directives, rules, cuts are not automatically innovations –Ask for examples – disseminate examples Unsuccessful innovations –Innovation projects that have been abandoned, Implemented innovations that have failed –Ask for examples –Give reasons why not implemented or why a failure –Impacts of these unsuccessful innovation projects (learning effects vs. no- more-experiments attitude)

10 Innovation inputs Oslo Manual as a starting point (activities y/n; resources) Questioned: validity/reliability and interest in quantitative estimates How to collect? OM approach? –Estimates based primarily on budgets/accounts of innov.- projects? –Estimates also based on loose estimates? –Separation between R&D and non R&D (in-house; extramural) ? respondents may be seeing def of R&D for the very first time… Additional questions related to procurement here?

11 The Innovation Process We ask about innovation inputs and outputs; other questions essentially are collecting data on the innovation process: –Innovation capability (what do organisations do to structure and promote their innovation activities – and how able and ready are they?) –Linkages –Drivers and barriers (actors and factors)

12 Innovation capability some potential example questions Innovation strategy Specific goals, targets for innovation activities Development department Activities organised in innovation projects Individuals charged with supporting the development and implementation of innovative ideas Procedures for reviewing/assessing innovative ideas for further development and implementation Regular evaluation of innovation strategy, innovation processes Systematic procedure for gathering external knowledge Part of staff work time explicitly devoted to innovation Innovation-related training/courses for mgmt, staff Staff incentives for generating innovative ideas

13 Linkages Interest in linkages appears to go beyond Cooperation: Y/N This suggests asking small set of interaction-related questions by type of partner (potential examples): Businesses –Innovation cooperation –Collaboration in provision of services –Outsourcing –Use of external innovation specialists Users –Innovation cooperation –Analysing user needs –Meetings/hearings with users –Gather information on users through daily operations Other public institutions –Innovation cooperation with public research inst. –Innovation cooperation with other public inst.

14 Drivers and Barriers Can this be formulated as one question; ie where respondent can mark whether each impact is positive (a driver) or negative (a barrier)? Split the drivers/barriers in actors and factors? Long lists of potential drivers/barriers available from former ad-hoc surveys.

15 Other areas that can potentially be treated as cross cutting themes ICT HR Procurement practices


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