 
 
                                     United States General Accounting Office
           __________________________________________________________________
           GAO                        Information Management and Technology
                                      Division
 
           __________________________________________________________________
           February 1990              Meeting the Government's Technology
                                      Challenge
 
                                      Results of A GAO Symposium
 
 
           __________________________________________________________________
           GAO/IMTEC-90-23
 
 
 
 
         This U.S. General Accounting Office (GAO) report is 1 of 7
         available over the Internet as part of a test to determine
         whether there is sufficient interest within this community to
         warrant making all GAO reports available over the Internet.
         The file REPORTS at NIH lists the 7 reports.
 
         So that we can keep a count of report recipients, and your
         reaction, please send an E-Mail message to KH3@CU.NIH.GOV and
         include, along with your E-Mail address, the following
         information:
 
              1)   Your organization.
 
              2)   Your position/title and name (optional).
 
              3)   The title/report number of the above reports you have
                   retrieved electronically or ordered by mail or phone.
 
              4)   Whether you have ever obtained a GAO report before.
 
              5)   Whether you have copied a report onto another bulletin
                   board--if so, which report and bulletin board.
 
              6)   Other GAO report subjects you would be interested in.
                   GAO's reports cover a broad range of subjects such as
                   major weapons systems, energy, financial institutions,
                   and pollution control.
 
              7)   Any additional comments or suggestions.
 
         Thank you for your time.
 
 
         Sincerely,
 
         Jack L. Brock, Jr.
         Director,
         Government Information and Financial
         Management Issues
         Information Management and Technology Division
 
 
 
 
                                       PREFACE
                                       -------
          Managing the federal government's information technology is a
          monumental task.  Over 53,000 government computer and
          telecommunications systems touch the lives of Americans each day.
          As we stand on the brink of a new decade, the government is facing
          the enormous challenge of modernizing many of these vital systems
          to ensure that the public receives the services they expect and
          deserve.  Although the federal government is spending about $20
          billion annually for this purpose, progress has been painfully
          slow.
 
          We cannot afford this lack of progress.  With forecasts of tighter
          budgets and a shrinking labor force, the government will soon have
          to meet the needs of the American taxpayer with less funding and
          fewer trained employees.  Government leaders must increasingly
          rely upon information technology to streamline operations, improve
          service to the public, and handle the accelerating rate of change
          that will undoubtedly face government in the 1990s.
 
          On October 4 and 5, 1989, GAO sponsored a symposium, "Meeting the
          Government's Technology Challenge," that brought together leaders
          from industry and government to explore ways of better using
          information technology to meet the demands facing the government
          into the next century.  This report builds on the symposium's
          results to provide a framework for acquiring and managing
          information technology.  We believe this framework offers an
          appropriate starting point for addressing the technology challenge
          facing the government now and in the future.
 
 
 
          Charles A. Bowsher
          Comptroller General
          of the United States
 
 
 
                                          1
 
 
 
 
                                      CONTENTS
                                      --------
          PREFACE
 
          MEETING THE GOVERNMENT'S TECHNOLOGY CHALLENGE                   3
 
          The GAO Symposium:  Focusing on the Technology Challenge        3
 
          Symposium Results:  Principles for Managing Information         4
          Technology
 
          The Challenge for the Future                                    9
 
          APPENDIX I:  BIOGRAPHIES OF INDUSTRY SPEAKERS                  10
 
          APPENDIX II:  SYMPOSIUM PANELISTS                              12
 
          APPENDIX III:  BIOGRAPHIES OF CONGRESSIONAL SPEAKERS           13
 
          APPENDIX IV:  MAJOR CONTRIBUTORS TO THIS REPORT                14
 
 
                                    ABBREVIATIONS
 
          ADP     Automatic Data Processing
 
          IMTEC   Information Management and Technology Division
 
          GAO     General Accounting Office
 
          USAA    United Services Automobile Association
 
 
 
                                          2
 
 
 
                    MEETING THE GOVERNMENT'S TECHNOLOGY CHALLENGE
                    ---------------------------------------------
          Information technology systems are the lifeblood of the federal
          government, sustaining vital functions such as tax collection, aid
          to our elderly and disadvantaged citizens, and national defense.
          Yet it is becoming increasingly clear that many of these systems
          are approaching a state of crisis.  Some of the most critical
          ones, such as those used by the Internal Revenue Service to
          process taxes, were designed almost 30 years ago and rely on
          antiquated equipment and outdated designs.  Given the likelihood
          of continuing population increases, the demand for government
          services may outstrip the processing capability of many of today's
          systems before the end of this century.
 
          Attempts to modernize the government's information systems have
          produced few successes and many costly failures.  Over the past
          several years GAO has found skyrocketing costs, long delays, and
          elusive benefits to be characteristic of far too many information
          technology projects.  The causes most often cited for this bleak
          history are a lack of effective leadership by senior managers,
          ineffective communication among those involved in developing
          information systems, incomplete knowledge of the customer's needs,
          the absence of a clear and complete systems plan or architecture,
          and frequent turnover among project managers and other key
          personnel.  This record of failure has resulted in a lack of
          public confidence regarding the government's ability to manage
          information systems projects.  In light of the current budget
          deficit and the growing demand for government services, federal
          managers must find a way to break this cycle of failure and begin
          creating a workable strategy for meeting the demands of the
          future.
 
          THE GAO SYMPOSIUM:  FOCUSING ON
          -------------------------------
          THE TECHNOLOGY CHALLENGE
          ------------------------
          Modernizing the federal government's information technology is an
          enormous and complex undertaking.  Given the government's
          disappointing record in this area, a consensus has been building
          among federal leaders that new ways of addressing this challenge
          must be explored.  In October 1989 GAO convened a symposium,
          "Meeting the Government's Technology Challenge," to foster new
          ideas and fresh approaches to developing and managing the
          government's information technology systems.  By bringing together
          leaders from industry, the Congress, and the executive agencies,
          we sought to begin a dialogue involving the major parties involved
          in helping the federal government use technology to meet the
          nation's needs.  Dr. Peter Keen, Executive Director of the
          International Center for Information Technologies, moderated the
          symposium.
 
          During the 2-day event, participants explored information
          technology issues and debated ways to ensure that the government
 
                                          3
 
 
 
          will receive the greatest benefit for its information technology
          investments.  To begin the symposium, speakers from private
          industry who had been highly successful in developing information
          technology systems recounted their experiences.  Their
          presentations were particularly pertinent because the challenges
          facing these organizations were similar to those confronting the
          government; each was involved in delivering services to the public
          that required processing large amounts of data in short amounts of
          time.  The speakers and the organizations they represent were
          General Donald Lasher (ret.), President for Information Systems,
          United Services Automobile Association (USAA); John Fisher, Senior
          Vice President, Banc One Corporation; Jim Grant, Executive Vice
          President for Systems and Technology, The Royal Bank of Canada;
          and Barry Kotar, President and Chief Executive Officer, Covia
          Corporation.  Appendix I contains additional information on these
          speakers.
 
          Following the industry speakers, panels composed of
          representatives from federal agencies, congressional committees,
          private industry, and academia discussed alternatives for
          addressing the federal government's dilemma.  The ideas generated
          in the panels were then debated during a plenary session.
          Appendix II contains a listing of the panelists.  Senator Frank
          Lautenberg of New Jersey and Representative Edward Markey of
          Massachusetts offered congressional perspectives on the
          information technology challenge.  Additional information on these
          speakers is provided in appendix III.
 
          SYMPOSIUM RESULTS:  PRINCIPLES FOR
          ----------------------------------
          MANAGING INFORMATION TECHNOLOGY
          -------------------------------
          Five principles for effective management of information technology
          emerged during the symposium.  Together they provide a framework
          for successfully integrating information technology into the
          business of government.  GAO's experiences over the years in
          reviewing the government's use of this technology has confirmed
          the validity of these principles.  GAO suggests that agency heads
          examine their use of information technology and apply the
          following principles when developing and managing their technology
          plans.
 
          Principle 1:  Commitment and Vision Begin at the Top
          ----------------------------------------------------
          Most successful automation efforts begin with a top manager who
          has a clear vision of how the organization can benefit from
          information technology and a commitment to making this vision a
          reality.  Without clear direction and support from the top,
          modernization programs tend to degenerate into loose collections
          of independent systems.  Often these systems are developed under
          the oversight of technical managers who focus on the needs of
          their individual units rather than the organization's larger
          mission and goals.  The net result is that the systems that are
 
                                          4
 
 
 
 
          developed do not effectively meet the organization's or the
          public's needs.
 
          The importance of visionary leadership was clearly illustrated by
          John Fisher of Banc One in describing the financial services
          industry.  During the last decade--when many banks were losing
          ground to their competitors--bank managers were repeatedly
          criticized as lacking vision.  An important aspect of this lack of
          vision was the bank managers' reluctance to embrace the promise of
          technology.  He noted that this situation has recently changed,
          with many banks viewing technology as a strategic tool enabling
          them to stay ahead of the competition.  Mr. Fisher suggested that
          the federal government's need for visionary leadership was
          analogous to the banking environment during the last decade.
 
          Senior managers should examine their missions and begin to look
          forward--beyond the next budget cycle--to find the best way of
          serving the needs of the public in the future.  Instead of simply
          automating existing processes and procedures, leaders need to take
          a fresh look at alternative ways of accomplishing their goals and
          embody this new thinking into a vision that can guide systems
          development over the long term.  According to General Lasher of
          USAA, if information systems are developed in concert with a clear
          long-range vision, they become the organization's "strategic
          weapon" for effectively accomplishing its goals.
 
          After examining their mission in light of the public's future
          needs, agency leaders should prepare clear, forward-looking
          statements articulating the vision.  Such a statement should
          describe what services the agency is to provide now and in the
          future and present critical milestones for implementing the
          vision.  Specific technology plans should then be developed that
          will transform this vision into reality.
 
          The agency's senior official for information resources management
          should play a leading role in these activities.  Specifically,
          this official should assist in defining the vision and preparing
          the agency's technology plan, and then ensure that the ongoing and
          proposed systems development projects fall logically within this
          plan.  The symposium participants reached a consensus that
          agencies need to redefine the role of the senior information
          resources management official and elevate the authority of this
          position to ensure that these responsibilities are fulfilled.
 
          Principle 2:  Partnerships Can Help Define the Vision
          -----------------------------------------------------
          Forging alliances and cultivating partnerships is an essential
          part of defining and implementing an agency's strategic vision.
          Having access to the best available knowledge and advice from
          government, industry, and academia is critical when establishing
          the vision and the supporting architecture.  Advisory panels,
          private consulting firms, research foundations, and other
 
                                          5
 
 
 
          government agencies can provide fresh, independent perspectives
          and new insights.  Alliances with external organizations such as
          these were cited by symposium particitants as being invaluable.
 
          Within an organization, partnerships between program offices and
          technical groups, at all levels, can promote effective
          communication and cooperative working relationships.  Agencies
          should establish such partnerships as a means of ending the
          artificial and damaging split between technical planning and
          program implementation.  Jim Grant of The Royal Bank of Canada
          noted that allowing both groups--technical and program--to
          actively participate on architectural planning committees almost
          guarantees that concerns, ideas, and solutions from both sides
          will be aired and addressed.
 
          General Lasher echoed this approach for establishing
          organizational partnerships.  USAA has created an "executive
          partnership" among senior managers from both program units and
          systems groups that promotes a cooperative environment.
          Representing top management, USAA's Architecture Review Board
          regularly convenes to ensure that stated policies and information
          technology projects conform to the organization's vision for the
          future.  The consensus among the symposium participants was that
          agency officials should establish similar boards to ensure that
          the guiding vision is realized.
 
          Agency leaders should also involve the Congress as an active
          partner in defining and implementing their vision.  Top management
          must clearly articulate to the Congress how the vision will help
          achieve the agency's mission and describe how each major
          information technology project will contribute to realizing the
          vision.  It is particularly important that the information
          provided to decisionmakers is as complete and realistic as
          possible.  Further, agency management needs to evaluate and
          discuss with the Congress the impact its vision will have on the
          organizational structure and congressional constituencies.
          Technological change often entails organizational change; agencies
          should have a plan for managing both and should communicate these
          plans to the Congress.  With a clearer understanding of the
          agency's vision and goals, the Congress will be in a better
          position to make informed oversight decisions and assist in
          resolving difficult issues.  Both Senator Frank Lautenberg and
          Representative Edward Markey highlighted the importance of working
          together to resolve the technology challenges facing the
          government.
 
          Principle 3:  Service to the Public Should be the Vision's
          ----------------------------------------------------------
          Cornerstone
          -----------
          Successful use of information technology requires understanding
          the needs of the customer and letting those needs dictate how
          technology is used.  Government typically focuses its attention on
 
                                          6
 
 
 
          internal operational needs, with little regard to an important
          aspect of its mission--meeting the needs and desires of the
          American public.  Planning for information technology without
          considering the needs of the public can backfire, resulting in
          underutilized systems, increased costs, and dissatisfied
          customers.
 
          During the symposium, industry leaders repeatedly emphasized that
          their organizations' strategies were driven to a large extent by
          the needs of their customers.  According to Barry Kotar, Covia
          Corporation's technology plan is based on a comprehensive
          assessment and understanding of the customer's priorities and
          needs.  In many federal agencies, the services they provide are
          limited by what their systems can handle, not what the taxpayer
          wants.  Successful leaders must be in a position to anticipate how
          their technology systems can accommodate changes in taxpayer
          requirements.  Echoing this point, Jim Grant observed that forming
          a virtual partnership with the customer is essential for
          developing a service-oriented system.
 
          Senior executives should make a concerted effort to understand and
          incorporate the needs of the American public in developing
          information technology strategies.  They must actively seek to
          identify and understand the taxpayers' needs, both now and in the
          future, and not rely on the perceived demands of the past.
          Specific vehicles for obtaining this information could include
          customer surveys and pilot testing.  Evidence that agencies are
          listening to taxpayers' views will encourage a sense of confidence
          that scarce tax dollars are being used appropriately.
 
          Principle 4:  A Clear, Flexible Architecture Should Support the
          ---------------------------------------------------------------
          Vision
          ------
          Information systems are one of the most important tools for
          effectively accomplishing the organization's mission.  For maximum
          efficiency and effectiveness, these systems should be developed as
          part of an overall architecture or plan.  An architecture is a
          blueprint explaining the structure of and communications among an
          organization's information technology resources--hardware,
          software, and people.  It is the foundation upon which an agency
          builds, modifies, and expands its organizational operations.
 
          The architecture should drive all major technology purchases.
          Rather than simply buying information technology without a clear
          plan for how it will fit into the agency's overall strategy,
          leaders need a comprehensive plan that will dictate the equipment
          and resources required.  This should reduce the likelihood of
          acquiring inappropriate or duplicate technology and ensure that
          the technology can be integrated with existing systems.
          Developing a collection of independent information systems with no
          underlying foundation or architecture is unacceptable.
 
 
                                          7
 
 
 
          A clear, well-conceived architecture also offers the possibility
          of building an integrated information system one piece at a time,
          thereby minimizing the risks inherent in an all-or-nothing
          strategy.  Constructing a system incrementally provides
          flexibility to modify or expand the system in response to changes
          in customer needs, legislative requirements, or technological
          advances.  Barry Kotar, for example, built Covia's system
          incrementally using proven building blocks, thereby reducing the
          project's risks.  This modular approach also enables the customer
          to begin reaping the benefits of the system sooner.  The symposium
          participants agreed that it was preferable to avoid very large,
          monolithic projects in favor of developing smaller, modular
          components within the architecture.
 
          Principle 5:  Management Continuity Is Needed To Implement the
          --------------------------------------------------------------
          Vision
          ------
          Continuity at the project management level is essential to
          realizing the vision.  In the past, government has had difficulty
          maintaining the continuity necessary to provide consistent
          direction and clear accountability for information systems
          development efforts.  All too often, changes in management occur
          that significantly affect the direction of an information systems
          project, thereby increasing costs, delaying the delivery of the
          project's benefits, and clouding accountability for the project's
          success.
 
          Assembling and retaining a team of highly qualified officials to
          manage critical information systems projects is essential to
          implementing the vision.  Jim Grant stressed that the quality of
          the people supporting the leaders in the organization will
          determine whether the vision can be carried out.  Operating on
          this philosophy, The Royal Bank of Canada established an intensive
          university recruiting program to ensure that highly skilled
          students are being hired.  In this vein, symposium participants
          agreed that a move toward professionalizing the field of
          information resources management would enhance the quality of
          project managers.  Suggestions offered included establishing a
          governmentwide training curriculum and developing a federal
          project management methodology.
 
          Since retaining key, highly qualified officials to maintain
          continuity within technology projects is a major dilemma, agencies
          should explore new ways of bringing continuity to the process of
          managing these projects.  For example, developing a detailed long-
          term strategy that can transcend personnel changes would mitigate
          some of the risks associated with management turnover.  Using
          advisory committees and individual consultants to provide
          consistent institutional memory and perspective would also help
          achieve continuity.
 
 
 
                                          8
 
 
 
 
 
 
 
          THE CHALLENGE FOR THE FUTURE
          ----------------------------
          As we move toward the next century, information technology
          promises to provide higher quality government services at reduced
          cost to the public.  The challenge of making this promise a
          reality rests primarily with our leaders, who must provide the
          commitment and vision necessary to change the way government
          operates in this critical arena.  Specifically, GAO believes that
          for this endeavor to be successful, federal leaders will need to
 
          -- charge the senior information resources management official in
             each agency with defining and implementing a clear yet flexible
             architecture that embodies the agency's vision of how it will
             do business in the future;
 
          -- encourage the formation of internal and external partnerships
             through organizations such as architecture planning committees,
             review boards, or advisory committees;
 
          -- clearly explain the agency's overall vision and direction in
             providing information to the Congress;
 
          -- ground all technology decisions in a thorough understanding of
             the needs of the public;
 
          -- adopt a modular approach to developing major systems and
             consider capping the size of project phases where
             implementation risks are high;
 
          -- explore ways of professionalizing the field of information
             resources management, such as establishing a governmentwide
             training curriculum and developing a federal project management
             methodology; and
 
          -- foster continuity through the use of detailed long-term plans,
             advisory committees, and individual consultants.
 
          These steps constitute a promising agenda for action, but they are
          only a beginning.  The dialogue begun during the symposium must be
          continued, new insights must be shared, and new solutions must be
          found if the government is to meet its technology challenge.
 
          The time to act is now.  The information technology crisis the
          government is facing will not resolve itself; it requires
          immediate action and continuing attention.  Committed, visionary
          leadership is needed to address this crisis.  Agency heads should
          demonstrate this leadership by applying the framework to their
          strategies for acquiring and managing information technology.
 
 
                                          9
 
          APPENDIX I                                               APPENDIX I
 
                          BIOGRAPHIES OF INDUSTRY SPEAKERS
                          --------------------------------
          John F. Fisher
          --------------
          Banc One Corporation
          --------------------
          John Fisher is Senior Vice President for Banc One Corporation.
          Known today as an innovator in electronic consumer banking, Banc
          One enjoys great success:  it is the third most profitable bank in
          Ohio's five-state area and boasts over $36 billion in assets.
 
          Mr. Fisher's first major banking innovation was the bank credit
          card.  In 1966, Banc One joined with Bank of America, which
          enabled Banc One to market the credit card nationally.  The
          BankAmericard, later renamed Visa, was the first nationally
          accepted credit card and established Banc One as a banking leader.
          Under Mr. Fisher, Banc One also produced the first on-line credit-
          card authorization service and the first form of overdraft
          protection, linking credit cards together with checking accounts.
          Mr. Fisher has set a precedent in the industry by demonstrating
          the close relationship between technology and banking in meeting
          the needs of the customer.
 
          J.C. (Jim) Grant
          ----------------
          The Royal Bank of Canada
          ------------------------
          Jim Grant is the Executive Vice-President for Systems and
          Technology at The Royal Bank of Canada.  The Royal Bank is
          Canada's largest, with assets exceeding U.S.$90 billion and having
          1,500 domestic branches plus 240 international offices.
 
          Headquartered in Montreal and Toronto, The Royal Bank has been a
          leader in the application of new technologies for efficient
          operational management and for providing a variety of
          sophisticated services.  Under Mr. Grant's leadership, The Royal
          Bank has expanded its electronic network for both personal and
          commercial banking.
 
          Barry A. Kotar
          --------------
          Covia Corporation
          -----------------
          Barry Kotar is President and Chief Executive Officer of Covia
          Corporation, a position he has held since the company was formed
          in January 1987 as an operating subsidiary of United Airlines.  In
          August 1988, United sold half of Covia to five other air carriers,
          forming a partnership with USAir, British Airways, KLM Royal Dutch
          Airlines, Swissair, and Alitalia.
 
          Covia is the leading worldwide travel distribution company.  Under
          Mr. Kotar's leadership, the company develops and markets advanced
          automation products, information systems, and network services,
 
                                         10
 
 
 
          APPENDIX I                                               APPENDIX I
 
          including the world's most advanced computer reservation system.
          Mr. Kotar's philosophy stresses developing systems that will
          support corporate growth and expansion in the future.
 
          Gen. Donald R. Lasher
          ---------------------
          United Services Automobile Association
          --------------------------------------
          Donald Lasher is President of Information Services for United
          Services Automobile Association, an insurance and financial
          services company noted as a technological leader.  General Lasher
          provides the automated systems, communications, and computer
          support for all USAA activities.  Directing a 1,500-person systems
          and telecommunications staff, he oversees an operation whose
          budget exceeds $125 million annually and includes the world's
          largest automatic telephone call distribution system under one
          roof.
 
          At USAA, General Lasher spearheaded development of an automated,
          multifunctional workstation environment with on-line, real-time
          support to over 11,500 users worldwide.  He also directed the
          development of a highly successful image-processing system that
          captures and stores all of USAA's incoming property and casualty
          policy service mail.
 
 
 
                                         11
 
 
 
 
          APPENDIX II                                             APPENDIX II
 
                                 SYMPOSIUM PANELISTS
                                 -------------------
 
          Dr. Maryam Alavi, Associate Professor of Information Systems,
          University of Maryland
 
          Jack L. Brock, Director, Government Information and Financial
          Management, U.S. General Accounting Office
 
          Herbert R. Doggette, Jr., Deputy Commissioner for Operations,
          Social Security Administration
 
          John R. Dyer, Deputy Commissioner for Management, Social Security
          Administration
 
          Robert Gellman, Staff Member, Subcommittee on Government
          Information, Justice and Agriculture, House Committee on
          Government Operations
 
          Edward J. Gleiman, Staff Director, Subcommittee on Federal
          Services, Post Office and Civil Service, Senate Committee on
          Governmental Affairs
 
          Theodore F. Gonter, Director, Systems Engineering and Integration,
          Internal Revenue Service
 
          Steven Katz, Chief Counsel, Subcommittee on Government Information
          and Regulation, Senate Committee on Governmental Affairs
 
          Francis A. McDonough, Deputy Commissioner for Federal Information
          Resources Management, General Services Administration
 
          Peter C.S. Nicoll, Manager, Business Management Program, The Royal
          Bank of Canada
 
          Henry H. Philcox, Acting Assistant Commissioner, Computer
          Services, Internal Revenue Service
 
          Fred L. Sims, Assistant Commissioner, Information Resources
          Management Policy, General Services Administration
 
          Dr. Rona B. Stillman, Chief Scientist, U.S. General Accounting
          Office
 
          Lynda Woodman, President, International Center for Information
          Technologies
 
 
 
 
 
                                         12
 
 
 
          APPENDIX III                                           APPENDIX III
 
                        BIOGRAPHIES OF CONGRESSIONAL SPEAKERS
                        -------------------------------------
          Sen. Frank R. Lautenberg
          ------------------------
          State of New Jersey
          -------------------
          Frank Lautenberg represents the state of New Jersey in the United
          States Senate.  Since 1985 he has been a member of the Senate
          Appropriations Committee, with key roles on various subcommittees.
          In 1987 Senator Lautenberg began chairing the Committee's
          Subcommittee on Transportation.
 
          After graduating in 1949 from Columbia University with a degree in
          economics, Senator Lautenberg began selling payroll services for a
          small business in New Jersey.  Aided by computer technology, this
          business evolved into Automatic Data Processing (ADP), Inc.,
          marking the beginning of the American computing services industry.
 
          Over the past 30 years, ADP, Inc., has become a worldwide leader
          in the computing industry.  Senator Lautenberg served as Chief
          Executive Officer and Chairman of the Board until elected to the
          Senate in 1982.  Today, ADP is the largest computing services firm
          in the world, with annual revenues of more than $1 billion and
          more than 22,000 employees.
 
          Rep. Edward J. Markey
          ---------------------
          Seventh District of Massachusetts
          ---------------------------------
          A graduate of Boston College School of Law, Edward Markey was
          elected to the Congress in 1976 from the seventh district of
          Massachusetts.  Since his election to the Congress, he has risen
          steadily in the ranks of its committee structure.
 
          In 1987 Representative Markey took over the chairmanship of the
          Telecommunications and Finance Subcommittee of the Energy and
          Commerce Committee, a post that holds particular interest for him
          because of Boston's growing financial sector and Massachusetts'
          role as a leader in the high-technology community.  As
          subcommittee chairman, he presides over interstate and foreign
          telecommunications, including all telecommunications and
          information transmission.  Representative Markey's recent efforts
          involve overhauling the regulation of securities laws to prevent a
          recurrence of the stock market crash of 1987.
 
 
 
 
 
 
 
 
                                         13
 
 
 
 
          APPENDIX IV                                             APPENDIX IV
 
                          MAJOR CONTRIBUTORS TO THIS REPORT
                          ---------------------------------
          Information Management and Technology Division, Washington, D.C.
          ----------------------------------------------------------------
          Ralph V. Carlone, Assistant Comptroller General, (202) 275-4892
          Timothy P. Bowling, Assistant Director, (202) 275-8008
          Leslee A.L. Bollea, Deputy Project Manager
          Lee H. Ho, Deputy Project Manager
 
 
 
 
          (510429)
 
                                         14

