Expertise acquisition in Congress

Abstract

According to many, the US Congress desperately needs reform because its capacity to govern has declined. Congressional capacity cannot be understood without examining how the expertise available to members is fostered or discouraged. We present a theory of expertise acquisition and apply it to the problem of overseeing the Executive. We use this theory to organize a dataset of congressional staff employment merged with new records of invitations, applications, and attendance at training sessions produced by three nonprofit organizations in Washington, DC. We find that staffers are more likely to acquire expertise when their jobs are more secure and there are more opportunities to use their expertise in careers outside of Congress—most notably, when their party takes control of the presidency. Our analysis suggests that oversight expertise is generally not sufficiently valuable outside of Congress to entice many staffers to acquire it without subsidies.