XXII. MEZINÁRODNÍ KOLOKVIUM O REGIONÁLNÍCH
VĚDÁCH. SBORNÍK PŘÍSPĚVKŮ
22nd
INTERNATIONAL COLLOQUIUM ON REGIONAL
SCIENCES.CONFERENCE PROCEEDINGS
Place: Velké Bílovice (Czech Republic)
June 12-16, 2019
Publisher: Masarykova univerzita (Masaryk University Press), Brno
Edited by:
Viktorie KLÍMOVÁ
Vladimír ŽÍTEK
(Masarykova univerzita / Masaryk University, Czech Republic)
Vzor citace / Citation example:
AUTOR, A. Název článku. In Klímová, V., Žítek, V. (eds.) XXII. mezinárodní kolokvium o regionálních
vědách. Sborník příspěvků. Brno: Masarykova univerzita, 2019. s. 1–5. ISBN 978-80-210-9268-6.
DOI.
AUTHOR, A. Title of paper. In Klímová, V., Žítek, V. (eds.) 22nd
International Colloquium on Regional
Sciences. Conference Proceedings. Brno: Masaryk University Press, 2019. pp. 1–5. ISBN 978-80-
210-9268-6. DOI.
Publikace neprošla jazykovou úpravou. / Publication is not a subject of language check.
Za správnost obsahu a originalitu výzkumu zodpovídají autoři. / Authors are fully responsible for the content and
originality of the articles.
© 2019 Masarykova univerzita
ISBN 978-80-210-9268-6 (online : pdf)
 
 
 
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DOI: 10.5817/CZ.MUNI.P210-9268-2019-49
INNOVATION ACTIVITIES IN LOCAL SELF-GOVERNMENT
Inovačné aktivity v miestnej samospráve
MAROŠ VALACH
MICHAL CIFRANIČ
Katedra verejnej správy
Fakulta európskych štúdií a regionálneho rozvoja
Slovenská Poľnohospodárska Univerzita v Nitre
Department of Public Administration
Faculty of Europ. Studies and Regional Development
Slovak University of Agriculture in Nitra
 Tr. A. Hlinku 2, 949 76 Nitra, Slovak Republic
E-mail: maros.valach@uniag.sk, michal.cifranic@uniag.sk
Annotation
The paper deals with the identification, analyses and evaluation of innovative environment and innovation
activities of the district town Martin, which is located in the Žilina Region of the Slovak Republic. The objective
was to analyse the innovation environment, identify implemented innovations and evaluate funding, as well as
institutional context of innovations. Both, primary and secondary data have been used to process the analysis of
innovation activities in selected local self-government. To gain primary data we have used the research method
structured interview. The town Martin realizes the importance of innovations for increasing the effectiveness of
the working process and quality of the provided services, therefore, it tries to create and implement innovations
within its financial, personal and organizational capacities. Based on the research results, innovations aimed at
providing new services and product innovations dominate within innovative activities. Identified innovations can
be classified as incremental innovations.
Key words
innovations, innovation process, implementation of innovations
Anotácia
Cieľom príspevku je identifikovať, analyzovať a zhodnotiť inovačné prostredie a aktivity okresného mesta Martin,
ktoré je lokalizované v Žilinskom kraji Slovenskej republiky. Dôraz bol kladený na zhodnotenie inovačného
prostredia, identifikáciu implementovaných inovácií, zhodnotenie financovania inovácií, ako aj inštitucionálneho
kontextu ich tvorby. Pre spracovanie analýzy inovačných aktivít vybraných miest boli použité primárne aj
sekundárne údaje. Pri získavaní empirických údajov sme použili dopytovanie ako metódu priameho zberu údajov
pomocou riadeného rozhovoru. Mesto Martin vníma dôležitosť inovácií a v snahe o zvyšovanie efektívnosti
procesov prebiehajúcich na mestskom úrade a kvality poskytovaných služieb občanom, sa usiluje o zavádzanie
inovácií v rámci svojich rozpočtových, personálnych a organizačných možností. Na základe výsledkov výskumu
možno konštatovať, že medzi inovačnými aktivitami mesta Martin prevládajú inovácie zamerané na poskytovanie
nových služieb. Identifikované inovácie môžeme zaradiť do skupiny inkrementálnych inovácií.
Kľúčové slová
inovácie, inovačný proces, implementácia inovácií
JEL classification: O31, R50
1. Introduction
Innovation was considered as an important development factor already by significant Czech-Austrian economist
Josef A. Schumpeter (Jiříček, 2014). According to Adámek et al. (2015) innovation theory has been shifted over
time from the linear view on innovation (a straight line from science and technology to innovation) to a non-linear
and more dynamic view. The latter requires taking into account interactions between a range of factors in the wider
innovation system, such as entrepreneurship, diversity of ideas, cooperation, and marketing, design, attracting and
developing human capital, governance and the organization of innovation.
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Innovation is an essential element to generate sustained economic growth. But, we cannot speak of innovation
without a high level of education (Mihaela, Titan, 2014). Innovation defines something like ’adds value’. In
general, innovation is only regarded to have been occurred if it has been implemented or commercialised in some
way. This means that innovative activity is not something that can occur separate from the university’s core
activities; rather it must involve the coordination of various inventive, learning and implementation skills
(Hanáčková, Bumbalová, 2016). According to Smeureanu, Isaila (2011) the innovation process is decisive in
knowledge society. This is explained by the fact that, this society is based on the knowledge management, new
technological knowledge production and their dissemination through more efficient electronic means, including
e-learning.
According to the OECD (2014), innovations can be differentiated, based on their character, into technical
(innovation of products, services, technological and administrative innovations) and non-technical (marketing and
organizational innovations). Based on the motif of origin, technology push and demand pull innovations can be
recognized. Types of innovation, in terms of scale of changes, were defined by Mulgan, Albury (2003)
as incremental, radical and transformational/system. Widrum (2003) classifies innovation in public services as
conceptual, political, and systemic. Franková (2011) further distinguishes innovations according to their content
and the degree of originality to imitating and original. Gassman, Enkel (2004) defines three types of open
innovation process:
 Outside – in process – it increases the innovation capacity of an organization through integration of knowledge
from the external environment with internal knowledge basis,
 Inside – out process – it increases usage of organization’s capacity through transformation of internal
knowledge towards the external stakeholders,
 Combined process – combination of the two previous processes, it is characterized by creation of
lasting alliance with external partners.
According to Cheah (2016) each innovation process has to start with some specific and creative idea and end by
its implementation. Individuals as well as teams are involved to the whole innovation process. The first step
involves productive ideas for improvement of existing goods and services or by development of new products and
services. These ideas are collected, evaluated, implemented and developed as well. Christensen et al. (2016) add
to this issue that understanding of innovation process is a fundamental step in successful innovation management.
This process includes basic features such as exploration, choice, implementation and learning.
People assume that creating new ideas is the beginning of the innovation process, but according to Clark et al.
(2010) is not a correct and complete statement. Ideation occurs in the middle of the disciplined innovation process.
He explains that ideas are indeed the seeds of innovation, but innovation is a core element of our organizations’
strategy, so we have to start the innovation process itself with strategic thinking to assure that the outputs of
innovation are fully aligned with our strategic intent.
In fact, there is a different approach in implementing of innovative practices in the private and public sectors (Jans
et al., 2015), while the practice of the public sector is perceived less dynamically (Christensen et al., 2016). The
reason for this may be the fact that the incentives for innovations in the public sector are rather the
results of political and legislative efforts than the market forces and, moreover, their implementation is often
accompanied by a lack of financial and personnel resources (Rusaw, 2007). By innovations in local selfgovernment,
we understand intentional changes that lead to new and better services, processes, or ways of
organizing activities at all levels of the organization throughout the whole innovation process (Valach, 2014). In
services, innovation is interpreted as a process in which organizations do something new, bring new processes to
life, create new goods or services or introduce a new way of interorganizational relationships.
Staroňová et al. (2012) state that in case of the public sector, rather than defining innovation, it is more useful to
focus on individual innovation attributes, which they define as follows:
 Change of status quo - innovation is referred to as the introduction of something new,
 Quality change - a change in the structure of an organization that is sustainable, new and large
enough to change the nature and functioning of the organization,
 Intentional change - intention is a decisive feature, by which innovation differs from other changes.
The effective direction of the innovation process is based on three main assumptions: the existence of an
institutional framework for the innovation process, the identification of prototypes of development systems and
the existence of leading actors in the innovation process (Fichter, Clausen, 2013). According to Nijkamp,
Siedschlag (2011), the strength of the innovation system depends on links to the whole system, on the government
policy and on institutions that support innovation.
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2. Aim, Methodology and Methods of Research
The aim of the paper, which has form of a case study, was to analyse and evaluate the innovative environment and
innovation activities of the district town Martin, which is located in the Žilina Region of the Slovak Republic.
Attention was also paid to factors influencing the emergence, promotion and success of innovations, key issues
and barriers to the innovation process. Both, primary and secondary data have been used to process the analysis of
innovative activities. We have used the method of structured interview to obtain empirical data. The aim of the
interview was to obtain quantitative and, in particular, qualitative data and information that allowed us to identify
and analyse the state and the level of implementation of innovation to increase efficiency, performance and quality
of services provided by local self-government. The observation period was set at 8 years. Structured interviews
took place in October 2018, with the superintendent of the municipal office and deputies of the municipal council.
The main parts of the interview were focused on:
 Incentives for innovations and types of implemented innovations – for defining the innovation type, the
classification stated in the Table 1 was used,
 Education and cooperation in the area of innovations – analysis of forms of education and types of cooperation
with institutions in the innovation process;
 Financial resources for innovations – quantifying municipal expenditures spent on innovation and describing
sources of funding;
 Institutional context of creation of innovations and transfer of knowledge – a description of entities playing
an important role in the creation and implementation of innovation, a description of partnerships and networks
with entities and universities within the region, a description of the institutions coordinating the flow of
knowledge;
 Summary – defining the strengths and weaknesses of introducing innovation.
Tab. 1: Classification of innovations
Classification based on the origin of the
initial idea
internal
external
Classification based on the place of
introduction
innovation at the Municipal office and its organizational
units without legal personality
innovations in the organizations established by the
municipality
innovative support of the municipality in the territory,
according sectors
Classification based on the type of
innovation
innovation of service
innovation of process
organizational (administrative) innovation
conceptual innovation
political innovation
system innovation
Classification based on the frequency of
occurrence
incremental innovation
radical innovation
system innovation (reforms)
Classification based on the level of novelty imitating innovation
original innovation
Source: Hanáčková, Bumbalová, 2016
3. Results and Discussion
Martin town is the administrative and economic centre of the Turiec region and is legally defined as a centre of
the national culture of the Slovaks. This town is the seat of various organizations of state administration, cultural,
financial and social institutions as well. Martin is an independent territorial self-governing and administrative unit
of the Slovak Republic set up by Act No. 369/1990 Coll. about the municipal establishment.
3.1 Incentives for innovations and types of implemented innovations
The main incentive for innovation in the town Martin is above all the need to improve the quality of life of
inhabitants. Further, it is the need to meet their growing demands, to increase the efficiency of employees, to make
the work process at the municipal office more efficient, as well as the need for technological advancement and the
need for self-governments to follow new trends, to introduce change and to innovate mainly through ICT with an
emphasis on efficient management of public resources. Ideas for innovations come mostly from the internal
environment, which means from the employees of the municipality. Town Martin has few examples of innovation
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that arose thanks to its own ideas and vision. For example, Martin was the first town in Slovakia, which has its
own virtual tour of the municipal office. Another example is mobile application, called Stafino, because this is
also application, which Martin town introduced on the market, as the first in Slovakia.
When acquiring external stimuli for innovations, town Martin receives key incentives through training, Internet,
informal contacts and peer relationships. Representatives of the town also use professional consulting from
external companies and in many cases; the town uses its networks and organize an excursion directly into an
inspiring environment. Various innovations that are being used in the town Martin inspired people and authorities
abroad. For instance, multicard was introduced in Martin thanks to the idea in Žilina region and SMS notifications
about crisis occurrence, cultural events or weather were taken from Czech Republic, etc.
Innovations in services, process innovation and organizational innovation dominate in terms of types of innovation.
The willingness and effort of municipal employees are important aspects in the process of transforming the idea
into a concrete form. However, not all employees are seen as innovators. In some departments (e.g. registry,
economics, etc.), whose competencies are mainly given by the state, the employees act more as administrators.
Contrary, in areas such as environment, culture, transport, or investment development, employees are expected to
bring new solutions and proposals.
3.2 Education and cooperation in the field of innovations
Education of municipal employees is a very important part in case of innovation. Education process has few steps
and depends on the kind of project. This process includes many types of courses, trainings, various forms of
preparation, studying and observation of another institutions in terms of innovation, etc. Cooperation with other
municipalities and companies in case of innovation is also essential for town Martin. The importance and power
of cooperation depends on specific project and could be used in many forms. Each project needs different form of
cooperation, various people and organizations as support as well. Town Martin is trying to cooperate with every
institution in the process of innovation. Quality of the informal relationships within the institutions in the region
and outside of the region is also on the same level. Work performance and all kinds of relationships are based on
ethical codex, which means that formal and informal relationships are equal and do not influence work in municipal
office.
3.3 Financial resources for innovations
The town Martin does not have specific financial funding allocated for innovation every year. However, the town
is able to allocate required amount of money for particular innovation, which is needed. In the following Table 2,
we can see specific financial sources, which were used for creation and implementation of concrete innovation.
Tab. 2: Financing of innovation
Specific Innovation Year of implementation Financial Amount in €
SMS info channel 2010 17 309,00
Electronic guard of seniors 2011 17 000,00
Town card 2012 Free of charge
Non-traditional forms of education 2013, 2014, 2017 35 748,00
Bike trails 2012 1 041 737,00
Activities at the Registry office 2014 Ministry of Interior
Centre for City Legal Counselling 2015 Free of charge
Social informant 2015 2 860,00
Virtual municipal office tour 2015 950,00
Community centre 2016 245 312,31
Interactive panels 2017 89 492,61
TOTAL 8 years observed period 1 450 408,92
Source: own processing
From these data we can summarize that Martin town invested financial sources in amount of 1 450 408.92 euros
to the area of innovation during our observed period.
3.4 Institutional context of innovation creation
In Turiec region exist a few developed partnerships and networks and Martin town is one part of it. For instance,
many forms of civic associations, foreign partnerships with 8 towns or regional organization of tourism, etc. Martin
town can boast stable relationship with universities in the region. One of the most frequent relationship is with
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Comenius University, specifically Jessenius Medical Faculty, which is situated right in the centre of Martin.
Municipal office supports students of this University in many forms, like subsidies, grants, courses, various
discounts, different forms of research, etc. There are many foreign students studying at this Faculty, mainly from
Norway, but also Czech Republic, Hungary, Poland. In Martin, there is no person or institution that coordinates
the flow of knowledge and innovation in this region.
3.5 Summarization of strengths and weaknesses
Martin town considers all kinds of its innovation as strengths, for instance mobile applications, multicard,
messages notification about city´s events, or instruction visual boards for visitors, virtual tour of the municipal
office and many more. Other strengths in this town are: development of parking spaces for disabled people, high
recycling level of municipal waste, standardized anti-corruption measures in many sectors and reconstruction of
road communication. Among the weaknesses belong a lot of parameters, for instance lower level of financing
sources for innovation, insufficient support of innovation in self-government or failure to meet targets within
specified deadlines. The most crucial weakness of Martin town was receivership that caused suspending less
important functions for the functioning of self-government and slowing down the process in many areas, and in
the field of innovation and new projects as well.
3.6 The most important innovations implemented in town Martin
SMS info-channel
Since November 2010, town Martin has been informing its citizens about crises, meteorological warnings or other
important events in the town by SMS info-channel. These info - notifications are used by more than 5 000 citizens.
It is free service of this town, which is covered from municipal budget. This new and modern information system
replaced obsolete way of informing citizens via broadcast and radio in the past. Citizens, who are using this free
news service, are always informed about crises, in the case of flood threat, meteorological alert, road closures, but
also information about meeting of elected representatives with citizens, specific events organized in Martin town
or waste collection. Financial costs for this type of innovation are different each year. These costs are used for
activities of info channel in form of annual fee for updating of software, regular monthly fees for administration
and network management and payments for SMS massages which were sent to users. The financial costs in the
last 4 years were:
 Year 2014 – 4 810 euros;
 Year 2015 – 5 068 euros;
 Year 2016 – 6 262 euros;
 Year 2017 – 1 169 euros.
Electronic guard of seniors
This innovation won a few prices and IT awards, such as „Innovation of the Žilina region“ in 2011 or „IT project
2011“ and Martin town was the first self-government that put it into practice. It is communication and localization
system for elderly people using modern telecommunication technologies for their help and emergency situation.
Electronic guard of seniors is small mobile device with SIM card. Seniors can call an operator of the operating
centre by pressing the button. Thanks to GPS technology, the device exactly knows where the senior is located.
The advantage of this device was that it works not only in household but also in the exterior, which means that
seniors can take it everywhere with them. Automatic alarm was another service connected with this device, in case
of rapid change of seniors´ position - fainting. This project of Martin town was created in cooperation with Orange
- provider of mobile network, YMS Group - provider of yLocator and Falck Záchranná, which is the largest rescue
service provider in Slovakia. Each of these companies provided their technology and services free of charge to this
project.
Town card
This multifunctional card was introduced in 2012. It is card used primarily as a transport card for traveling in
public transport. Apart from cheaper travelling, the card also offers more favourable purchases of goods and
services in almost 140 facilities not only in the region of Turiec. This card is significant and useful mainly for its
users, but on the other hand, it has a few benefits for entrepreneurs who enter this discount system, too. Examples
of these advantages are as follows:
 Saving the costs in case of managing their own card system;
 Saving the costs in specific form of promotion and marketing tool;
 Free publication in the list of entrepreneurs who offer the discounts;
 Simple and single salutation for all cardholders in the form of e-mails;
 Acquisition of satisfied and favoured by discounts customers.
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This card can be used for purchasing goods and services, in field of tourism, accommodation, gastronomy and
even at sport, entertainment and free time activities. Financing of town card is based on the agreement about
cooperation between Multicard, joint-stock company, Žilina and Martin's self-government. Innovation was
introduced free of charge and monthly administrative fee is paid by users of this card.
Centre for City Legal Counselling
Residents of Martin town have been able to use free legal and mediation services since 2015. Legal advice is
provided by Martin's specialists from the legal services department and is focuses primarily on civil, administrative
and social law. Basis of this legal service is in providing guidance or advice in case of solving individual´s
problems, but also information which institution is responsible for resolving their issues. In the case of serious
issue, which has to be solved by the court, experts and professionals recommend clients to contact a lawyer or
mediator who will provide competent legal assistance and help them with the documentation necessary for further
action, such as proposals, suggestions, etc. The town does not provide service for processing of these documents
or legal aid provided by lawyers. This service is focused only on free legal advice and information needed for
solving citizens’ issues and is provided every Wednesday for 2 hours.
Centre for City Legal Counselling is financed according to mutual agreement between Municipal office and
mediator. Mediator provides mediation services free of charge for citizens in concrete day and on the other hand,
Martin town provides office premises for free for a mediator. Legal counselling is provided by employees of
Municipal office.
Social informant
Social informant of Martin town provides complex information for citizens in social sphere. It is a communication
channel which informs citizens about social services and social care provided in the town. Social informant was
published in PDF form in 2015 where people can find many useful information in this field. It includes the list of
social institutions, advice in case of any issues, contact information for the specific departments, possible social
benefits for health and socially disadvantaged citizens, etc. It contains complex, actual and useful information
without unnecessary waiting in the offices for each piece of advice.
Virtual municipal office tour
Martin town is the first self-government in Slovakia, which has its own virtual municipal office tour. It was created
in 2015 thanks to the collection of many pictures from Municipal Office. This virtual tour provides view and
outlook for everybody who is interested in how this office looks like. It brings people better and easier orientation
in this 6-storey building with more than 10 departments. This building is also the seat of the District Office;
therefore, virtual tour is so useful and necessary for its inhabitants but foreigners as well.
Interactive panels
From the innovation classification point of view we can include this type of innovation to the product innovation.
Basis of this innovation are interactive panels localized at the National Cemetery in Martin town. The main
objective of this innovation is promoting and propagation of the National and Cultural Heritage - The National
Cemetery in this town. Providing information about individual objects with monumental nature in area of this
cemetery thanks to modern, information, interactive and communication technologies. Interactive panels were
officially put into operation in November, 2017. This innovation and all processes are co-financed by additional
sources of Ministry of Culture and Ministry of finance of Slovakia. The amount of the costs of this innovation
consists of the following items:
 Costs for creating a database of the text and graphical information;
 Costs for creating a website with presentation of the National Cemetery, including interaction with a map;
 Costs for creating a mobile application (in the future);
 Costs for creating a QR codes including installation (in the future);
 Costs for purchasing electronic panels including internet connections;
 Costs for construction of furniture – benches and waste bin;
 Operating costs - electric energy, internet, technical and service support of website, webhosting, application
updates, updating of the editorial system, data backup, maintenance and repair of technical facilities, camera
and protection system.
In the following Table 3 we can see specific items and concrete financial amounts of this innovation in the National
Cemetery in Martin town.
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Tab. 3: Financing of interactive panels
Item name Amount in euros
3 informational panels 49 826,00
Construction works and connections 25 984,81
Projects (software and hardware) 6 216,00
Protected web browser for content management - sites,
screensavers, operating mode settings, etc.
1 850,00
Furniture (2 benches and waste bin including
installation of equipment)
1 228,80
Creation of website (www.narodnycintorin.com) 2 390,00
Technical and service support of website, webhosting,
data backup, updating of the editorial system (for 1
year period)
447,00
Processing of a digital map of the National Cemetery
for website use and an information panel
1 400,00
Creation of graphical files for screen savers on the
information boards
150,00
Total costs 89 492,61
Source: Internal document of Martin town, own processing
Additional monthly costs for operation of interactive panels are financed from municipal budget of Martin town.
These costs include care and treatment of graves, protection and camera system performed by municipal police
and updating of information performed by municipal employees as well.
Conclusion
Nowadays, the importance of innovation is on extremely high level. Innovation has the power for improvement of
processes in many scientific disciplines. Innovations are seen as an important issue not only in the private sector,
but also in the public sphere. Self-governments are aware of the importance of innovation and in order to increase
the efficiency of the work process and the quality of the services, they seek to create and implement innovations
within their financial and personal capacities.
The main incentive for innovation in the town Martin is to improve the quality of life of inhabitants. Further, it is
the need to increase the efficiency of employees, to make the work process at the municipal office more efficient,
as well as the need for technological advancement. Ideas for innovations come mostly from the internal
environment, which means from the employees of the municipality. Representatives of the town also use
professional consulting from external companies and in many cases; the town uses its networks. Martin town does
not have specific financial funding allocated for innovation directly in the budget. However, the town is able to
allocate required amount of money for particular innovation, which is needed.
Innovations in services, process innovation and organizational innovation dominate in terms of types of innovation.
When implementing innovations, municipalities have to also cope with problems and shortcomings. Not all
employees are innovators and want to bring something new to the municipality or to change the work processes.
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This paper was supported by the project KEGA no. 024SPU-4/2017 “Creation of modern textbooks in Slovak
and English language for new study programs”.