Page 1 GAO Science and Technology Reorganization

April 10, 2019

GAO Science, Technology Assessment, and Analytics Team: 

Initial Plan and Considerations Moving Forward

Introduction

The 2019 Legislative Branch Appropriations Bill Conference Report encouraged GAO to 

reorganize its technology and science function by creating a new office within GAO and 

to report to the Legislative Branch Appropriations Subcommittees on plans for doing so. 

In January 2019, we created the Science, Technology Assessment, and Analytics 

(STAA) team to build on our decades-long track record of providing Congress with 

science and technology (S&T) analysis.

Serving Congress

Science, technology, and information technology (IT) issues have figured prominently in 

the assistance we have provided to Congress via reports and other written products, 

direct technical assistance, and numerous testimonies. Our experts and products 

provide independent, nonpartisan analysis of complex S&T issues in direct service of 

Members of Congress and congressional staff. In fiscal year 2018 alone, we provided 34 

congressional committees with nearly 200 products—including technology 

assessments (TA)—covering a wide range of science, technology, and IT issues, 

including cybersecurity. (See app. I for a list of selected key reports.) As the following 

examples illustrate, we have provided Members of Congress and staff with a variety of 

products and services on S&T topics.

• Technology assessments. Our 2018 TA on artificial intelligence (AI) outlined 

the potential policy implications of AI and was based on an expert forum we 

convened with participants from industry, government, academia, and nonprofit 

organizations. Topics of other recent TAs include sustainable chemistry, the 

Internet of Things, rapid diagnoses of infectious diseases, data analytics, and 

technologies to address municipal freshwater scarcity.

• Technical assistance. We frequently provide informal briefings and other 

assistance to Members of Congress and congressional staff on a very short time 

frame based on our expertise, work, and analysis. We have provided numerous 

technical briefings on request, such as on biodetection systems, big data, and 

artificial intelligence, among others. Our technical assistance also supports 

hearings. For example, we answered a request for technical assistance from the 

Subcommittee on Oversight and Investigations, House Committee on Energy 

and Commerce regarding fentanyl and fentanyl analogs for a hearing on the 

opioid crisis. 

• Oversight of federal technology and science programs. Our recent federal 

S&T oversight work for Congress covered a range of topics, including

maintaining U.S. competitiveness in quantum computing, synthetic biology, and 

other emerging technologies; biosafety and biosecurity; financial technology (fin 

tech) and regulatory oversight; electromagnetic risks to the electrical grid; border 

security technology; Department of Defense (DOD) use of commercial satellites;

technology that tracks military aircraft; and the F-35 Joint Strike Fighter.
Page 2 GAO Science and Technology Reorganization

• Best practices in engineering sciences. We develop and utilize best practices 

in engineering sciences, including cost, schedule, and technology readiness 

assessments. We have used best practices guides to evaluate major technical 

systems acquisitions such as those found at DOD, the Department of Homeland 

Security (DHS), the Department of Energy (DOE), the National Aeronautics and 

Space Administration (NASA), and other agencies. For example, we are using 

our Technology Readiness Assessment Guide for an upcoming review of NASA 

major projects and used it to review the Columbia class ballistic missile 

submarine. We used our Schedule Assessment guide to review missile defense 

capabilities, and we used our Cost Estimating and Assessment guide to assess 

the reliability of cost estimates for defense infrastructure construction, uranium 

enrichment, and nuclear weapons systems.

• Cybersecurity. We work on how to protect the nation’s critical infrastructure—

including financial markets, telecommunications, the national airspace system, 

electricity grid, and oil and gas pipeline sector. We evaluate the cybersecurity of 

key federal agencies, such as the Internal Revenue Service (IRS) and DHS. We 

also evaluate federal efforts to ensure the privacy of individuals in response to 

emerging technologies (such as the Internet of Things and artificial intelligence), 

the collection and use of personal information in the private sector through social 

media, and privacy in government programs. Our recent work has included topics 

such as high-risk cybersecurity challenges facing the nation, DHS efforts to 

secure federal and private-sector networks, NASA cybersecurity, identity theft, 

DHS’s cybersecurity workforce, and cybersecurity framework adoption by federal 

agencies for critical infrastructure protection.

The Road Ahead

We are implementing a number of steps that take into account unique requirements of 

technology assessments and related S&T work in order to meet the needs of Members 

of Congress and congressional staff. As we build on our existing capabilities and grow 

the new STAA team, we will focus on the following areas to continue and further 

enhance this line of work: 

• development of additional product types and formats to ensure clear and concise 

communication on technical topics with quick turnaround; 

• development of additional methods and standards that are appropriate to TAs 

and separate from those covering our audit work; 

• designation of staff whose primary focus will be TAs and technical assistance; 

• continued engagement with external experts and advisory boards, as 

appropriate; and 

• development of policy options to provide Members of Congress and staff with a 

broader base of information for decision-making.

Moreover, with our plans to add staff to the new STAA team and to our Information 

Technology and Cybersecurity team in the coming year, we will expand our capacity for 

the S&T and IT work we already deliver for Congress.
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In mapping out the direction for our expanded work, as of March 15, 2019, we have 

conducted more than 30 meetings and workshops with Members of Congress and staff; 

academic institutions with a nexus of science, engineering, and public policy; and other 

organizations that analyze policy or study science, technology, national security, and 

competitiveness. (See appendix II for a list of outreach we have conducted.) We will 

continue conversations with stakeholders as we grow and enhance our S&T and IT 

product and service lines. 

The plan that follows (1) summarizes S&T trends relevant to our reorganization and 

planned expansion of capacity; (2) reviews our long-standing institutional experience in 

and capacity for providing S&T analysis for Congress; (3) explains the new team’s

structure, including current and planned resources, expertise, and staffing; (4) describes 

the S&T products and services our new team will offer Congress; and (5) provides an 

overview of governance structures related to our S&T work.

1. S&T Trends

Rapidly evolving developments in S&T trends are transforming multiple sectors of 

society, including medicine, transportation, communication, and even culture. These 

changes can potentially improve well-being, but they can also be disruptive. The ability 

of Congress to understand and evaluate such changes will be critical for the United 

States to remain safe, innovative, and globally competitive. In our 2018-2023 Strategic 

Plan for Serving Congress and the Nation, we outline trends that highlight a number of 

technologies and scientific advances that will potentially transform society, among them 

genome editing, artificial intelligence and automation, quantum information science, 

brain-computer interfaces and augmented reality, and cryptocurrencies and blockchain.1

(See fig. 1.)

The speed and complexity of these advances bring proportionate challenges to 

policymakers. Moreover, gaps exist in federal programs’ ability to address these 

changes and their ramifications. These factors underscore the need to ensure Congress 

can evaluate emerging and evolving technologies, assess their policy implications, foster 

their adoption when it is desirable, and protect the nation from any associated threats. 

Responding to this need, and reflecting congressional interest, our portfolio of S&Trelated work has grown substantially over time. 

 1

GAO, Strategic Plan 2018-2023: Trends Affecting Government and Society. GAO-18-396SP. Washington, 

D.C.: Feb. 22, 2018.
Page 4 GAO Science and Technology Reorganization

Figure 1: Science and Technology Trends from GAO’s 2018-2023 Strategic Plan for Serving 

Congress and the Nation
Page 5 GAO Science and Technology Reorganization

2. Demonstrated Ability to Provide S&T Analysis to Congress

We have a long track record of doing science and technology related work, including 

conducting technology assessments, for congressional committees and their staff dating 

back to the 1990s. GAO defines technical assessments as a separate product line that 

provides insight and foresight to Congress by explaining a specific technology’s policy 

implications and its potential effects on government and society. GAO has demonstrated 

its ability to (1) produce science and technology assessments; (2) develop and apply 

technology readiness assessments; (3) evaluate management of federal technology and 

science programs; and (4) evaluate complex and growing cyber security risks, including 

efforts to protect cyber critical infrastructure and data, privacy, and personally identifiable 

information. 

Our involvement in technology assessments has evolved over time. For example:

• In 1997, we first designated information security as a government-wide high-risk 

area.

• In 2000, we established the Center for Technology and Engineering, led by the 

position of Chief Technologist, in the Applied Research and Methods team. This 

center later became the Center for Science, Technology, and Engineering.

• In 2001, we started a standing task order contract with the National Academies of 

Sciences, Engineering, and Medicine. GAO can interact with National Academies 

personnel to help GAO identify experts on various scientific topics and also can 

leverage National Academies assistance to convene GAO expert meetings.

• In 2002, Congress asked us to begin conducting technology assessments to 

provide more in-depth analysis of technical and scientific issues in order to 

support congressional decision making. 

• In 2003, we expanded the information security high-risk area to include 

protecting cyber critical infrastructure. 

• From 2002-2006, in response to the Committee’s direction to establish a 

technology assessment pilot program, we completed several technology 

assessments; based on the positive response to this pilot program, the 

appropriations committees asked us to continue conducting technology 

assessments on a permanent basis.

• The Senate report accompanying the Senate’s legislative branch appropriations 

bill for fiscal year 2008 recommended the establishment of a permanent 

technology assessment function within GAO, stating that “GAO’s focus on 

producing quality reports that are professional, objective, fact-based, fair, 

balanced, and nonpartisan is consistent with the needs of an independent 

legislative branch technology assessment function.”

• In 2007-2008, in the 2008 Consolidated Appropriations Act, the Congress 

authorized GAO to use up to $2.5 million of amounts appropriated for salaries 

and expenses for technology assessment studies. We created the role of Chief 

Scientist and Congress authorized GAO’s technology assessment program on a 

permanent basis. 

• In 2015, we expanded the cybersecurity high-risk area again to include protection 

of personally identifiable information.
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• In January 2019, we created the Science, Technology Assessment, and 

Analytics Team by combining and enhancing technology assessment functions 

and science and technology evaluation into a single, more prominent office to 

expand GAO’s support to lawmakers on cutting-edge topics, such as artificial 

intelligence, regenerative medicine, 5G wireless communication, and quantum 

computing.

In addition, GAO’s S&T and cybersecurity work has been used widely by Members of 

Congress and congressional staff as they work to address major national challenges. 

For example, our cybersecurity work has contributed to major legislation on information 

security, including the Federal Information Security Management Act of 2002 (FISMA), 

the subsequent amendment to FISMA in 2014, and the Federal Cybersecurity 

Enhancement Act of 2015.

Technology Assessments

Independent from oversight activities, our TAs are a separate product line that provides 

insight and foresight to Congress by explaining a specific technology’s policy 

implications and its potential effects on government and society. (See table 1 for a list of 

TAs.) Topics covered by our TAs have included: 

• Digital innovation and competitiveness: artificial intelligence, the Internet of 

Things, innovation in data analytics, and 3D printing; 

• Energy and environment: sustainable chemistry, technologies to address 

municipal freshwater scarcity, reducing freshwater use in hydraulic fracturing and 

thermoelectric power plant cooling, climate engineering, and advanced nuclear 

reactors;

• Health care: enabling rapid diagnoses of infectious diseases, and the 

implications of nanomanufacturing on human health; and

• Homeland security: use of explosives detection technologies to protect 

passenger trains, the use of biometrics for border security, and cybersecurity for 

critical infrastructure protection.
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Table 1: Technology Assessments and Science Forum Highlights

Artificial Intelligence: Emerging Opportunities, 

Challenges, and Implications, GAO-18-142SP (Mar. 28, 

2018)

A Capsule Version of Nanomanufacturing—Emergence 

and Implications for U.S. Competitiveness, the 

Environment, and Human Health, GAO-14-406SP 

(May 19, 2014)

Chemical Innovation: Technologies to Make Processes 

and Products More Sustainable, GAO-18-307 (Feb. 8, 

2018)

Nanomanufacturing: Emergence and Implications for U.S. 

Competitiveness, the Environment, and Human Health

GAO-14-181SP (Jan. 31, 2014)

Medical Devices: Capabilities and Challenges of 

Technologies to Enable Rapid diagnoses of Infectious 

Diseases, GAO-17-347 (Aug. 14, 2017)

Neutron Detectors: Alternatives to Using Helium-3,

GAO-11-753 (Sept. 29, 2011)

Internet of Things: Status and Implications of an 

Increasingly Connected World, GAO-17-75 (May 15, 

2017)

Climate Engineering: Technical Status, Future Directions, 

and Potential Responses, GAO-11-71 (July 28, 2011)

Highlights of a Forum: Data and Analytics Innovation—

Emerging Opportunities and Challenges, GAO-16-659SP

(Sept. 20, 2016) 

Explosives Detection Technologies to Protect Passenger 

Rail, GAO-10-898 (July 28, 2010)

Municipal Freshwater Scarcity: Using Technology to 

Improve Distribution System Efficiency and Tap 

Nontraditional Water Sources, GAO-16-474 (Apr. 29, 

2016)

Securing the Transport of Cargo Containers,

GAO-06-68SU (Jan. 25, 2006)

Municipal Freshwater Scarcity: Survey of Technology 

Adoption by Municipal Water Utilities (GAO-16-588SP, 

Apr. 29, 2016), an e-supplement to GAO-16-474

Protecting Structures and Improving Communications 

during Wildland Fires, GAO-05-380 (Apr. 26, 2005) 

Water in the Energy Sector: Reducing Freshwater Use in 

Hydraulic Fracturing and Thermoelectric Power Plant 

Cooling, GAO-15-545 (Aug. 7, 2015)

Cybersecurity for Critical Infrastructure Protection,

GAO-04-321 (May 28, 2004)

Nuclear Reactors: Status and Challenges in Development 

and Deployment of New Commercial Concepts,

GAO-15-652 (July 28, 2015)

Using Biometrics for Border Security, GAO-03-174

(Nov. 15, 2002)

Highlights of a Forum: 3D Printing: Opportunities, 

Challenges, and Policy Implications of Additive 

Manufacturing, GAO-15-505SP (June 24, 2015)

Source: GAO. 

Best Practices Guides

In response to persistent challenges in managing the cost, schedule, and performance 

of the federal government’s significant investments in research and development and

complex technical acquisition programs, we developed a series of best practices guides 

that lay out proven and effective approaches and decision-making tools for federal 

managers. Our best practices guides currently cover cost, schedule, and technology 

readiness, with an additional guide planned for Agile software development.

We develop and validate each best practices guide in consultation with a community of 

subject matter experts from government, university, industry, and nonprofit sectors who 

routinely meet to discuss the criteria in these guides and share case studies concerning 

lessons learned in the field of practice. As the regular meeting host, we capture key 

discussion points of each meeting and over time are able to identify and formulate the 

best practices in each discipline and codify them in our guide. After coordinating the 

content with our experts, we release a public exposure draft of the best practices guide 
Page 8 GAO Science and Technology Reorganization

for a period of 1 to 2 years, during which time input and feedback is sought from all 

interested parties, including members of the public, private companies, trade industry 

groups, university researchers, government agencies, and government working groups. 

Once the comment period closes, we vet each comment and incorporate the input as 

appropriate in order to develop the finished guide.

Our cost, schedule, and technology readiness assessment guides have improved project 

management practices across the federal government and spurred congressional action 

on technology risks. The Cost Estimating and Assessment Guide gained governmentwide prominence when the Office of Management and Budget based its cost estimating 

guidance for federal capital acquisition projects on it. The National Science Foundation, 

Federal Railroad Administration, and Missile Defense Agency are examples of agencies 

that have aligned their cost estimating guidance to GAO’s cost estimating best practices.

Moreover, the cost guide has been translated into foreign languages and is used in 

various countries around the World.

We have used our best practices guides to evaluate acquisitions by agencies, including 

• Department of Defense, 

• Department of Homeland Security, 

• Department of Energy, and 

• NASA.

For example, we have evaluated the technology readiness assessments and overall 

project execution for border security technology, complex weapons systems such as the 

Columbia class ballistic missile submarine, and military space systems. 

Evaluations of Federal Technology and Science Programs

We evaluate the management and coordination of federal research and development 

efforts across a number of domains, such as defense, space, energy and environment, 

health care, basic science, innovation, and economic competitiveness (see fig. 2). 

Recent work in this area has covered investments in scientific facilities (such as 

telescopes and research vessels) and emerging technologies (such as synthetic biology 

and quantum computing), among others. 
Page 9 GAO Science and Technology Reorganization

Figure 2: Management of Federal Technology and Science Programs
Page 10 GAO Science and Technology Reorganization

Figure 2: (continued) Management of Federal Science and Technology Programs
Page 11 GAO Science and Technology Reorganization

Evaluations of Cybersecurity Threats

Federal agencies and the nation’s critical infrastructure—such as energy, transportation 

systems, communications, and financial services—depend on cyber information systems 

and information technology to carry out operations and to process, maintain, and report 

essential information. Our work in cybersecurity includes:

• Critical infrastructure protection. We work on how to protect the nation’s 

critical infrastructure—including financial markets, telecommunications, the 

national airspace system, electricity grid, and oil and gas pipeline sectors.2

• Federal information systems. We evaluate the cybersecurity of key federal 

agencies, such as IRS, DHS, and the Department of Health and Human 

Services.

• Privacy. We evaluate federal efforts to ensure the privacy of individuals in 

response to emerging technologies (such as the Internet of Things and artificial 

intelligence), the collection and use of personal information in the private sector 

through social media, and privacy in government programs (e.g., federal student 

aid and Medicare).

We recently updated our cybersecurity high-risk area to highlight urgent actions that are 

needed by federal agencies to ensure the cybersecurity of our nation. (See fig. 3.) 

We also renamed our Information Technology team to Information Technology and 

Cybersecurity (ITC), to better reflect our significant body of work on protecting federal 

information systems, critical infrastructure, and individual privacy and sensitive data from 

cyber threats. In addition to staff increases in the new STAA team (see section 3 below), 

our ITC team plans to increase its FTE count by 30-35 to reach approximately 175 

people by the end of fiscal year 2019. 

ITC team members have extensive knowledge of key IT domains, including IT & 

cybersecurity risk management, software development, system administration, and 

computing networking. In addition, the ITC team has extensive experience in assessing 

cybersecurity practices, including efforts to identify, detect, and prevent cybersecurity 

threats (e.g., adversarial tactics, techniques, and procedures), identity management and 

access control, data security, security management processes, event monitoring, and 

incident detection. Many ITC team members have one or more specialized certifications, 

including Certified Information Systems Security Professional (CISSP), Certified 

Information Privacy Professional (CIPP), Certified Information Systems Auditor (CISA), 

Certified Ethical Hacker (CEH), and Program Management Professional (PMP), among 

others.

 2

Federal policy identifies a total of 16 critical infrastructure sectors: chemical; commercial facilities; 

communications; critical manufacturing; dams; defense industrial base; emergency services; energy; 

financial services; food and agriculture; government facilities; health care and public health; information 

technology; nuclear reactors, materials, and waste; transportation systems; and water and wastewater 

systems.
Page 12 GAO Science and Technology Reorganization

Figure 3: Ten Critical Actions Needed to Address Four Major Cybersecurity Challenges
Page 13 GAO Science and Technology Reorganization

With the expertise of the ITC team, we will continue to focus on evaluating efforts to 

protect federal systems, critical infrastructure, and individual privacy from cyber threats 

and other risks. In our work this year, we recommended that Congress consider 

legislation to strengthen the consumer privacy framework to reflect the effects of 

changes in technology and the marketplace. 

Over the next 2 years, our planned work in cybersecurity will continue to focus on critical 

infrastructure protection and privacy, including assessing the federal government’s 

efforts to establish and implement a comprehensive national and global cyber strategy; 

evaluating government-wide initiatives to implement continuous diagnostics and 

monitoring capabilities; and reviewing efforts to establish effective risk-management 

processes at federal agencies. We are also evaluating key agency capabilities for 

responding to security incidents and data breaches, as well as assessing their security 

postures through detailed vulnerability assessments of agency network defenses.

3. New Science, Technology Assessment, and Analytics Team

To enhance our ability to provide Congress with thorough and balanced analysis of 

technological and scientific developments that affect our society, environment, and 

economy, we reorganized in January 2019 to create the STAA team. This reorganization 

involves reallocating existing staff and hiring new staff, which was possible because of 

the funding we received in accordance with our fiscal year 2019 budget proposal.

Our vision for STAA is informed by discussions with external stakeholders, including 

Members of Congress, congressional staff, and other external experts in S&T issues. 

STAA will provide evidence-based analysis that helps position the federal government to 

make important decisions on S&T advancements. Our analyses will help improve IT and 

defense technology acquisitions, national security, and other programs. The work we 

conduct will ensure that federal investments in research, development, and advanced 

manufacturing are focused on improving U.S. economic competitiveness and making the 

best use of advancements in areas such as health care, energy, and space science.

Figure 4 shows the range of products the team will provide, recent examples, and 

ongoing work coming from the new mission team.
Page 14 GAO Science and Technology Reorganization

Figure 4: Range of Science, Technology Assessment, and Analytics (STAA) Team Products 
Page 15 GAO Science and Technology Reorganization

Team Structure

The STAA team includes technical specialists and policy analysts across four groups, as 

shown in figure 5, as well as administrative staff. The team is headed by two managing 

directors, John Neumann and Tim Persons. Dr. Persons is also our Chief Scientist. The 

new team will have four components: 

(1) the Technology Assessment and Technical Assistance group (scientists and 

engineers across a range of specialties), which was formerly part of our Center 

for Science, Technology, and Engineering (CSTE) in our Applied Research and 

Methods team;

(2) the Engineering Sciences group (operations researchers with expertise in cost, 

schedule, and technology readiness assessments), which was also formerly part 

of CSTE in our Applied Research and Methods team; 

(3) the Science and Technology Program Oversight group, which was formerly part 

of the Natural Resources and Environment team, and will be staffed by policy 

analysts from across our mission teams with experience in auditing a wide range 

of science and technology-related federal programs; and

(4) an Innovation Lab, which is a new initiative launched as part of the 

reorganization. 

Figure 5: Organizational Structure of the New Science, Technology Assessment, and Analytics Team 

By utilizing staff from across GAO in a number of disciplines and by locating science and 

technology-focused staff in one team, this new team structure leverages significant 

synergies. The programmatic and policy knowledge of our analysts will sit alongside 

experts with deep knowledge in scientific and technical fields. An internal team of 

attorneys has also been assigned to the STAA team. Further, STAA staff will collaborate 

with our broader workforce of subject-area policy analysts, economists, social scientists, 

methodologists, attorneys, and other experts. In addition, GAO’s 11 field offices, located 

across the country, allow us to have deeper links throughout the federal community, 

draw talent from different regions of the country, and maintain connections with a diverse 

set of universities and research institutions. These approaches bring a powerful and 

sophisticated perspective to our work as we conduct TAs and analyze the policy 
Page 16 GAO Science and Technology Reorganization

implications of a range of technical and scientific topics for Members of Congress and 

congressional staff.

Staffing and Expertise

We plan to significantly grow our current combined S&T workforce over the next few 

years. The functions to be housed under the STAA team currently total 49 full-time 

equivalent (FTE) staff. We plan to grow this staffing in fiscal year 2019 to reach an initial 

target staffing level of 70 FTE, as shown in figure 6. We estimate the fiscal year 2020 

annual salary and benefits costs for the STAA team will be approximately $15 million. 

Overall, as we adapt to future demand and gauge the number and type of TAs and 

technical assistance requests from Congress, as many as 100 to 140 total staff may be 

needed in future years. 

Figure 6: Current Staff Levels and Planned Increases through Fiscal Year 2019

a

The figure does not include 5 FTE for administrative and support staff; two managing directors; or limited-term subject 

matter expert (SME) staff, as appropriate, to meet project-specific needs. 
Page 17 GAO Science and Technology Reorganization

This growth will build on an already strong foundation of expertise. The Technology 

Assessment and Technical Assistance group currently includes engineers (e.g., 

biomedical, electrical and electronics, chemical, petroleum), chemists (e.g., analytical, 

environmental, inorganic, organic, theoretical), physicists including nuclear physics, an 

environmental scientist, and a geologist, among others. In addition, the Engineering 

Sciences group consists of operations research analysts who specialize in lifecycle cost 

estimating, scheduling, earned value management, and technology readiness 

assessment. 

We will continually assess optimum staffing levels for the team based on congressional 

needs, product demand, and other factors. As we continue to assess anticipated future 

work and S&T issues that will be of interest to the Congress, we plan to focus hiring to 

add expertise in biological sciences, nuclear physics, space science, and data analysis, 

as well as expand our core group of analysts. Limited-term staff will be added on a 

project-specific basis to meet needs for specialized expertise. 

To bolster the new team, we have begun efforts to recruit additional staff with expertise 

in:

• biological/life sciences for emerging infectious diseases, epidemiology, synthetic 

biology, biosafety, and biosecurity work; 

• computer/systems/electrical engineering for digital and communications 

technologies (i.e., 5G wireless, blockchain, quantum cryptography, artificial 

intelligence/machine learning systems);

• applied math/statistics/computer science for advanced analytics/data 

science/data engineering;

• nuclear physics for nuclear nonproliferation, waste management, weapons 

systems analysis, and radiation/nuclear detection systems;

• quantum computing; and

• physics/aerospace engineering for hypersonics, advanced weapons systems, 

space systems, and unmanned systems.

In addition to the permanent staff for STAA’s four core groups, we are exploring 

additional flexibilities that would allow us to actively recruit staff to meet project-specific 

needs. Such staff could include undergraduate and graduate interns and 

Intergovernmental Personnel Act detailees.

3 The exact number of such staff will vary 

based on our legal flexibilities, project needs, and congressional demand for our work. 

We will seek additional hiring authorities if necessary to obtain needed expertise. As 

discussed during meetings with external stakeholders, there is a strong interest within 

the S&T community in opportunities to participate in and contribute to analysis of S&T 

issues on behalf of the Congress, and to enhance their own work on S&T issues through 

an understanding of the broader policy context.

 3

The Intergovernmental Personnel Act Mobility Program provides for the temporary assignment of personnel 

between the Federal Government and state and local governments, colleges and universities, Indian tribal 

governments, federally funded research and development centers, and other eligible organizations. 

Assignment agreements can be made for up to two years, and may be intermittent, part-time, or full-time.
Page 18 GAO Science and Technology Reorganization

Further, GAO regularly engages with the National Academies of Sciences, Engineering, 

and Medicine through a standing task order contract. Under this contract, which started 

in 2001, GAO interacts with National Academies personnel to help GAO identify experts 

on various scientific topics and also leverages National Academies assistance to 

convene GAO expert meetings. Additionally, we have engaged with and plan to remain 

connected to federally funded research and development centers (FFRDCs), such as 

the MITRE Corporation, the Institute for Defense Analyses, and the Carnegie-Mellon 

Software Engineering Institute, among others. We are also building key academic 

partnerships with universities that have specialized programs in science, technology, 

and public policy, such as Arizona State University, Carnegie-Mellon University, the 

Georgia Institute of Technology, the Massachusetts Institute of Technology, and 

University of Maryland College Park, among others.

Timelines

In fiscal year 2019, we will continue our outreach to Members of Congress, staff, and 

external stakeholders; manage the reassignment of existing GAO staff and hiring of new 

staff into the STAA team; and establish an S&T advisory board.4 We have also 

incorporated the new team’s activities into our fiscal year 2020 budget request and 

performance plan. 

4. STAA Team Products and Services for Congress

To help ensure Members of Congress and congressional staff continue to have access 

to independent, nonpartisan analysis of high-impact technological and scientific topics 

affecting society, security, and U.S. competitiveness, the STAA team will focus on four 

key areas: 

• technology assessments and providing technical assistance for Members of 

Congress and staff;

• evaluation of S&T programs within the federal government;

• best practices guides in the engineering sciences, including cost, schedule and 

technology readiness assessments; and

• an innovation lab to explore, pilot, and deploy new advanced analytic capabilities

and emerging technologies.

Figure 7 provides a summary of the services we will provide to Congress. Notably, the 

STAA team will identify and analyze policy options in future technology assessments, 

where appropriate, to inform and support policy decisions. Our past TAs have discussed 

policy implications, and moving forward we will incorporate policy options where 

warranted. This shift is based on feedback we have heard in meetings with Members of 

Congress and congressional staff, as well as with other external stakeholders. We will 

provide fact-based, nonpartisan analysis of the potential benefits and tradeoffs 

 4

The S&T advisory board will consist of external S&T policy experts from industry, academia, nonprofits, and 

former senior government officials. See section 5 “Governance Structures for Our S&T Work” for more 

information.
Page 19 GAO Science and Technology Reorganization

associated with each option. Overall, the work of the four groups in the STAA team, 

described in detail below, will greatly enhance the S&T support we provide to Congress. 

Figure 7: Current and Planned Capabilities of Our Science, Technology Assessment, and Analytics 

Team 

a

Note: Technical assistance is a type of nonaudit work provided to Congress in a very short time frame based on GAO’s 

work or analysis. Briefings may be used as a means to provide technical assistance.
Page 20 GAO Science and Technology Reorganization

Technology Assessment and Technical Assistance. Scientists and engineers with 

expertise across a range of fields will staff this group. Prior to the reorganization, this 

group:

• issued one to three major technology assessments plus one to three science and 

technology-focused audits per year; 

• through scientific research, advice, and written materials, supported more than 

100 reports annually covering federal programs with a science or technology 

component; 

• provided on-demand technical assistance to individual Members, committees, 

and subcommittees on S&T topics.

Ongoing and planned technology assessments in fiscal year 2019 include applications of 

artificial intelligence in health care, freshwater technologies in agriculture, and 5G 

wireless communications systems. Based on interest expressed by various committees 

of jurisdiction, potential future work could focus on digital ledger technologies such as 

blockchain, opioid-addiction vaccine development, autonomous vehicles, and 

regenerative medicine, among many others. 

In addition, this group is exploring new product formats to complement current ones in 

order to meet the needs of Members of Congress and congressional staff. New products 

are likely to include one- or two-page briefs highlighting key findings of recently issued 

reports or explaining the basics of timely S&T topics; potential questions for upcoming 

hearings based on our prior work; or shorter, more narrowly-focused technology 

assessments. 

S&T Program Oversight. Policy analysts with experience in auditing a wide range of 

science and technology-related federal programs staff this group. Prior to the 

reorganization, this group: 

• issued nine or more S&T-related performance audits per year, on topics such as 

federally funded research and development programs, efforts to transfer federally 

funded research to the commercial sector, protection and management of 

intellectual property, and programs to promote innovation and technological 

advancement; 

• provided on-demand technical assistance to individual Members, committees, 

and subcommittees on these topics; 

• partnered with the Technology Assessment and Technical Assistance group on 

technology assessments; and 

• provided support to other GAO mission teams on cross-cutting S&T issues.

Engineering Sciences. Operations research analysts with expertise in cost estimating, 

schedule analysis, and technology readiness assessments staff this group. These staff 

assess the extent to which agency cost estimates and master schedules adhere to the 

best practices published in GAO’s Cost Estimating and Schedule Assessment Guides. 

They also determine the quality of agency technology readiness assessments using 
Page 21 GAO Science and Technology Reorganization

GAO’s Technology Readiness Assessment Guide.5 A technology readiness assessment 

(TRA) is a systematic, evidence-based process that evaluates the maturity of hardware 

and software technologies critical to the performance of a larger system or the fulfillment 

of the key objectives of an acquisition program. The Technology Readiness Assessment 

Guide has been used to assess the Columbia class ballistic missile submarine and is 

currently being used in our upcoming 2019 review of major NASA projects.

This group is also in the process of jointly developing an Agile Assessment Guide with 

the ITC team that will provide criteria for audits and guidance to agencies regarding 

Agile adoption, contracting for Agile projects, and using program controls to help 

manage Agile projects.

Future efforts would expand and accelerate our work to potentially include technology 

readiness assessments of complex acquisitions such as nuclear modernization 

programs, the Army’s Next Generation Combat Vehicle program, DHS border protection 

technologies, and the Uranium Processing Facility.

Innovation Lab. Data scientists, statisticians, and operations researchers will staff the 

Innovation Lab, a new initiative. The lab’s staff will leverage people, data, technology, 

and new processes to explore and pilot new advanced analytic capabilities, emerging 

technologies, and innovative audit practices. They will also partner with other GAO 

teams to develop new, data-based audit methods and frameworks that allow the use of 

new data analytics capabilities in audits. Specifically, the Lab will focus on developing 

capabilities in four key areas:

1. Advanced analytics. The use of analytical methods, skills, and capabilities to 

discover and visualize patterns and trends in structured, unstructured, and 

disparate data sets to efficiently and effectively produce insights not possible or 

feasible through conventional methods alone. 

2. Data science. Technical enhancements for the preparation, processing, and 

storage of large and/or heterogeneous datasets. Achieving such integration will 

allow us to conduct more complex analysis and better assess relationships 

among data elements. 

3. Information assurance research. The development of enhanced technical 

expertise in information and system security, including cryptography, 

techniques for auditing cloud-based IT systems and cyber-physical systems 

(e.g., Internet of Things and “smart” devices), and standards based on 

established NIST, DHS, or DOD frameworks. 

4. Emerging technologies. Monitoring of new and emerging technologies 

relevant to financial auditing, including artificial intelligence, machine learning, 

and new computational techniques.

 5 The Technology Readiness Assessment Guide (GAO-16-410G) currently is available publicly as an 

exposure draft.
Page 22 GAO Science and Technology Reorganization

5. Governance Structures for Our S&T Work

A number of governance processes and structures exist at GAO that apply to the new 

STAA team. These include our statutory independence, Congressional Protocols, 

external advisory boards, and quality assurance processes such as peer review.

Independence. Our position in the legislative branch of federal government creates 

independence from the executive branch. Further, we have specific authorities to 

conduct analysis when ordered by either house of Congress, when requested by a 

committee of jurisdiction, or on the initiative of the Comptroller General. In fiscal year 

2018, we devoted 97 percent of our engagement resources to work requested directly by 

the Congress or required by statute. We devoted the remaining 3 percent of 

engagement resources to work initiated under the Comptroller General’s authority. We 

have a number of internal processes and policies designed to help assure our 

independence. 

In addition, the independence of the Comptroller General position and the position’s 

unique appointment process are important parts of the governance structure for GAO. 

When a vacancy occurs in the office of the Comptroller General, the Congress 

establishes a 10-member bipartisan, bicameral commission to recommend individuals to 

the President. The Comptroller General is then appointed by the President with the 

advice and consent of the Senate. The Comptroller General’s term of office is set 

statutorily at 15 years without the possibility for reappointment. During the term of office, 

the Comptroller General works in a nonpartisan and nonideological manner with 

Members of Congress and congressional staff. Further, the Comptroller General can 

only be removed from office by the Congress, not by the President.

Congressional Protocols. Designed in consultation with Congress, the Congressional 

Protocols, as originally issued in 2000 and updated in 2004 and 2017, have been 

effective in allowing us to work constructively with Congress and conduct our work in 

accordance with congressional priorities. Our S&T work for Congress adheres to same 

principles that govern all of our work: a commitment to nonpartisan, independent, and 

fact-based analysis. Moreover, our S&T work has been and will continue to be 

conducted under our Congressional Protocols. These protocols provide a means of 

holding us accountable for commitments made to the Congress and ensuring that we 

are consistent in dealing with all committees and Members. 

The protocols help ensure we are responsive to the committee leaders of both parties 

and that we efficiently use available resources to maximize our ability to meet the 

Congress’ needs. The protocols also help us exercise the independence necessary to 

ensure that our products and work conform to applicable professional standards and our 

core values of accountability, integrity, and reliability. Additionally, the Comptroller 

General has regular meetings with the chairs and ranking members of congressional 

committees to obtain their views on GAO’s work, including their priorities, and to discuss 

opportunities and challenges.

External advisory boards. We also rely on a range of advisory bodies to ensure we 

have access to a broad, external knowledge base when planning our work. We have a 

long track record of effectively using external advisory bodies as a governance 

mechanism, such as through the Comptroller General’s Advisory Board, the Educators 
Page 23 GAO Science and Technology Reorganization

Advisory Panel, the Executive Council on Information Management and Technology, and 

the Accountability Advisory Council. 

More recently, we have created other specialized advisory boards of external experts, 

such as one for retirement security and another with experts in foresight as part of our 

Center for Strategic Foresight. We established the Center for Strategic Foresight to 

enhance our ability to identify, monitor, and analyze emerging issues and their 

implications for the work we do for the Congress. The Center has nine nonresident 

fellows, including the former head of foresight for the OECD; the former head of foresight 

for the World Economic Forum; and foresight experts from government, academia, the 

private sector, and the nonprofit sector, among others. The Center’s first meeting with 

fellows focused on the future of privacy, and upcoming topics will include the future of 

space policy, automation, and genome editing.

To further enhance governance of our S&T work, we are establishing an advisory board 

focused on science and technology related issues. This group will consist of external 

S&T policy experts from industry, academia, nonprofits, and former senior government 

officials.

Quality assurance and peer review. Our S&T work, including technology 

assessments, will be governed by our existing quality assurance framework and 

standards that pertain to this product line. Our quality assurance framework is designed 

around people, processes, and technology. Our approach to quality is comprehensive 

and transparent. It begins with applicable professional standards and our core values, 

and it ends with public dissemination of nearly all GAO products. Our framework is 

value- and risk-based and includes an appropriate degree of transparency about key 

policies, procedures, criteria, and access to the results of our work. At its center is a 

standardized, decision-based engagement management process that provides 

consistency in the application of key controls. We also collaborate internally to bring the 

necessary range of expertise to develop each report. Finally, our quality assurance 

framework includes monitoring and assessment by both internal and external entities 

and mechanisms for continuous improvement.

Our quality assurance framework, and the institutional infrastructure supporting it, is one 

of our key strengths. Building on this existing framework, with respect to technology 

assessments, our extensive internal peer review and quality control processes are 

augmented by our approach for accepting requests and an external peer review process

that includes multiple consultations and independent expert reviews. For example, our 

TAs will continue to include, as they have in the past, thorough literature reviews, 

information from interviews with relevant stakeholders (including agency subject matter 

experts and other independent experts), and information from facilitated one- or two-day 

meetings with subject matter experts when warranted. Throughout the message 

development and external review of TAs, we routinely engage with the National 

Academies of Sciences, Engineering, and Medicine and its array of boards and 

committees to leverage expertise and peer review for our TA work. As we prepare the 

final TA products, we leverage on-staff experts in writing, visual communication, and 

report quality. We also have internal experts who provide specialized knowledge in 

technical areas and fields such as research methods, economics, and data analytics. As 

such, our TAs benefit from an extensive array of both external authoritative experts and 

experienced policy and issue-area staff within GAO throughout the lifecycle of these 

reports.
Page 24 GAO Science and Technology Reorganization 

However, there have been, and will continue to be, significant differences that set TAs 

apart from GAO’s typical audit and audit-related work. These include the consultation 

with external experts such as the National Academies during the design of the work, the 

inclusion of policy options (rather than recommendations) when warranted, and a review 

process that emphasizes expert reviews over agency comments. Figure 8 summarizes 

in more detail our process for developing audit and audit-related products, and our 

process for developing technology assessment reports. 
Page 25 GAO Science and Technology Reorganization

Figure 8: Comparison of GAO’s processes for developing technology assessments and audits. 
Page 26 GAO Science and Technology Reorganization

Appendix I: Selected GAO Science, Technology, Information Technology, and 

Cybersecurity Products, Fiscal Year 2018 

Science and Technology: Considerations for Maintaining U.S. Competitiveness in 

Quantum Computing, Synthetic Biology, and Other Potentially Transformational 

Research Areas. GAO-18-656. Washington, D.C.: Sep. 26, 2018.

Biological Select Agents and Toxins: Actions Needed to Improve Management of DOD’s 

Biosafety and Biosecurity Program. GAO-18-422. Washington, D.C.: Sep. 20, 2018.

Cybersecurity: Office of Federal Student Aid Should Take Additional Steps to Oversee 

Non-School Partners’ Protection of Borrower Information. GAO-18-518. Washington, 

D.C.: Sep. 17, 2018.

Electronic Health Records: Clear Definition of the Interagency Program Office’s Role in 

VA’s New Modernization Effort Would Strengthen Accountability. GAO-18-696T. 

Washington, D.C.: Sep. 13, 2018.

High-Risk Series: Urgent Actions Are Needed to Address Cybersecurity Challenges 

Facing the Nation. GAO-18-622. Washington, D.C.: Sep. 06, 2018.

National Science Foundation: A Workforce Strategy and Evaluation of Results Could 

Improve Use of Rotating Scientists, Engineers, and Educators. GAO-18-533. 

Washington, D.C.: Sep. 05, 2018.

Data Protection: Actions Taken by Equifax and Federal Agencies in Response to the 

2017 Breach. GAO-18-559. Washington, D.C.: Aug. 30, 2018.

Unmanned Aircraft: The Navy Has Reduced MQ-25 Development Risk, but Should 

Improve Its Cost Estimate. GAO-18-541SU. Washington, D.C.: Aug. 09, 2018.

Critical Infrastructure Protection: DHS Should Take Actions to Measure Reduction in 

Chemical Facility Vulnerability and Share Information with First Responders. 

GAO-18-538. Washington, D.C.: Aug. 08, 2018.

Military Space Systems: DOD’s Use of Commercial Satellites to Host Defense Payloads 

Would Benefit from Centralizing Data. GAO-18-493. Washington, D.C.: July 30, 2018.

National Institute of Standards and Technology: Additional Review and Coordination 

Could Help Meet Measurement Service Needs and Strengthen Standards Activities. 

GAO-18-445. Washington, D.C.: July 26, 2018.

DNA Evidence: Preliminary Observations on DOJ’s DNA Capacity and Backlog 

Reduction Grant Program. GAO-18-651T. Washington, D.C.: July 18, 2018.

Information Security: Supply Chain Risks Affecting Federal Agencies. GAO-18-667T. 

Washington, D.C.: July 12, 2018.

NASA Commercial Crew Program: Plan Needed to Ensure Uninterrupted Access to the 

International Space Station. GAO-18-476. Washington, D.C.: July 11, 2018.

Artificial Intelligence: Emerging Opportunities, Challenges, and Implications for Policy 

and Research. GAO-18-644T. Washington, D.C.: June 26, 2018.
Page 27 GAO Science and Technology Reorganization

Identity Theft: IRS Needs to Strengthen Taxpayer Authentication Efforts. GAO-18-418. 

Washington, D.C.: June 22, 2018.

Information Security: CDC Needs to Improve Its Program and Resolve Critical Control 

Deficiencies. GAO-18-437SU. Washington, D.C.: June 20, 2018.

Federal Research: Additional Actions Needed to Improve Licensing of Patented 

Laboratory Inventions. GAO-18-327. Washington, D.C.: June 19, 2018.

Cybersecurity Workforce: Agencies Need to Improve Baseline Assessments and 

Procedures for Coding Positions. GAO-18-466. Washington, D.C.: June 14, 2018.

NASA Major Projects: Portfolio Is At Risk for Continued Cost Growth and Schedule 

Delays. GAO-18-576T. Washington, D.C.: June 14, 2018.

F-35 Joint Strike Fighter: Development Is Nearly Complete, but Deficiencies Found in 

Testing Need to Be Resolved. GAO-18-321. Washington, D.C.: June 05, 2018.

National Science Foundation: Revised Policies on Developing Costs and Schedules 

Could Improve Estimates for Large Facilities. GAO-18-370. Washington, D.C.: June 01, 

2018.

B61-12 Nuclear Bomb: Cost Estimate for Life Extension Incorporated Best Practices, 

and Steps Being Taken to Manage Remaining Program Risks. GAO-18-456. 

Washington, D.C.: May 31, 2018.

Small Unmanned Aircraft Systems: FAA Should Improve Its Management of Safety 

Risks. GAO-18-110. Washington, D.C.: May 24, 2018.

Energy Storage: Information on Challenges to Deployment for Electricity Grid Operations 

and Efforts to Address Them. GAO-18-402. Washington, D.C.: May 24, 2018.

NASA Information Technology: Urgent Action Needed to Address Significant 

Management and Cybersecurity Weaknesses. GAO-18-337. Washington, D.C.: May 22, 

2018.

Cybersecurity: DHS Needs to Enhance Efforts to Improve and Promote the Security of 

Federal and Private-Sector Networks. GAO-18-520T. Washington, D.C.: Apr. 24, 2018.

Climate Change Adaptation: DOD Needs to Better Incorporate Adaptation into Planning 

and Collaboration At Overseas Installations. GAO-18-265C. Washington, D.C.: Apr. 02, 

2018.

Illicit Opioids: While Greater Attention Given to Synthetic Opioids, Agencies Need to 

Better Assess Their Efforts. GAO-18-205. Washington, D.C.: Mar. 29, 2018.

Artificial Intelligence: Emerging Opportunities, Challenges, and Implications. 

GAO-18-142SP. Washington, D.C.: Mar. 28, 2018.

Science, Technology, Engineering, and Mathematics Education: Actions Needed to 

Better Assess the Federal Investment. GAO-18-290. Washington, D.C.: Mar. 23, 2018.
Page 28 GAO Science and Technology Reorganization

Financial Technology: Additional Steps by Regulators Could Better Protect Consumers 

and Aid Regulatory Oversight. GAO-18-254. Washington, D.C.: Mar. 22, 2018.

U.S. Patent and Trademark Office: Observations on the Covered Business Method 

Patent Review Program. GAO-18-451T. Washington, D.C.: Mar. 20, 2018.

Food Safety: USDA Should Take Further Action to Reduce Pathogens in Meat and 

Poultry Products. GAO-18-272. Washington, D.C.: Mar. 19, 2018.

Food Safety: Federal Efforts to Manage the Risk of Arsenic in Rice. GAO-18-199. 

Washington, D.C.: Mar. 16, 2018.

Electronic Health Information: CMS Oversight of Medicare Beneficiary Data Security 

Needs Improvement. GAO-18-210. Washington, D.C.: Mar. 06, 2018.

Nuclear Weapons: NNSA Should Clarify Long-Term Uranium Enrichment Mission Needs 

and Improve Technology Cost Estimates. GAO-18-126. Washington, D.C.: Feb. 16, 

2018.

Critical Infrastructure Protection: Additional Actions Are Essential for Assessing 

Cybersecurity Framework Adoption. GAO-18-211. Washington, D.C.: Feb. 15, 2018.

Chemical Innovation: Technologies to Make Processes and Products More Sustainable. 

GAO-18-307. Washington, D.C.: Feb. 08, 2018.

Critical Infrastructure Protection: Electricity Suppliers Have Taken Actions to Address 

Electromagnetic Risks, and Additional Research Is Ongoing. GAO-18-67. Washington, 

D.C.: Feb. 07, 2018.

Cybersecurity Workforce: Urgent Need for DHS to Take Actions to Identify Its Position 

and Critical Skill Requirements. GAO-18-175. Washington, D.C.: Feb. 06, 2018.

Small Business Research Programs: Agencies Need to Take Steps to Assess Progress 

Toward Commercializing Technologies. GAO-18-207. Washington, D.C.: Jan. 31, 2018.

Homeland Defense: Urgent Need for DOD and FAA to Address Risks and Improve 

Planning for Technology That Tracks Military Aircraft. GAO-18-177. Washington, D.C.: 

Jan. 18, 2018.

Nuclear Security: CBP Needs to Take Action to Ensure Imported Radiological Material Is 

Properly Licensed. GAO-18-214. Washington, D.C.: Jan. 10, 2018.

Columbia Class Submarine: Immature Technologies Present Risks to Achieving Cost, 

Schedule, and Performance Goals. GAO-18-158. Washington, D.C.: Dec. 21, 2017.

Generic Drugs: FDA Should Make Public Its Plans to Issue and Revise Guidance on 

Nonbiological Complex Drugs. GAO-18-80. Washington, D.C.: Dec. 14, 2017.

Telecommunications: FCC Should Improve Monitoring of Industry Efforts to Strengthen 

Wireless Network Resiliency. GAO-18-198. Washington, D.C.: Dec. 12, 2017.

Internet of Things: FCC Should Track Growth to Ensure Sufficient Spectrum Remains 

Available. GAO-18-71. Washington, D.C.: Nov. 16, 2017.
Page 29 GAO Science and Technology Reorganization

Plutonium Disposition: Observations on DOE and Army Corps Assessments of the 

Mixed Oxide Fuel Fabrication Facility Contract. GAO-18-122R. Washington, D.C.: Nov. 

15, 2017.

Low-Dose Radiation: Interagency Collaboration on Planning Research Could Improve 

Information on Health Effects. GAO-18-184T. Washington, D.C.: Nov. 01, 2017.

Defense Microelectronics: Efforts Ongoing to Increase Trusted Sources, But a National 

Strategy Is Needed to Strengthen the Industrial Base. GAO-18-43SU. Washington, D.C.: 

Oct. 26, 2017.

Contingent Workforce: Size, Characteristics, Compensation, and Work Experiences of 

Adjunct and Other Non-Tenure-Track Faculty. GAO-18-49. Washington, D.C.: Oct. 19, 

2017.

High-Containment Laboratories: Coordinated Actions Needed to Enhance the Select 

Agent Program’s Oversight of Hazardous Pathogens. GAO-18-145. Washington, D.C.: 

Oct. 19, 2017.

Water Pollution: Some States Have Trading Programs to Help Address Nutrient 

Pollution, but Use Has Been Limited. GAO-18-84. Washington, D.C.: Oct. 16, 2017.

FIRSTNET: Efforts to Establish the Public Safety Broadband Network. GAO-18-187T. 

Washington, D.C.: Oct. 12, 2017.

Biodefense: Federal Efforts to Develop Biological Threat Awareness. GAO-18-155. 

Washington, D.C.: Oct. 11, 2017.
Page 30 GAO Science and Technology Reorganization

Appendix II: Consultations with External Stakeholders, as of March 15, 20196

Consultations with Members of Congress and/or Congressional Staff

U.S. Senate

Armed Services Committee

Commerce, Science, and Transportation Committee

Finance Committee

Homeland Security and Governmental Affairs Committee

Legislative Branch Subcommittee, Committee on Appropriations

Small Business and Entrepreneurship Committee 

House of Representatives

Education and Labor Committee (previously the Education and Workforce 

Committee)

Energy and Commerce Committee

Legislative Branch Subcommittee, Committee on Appropriations

Modernization of Congress Select Committee

Oversight and Reform Committee (previously the Oversight and Government 

Reform Committee)

Science, Space, and Technology Committee

Small Business Committee

Veterans’ Affairs Committee

 6

Additional consultations will continue throughout fiscal year 2019.
Page 31 GAO Science and Technology Reorganization

Academic Institutions

Arizona State University, Consortium for Science, Policy & Outcomes

Carnegie Mellon University

Georgia Institute of Technology

Harvard Kennedy School's Belfer Center for Science and International Affairs

Massachusetts Institute of Technology

Other External Stakeholders

American Association for the Advancement of Science (AAAS)

American Chemical Society (ACS)

IBM Center for the Business of Government

Institute for Defense Analyses (IDA)

Institute of Electrical and Electronics Engineers (IEEE)

Lincoln Network

National Academies of Sciences, Engineering, and Medicine (NASEM)

The Mitre Corporation
Page 32 GAO Science and Technology Reorganization

Appendix III: Methodology

In the process of establishing the STAA team, as of March 15, 2019, we have conducted 

more than 30 meetings and workshops with Members of Congress and congressional 

staff; academic institutions with a nexus of science, engineering, and public policy; and 

other organizations that analyze policy or study science, technology, national security 

and competitiveness. Going forward, we plan to remain engaged with Members of 

Congress, congressional staff, as well as the broader national and global scientific 

community, and to continue seeking these stakeholders’ input.

From Members of Congress and congressional staff, we sought input on their priorities 

as they related to S&T issues, and on the types of services that would be most helpful 

(e.g., reports, technology assessments, and rapid technical assistance).

From external stakeholders, we sought input on ways to incorporate policy options into 

technology assessments, which we identified as a congressional need. We met with 

representatives from academic institutions;7 federally funded research and development 

centers; the National Academies of Sciences, Engineering, and Medicine; professional 

scientific societies, including the American Association for the Advancement of Science, 

the American Chemical Society, and the Institute of Electrical and Electronics Engineers; 

and others. See appendix II for a full list of congressional and other external 

stakeholders we contacted.

From internal stakeholders we sought input on the new team’s organizational structure 

and staffing levels, plans for reassigning current GAO staff and hiring new staff, and 

timelines. This helped us stand up the new team efficiently while ensuring a seamless 

continuation of ongoing S&T work. We met the management of other GAO mission

teams and GAO bargaining unit and non-bargaining unit employees, among others.

 7

These institutions focus on the intersection of science, technology, and policy. They include the Consortium 

for Science, Policy & Outcomes at Arizona State University; Carnegie Mellon University; the Georgia 

Institute of Technology; Harvard Kennedy School's Belfer Center for Science and International Affairs; and 

the Massachusetts Institute of Technology.