Modernizing Human Resources at the Internal Revenue Service

This project describes the many human resource innovations that have taken place in the Internal Revenue Service over the past five years. Organizational human resource innovations include splitting the personnel function in IRS into three parts: the Office of Strategic Human Resource Management, agency-wide Shared Services, and "embedded" human resource units in each of the major operating divisions. This project also describes the use of broadbanding at the IRS.

Six Practical Steps to Improve Contracting

The IBM Center and George Mason University co-sponsored a series of breakfast seminars over the course of 2008 with a series of acquisition experts who constituted the Acquisition Reform Working Group. They believed that whoever won the election, contracting issues would be on the front burner. With the passage of the Stimulus Bill, having an effective federal contracting function will be critical to the success of the Bill.

Understanding Innovation: What Inspires It? What Makes It Successful?

Public sector innovation may be considered an oxymoron, but for 15 years the Ford Foundation and John F. Kennedy School of Government at Harvard University have been identifying innovative public sector programs at the state, local, federal and tribal government levels through the Innovations in American Government Awards program, funded by Ford and administered by the Kennedy School.

Preparing for Disasters

This report includes two essays reflecting different perspectives on preparing for and working in large-scale emergencies.

Transforming Government Through Collaborative Innovation

Government, like the private sector, is now beginning to tap into and deploy the resources of organizations and individuals in other sectors to develop and create innovations, such as new ways to deliver public services.

A Model for Increasing Innovation Adoption: Lessons Learned from the IRS e-file Program

In less than a decade, the number of taxpayers filing their tax returns electronically has gone from 20 percent in 1998 to 57 percent in 2006. In evaluating the IRS e-file program, Dr. Holden uses an "innovation adoption model" to describe what the IRS did to increase taxpayers’ use of the e-file system. Holden provides new and valuable insights into key factors involved in the successful adoption of e-services. He identifies the critical challenges and key steps that agencies can take in assessing their approach to adopting innovative ways of delivering services.

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