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Editor's Notes

1. Thank you for the opportunity to share some of our knowledge on the Danish Innovation Barometer. Maja and I will do our best to answer any questions you might have. However, if they reach a certain level of detail, we will have to draw on our colleague Ole Bech Lykkebo, who is the project manager on the Innovation Barometer, and unfortunately couldn¡¯t be here today. I¡¯ll run you through the basics: What is the Innovation Barometer What has the Innovation Barometer told us Why did we take on this project? What are the next steps for us, and what tricks of the trade can we pass on to others who might be interested in venturing down the same road?
2. The Innovation Barometer was prepared in a collaboration between the National Centre for Public Sector Innovation, Statistics Denmark and Danish Centre for Studies in Research and Research Policy at Aarhus University. It contains data concerning 2013+2014. The study was conducted in accordance with the EU and the OECD Guidelines for innovation statistics as described in the Oslo Manual. For the first time in history this provides us data parallel to what has been collected on private sector innovation for 20+ years. The study is based on a representative random sample of public sector workplaces. 1.255 workplaces from all three levels of the public sector: central, regional and local, all over Denmark took part. Responses at the individual local institutions. At the prisons, schools, hospitals and kindergartens.
3. So what are the main results? 86% of the workplaces are innovative. If we break down this overall figure in to types of innovations, we see that: 78% are innovations in methods of organization or processes 55% are innovations of services 50 are innovations in methods of communication 41% are product innovations. And no fewer than 45% of the innovations fall in to more than one category. Whereas the market pressure is an important driver for innovation in the private sector, we see that political decision making is pivotal for public sector innovations. This goes for both the national legislative political decisions and the local political decisions. We also see that, as well as in the private sector, innovations are employee-driven.
4. So why oh why did we take on this venture, that experts told us would be a 3 year project, and we needed done in 1 year? We decided to take the project on in order to... provide the individual public sector workplace with a basis for inspiration to work with innovation improve the foundation for public sector decision-making establish an open set of data that will allow researchers from all over the world to develop a deeper and richer understanding of public sector innovation. And to provide us with data, where before we could only rely on our gut feeling as to the state of public sector innovation. And to our delight, that has resonated with our peers and ¡°customers¡±. The main products are two print publications: the preliminary report and the final report in the shape of a book. And two websites the main site structured around segmented results from the data and Innovationstesten, where you can benchmark your workplace to other public sector workplaces ¨C based on the original data. Our own experiences as well as an expert evaluation of the barometer tells us that: Local politicians and managers find inspiration for better decision making in both the data and the benchmark-tool. The benchmark-tool provides a data-based foundation for conferences on public sector innovation and management. Data from the Barometer has been used in newspaper articles as well as in further research on the public sector. The representative survey data from the study is available for research institutions (also foreign institutions). Thus it can be ¨C and has been ¨C combined with other sources of research data such as register based data. This means that we now know that there is a similar pattern in the public and private sector: Having a considerable number of highly educated employees increases the likelihood for developing new services/making service innovation happen. Last but not least: It has been a tremendous asset in our own everyday work. We hardly ever give presentations without including insights from the barometer. It has given us a solid foundation for all of our work with evaluation, internships, networks, and diffusion. Background: Foreign researchers can get access to micro data through an affiliation to a Danish authorized research environment. Access is given to anonymized micro data, i.e. data at an individual public sector workplace level. Access takes place through researcher¡¯s own pc over the Internet.
5. So what are our next steps? Well¡­ literally last week we signed a new contract with the Danish Statistics Agency on gathering data for the years 2015+2016. We expect to publish Innovation Barometer 2.0 in a years time. What Tricks of the trade can we pass on to you who might be interested in taking on a similar venture? Prepare yourself for doing a lot of hard work. There are no short cuts when doing a large scale national survey! Involve from the very beginning. We collaborated with experts and practitioners from the very beginning. In adjusting the survey. In focusing on sensemaking and cognitive testing. This has established a legitimate foundation for the the process and the end results of the barometer. This is also a way of rethinking implementation of the survey ¨C involving experts and practioners from the very beginning establishes and enhances their ownership of the results. Go slow to go fast! This also goes towards the end products: The book has more than 200 contributors: cases, expert citations etc. Make strategic choices in communication: Sharing is caring! Make it easy to share and use concrete and partial results. This goes for print as well as web. Whether we like it or not we live in a social media world, where our attention span according to some experts is rapidly decreasing and we have to sort through so many inputs and information each day. Help your users and stakeholders: Make it easy to share the data and insights! Break the cases and points down in print and on web, so that they can be shared individually. Include peoples contact info in the case descriptions. Enable innovators to share and meet without you being the gatekeeper. Baggrundstal: 88 infografikker, cases etc.
6. Thank you so much for your time. I¡¯ve included links for finding ressources in english, and we¡¯ve brought a printout of the main results. Maja and I will be glad to answer as many of your questions as we can.