Abstract
In the last five years, a growing number of local, state, and federal government entities have created innovation offices and appointed chief innovation officers to: -Encourage an ethos of innovation -Pursue specific projects -Augment the work of existing departments These innovation offices represent a potentially powerful pathway toward a responsive, adaptive, and efficient 21st century government To date, there has been no systematic study of this trend, although there are several partial lists of government innovation offices categorized by mission or approach As more government entities consider innovation offices, a systematic treatment of existing offices is needed This report attempts to fill that void by looking at the following: their missions, structural models, the factors that go into creating and sustaining an effective office, possible ways of evaluating the effectiveness of innovation offices, and success factors
