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Researching federal agencies and offices

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This guide helps you systematically research and pursue federal agency roles aligned with your policy interests. While the executive branch’s complex structure and evolving priorities can seem daunting, we’ll break down how to navigate it effectively.

The federal job search process can feel overwhelming. This guide provides a comprehensive approach, but you don’t need to follow every step in detail. We’ve included a summary box below highlighting the key parts of each step—use it as a starting point and explore specific sections further as needed.

There’s a summary of this article here, which is omitted from this narration.

In a nutshell, here’s your roadmap to researching federal agencies and landing a role. (Steps 2 and 3 complement each other and work best in parallel.)

Step 1: Brainstorm options. Start by identifying your policy interests and preferred type of work (e.g. research, coalition-building, policy writing). Build your initial agency list by:

  • Consulting our agency profiles
  • Searching USAJOBS career field pages for broad overviews
  • Reviewing major policy documents (legislation, executive orders) in your policy area to identify frequently mentioned agencies
  • Getting recommendations from policy professionals in your field

Step 2: Research specific agencies and offices. Dive deeper into three key areas:

  • People: Review LinkedIn profiles of current staff in your target roles to understand typical backgrounds and career trajectories
  • Workstreams: Study agency publications and congressional testimony to understand how the office actually operates (e.g. through regulations, grants, or research). See more resources below.
  • Resources & limitations: Examine agencies’ congressional budget justifications and mandates (search “agency name” + “mandate”) to understand funding priorities and constraints

Step 3: Informational interviews. Begin networking while you research. Focus on recent alumni or professionals 1-5 years ahead of you in your top agencies—they’re more likely to respond and have relevant insights. Leverage LinkedIn connections with mutual contacts and send brief, personalized outreach messages requesting 15-minute conversations. Key questions to ask:

  • What does the day-to-day work actually look like?
  • How does the office approach your policy area of interest?
  • What are the office’s main strengths and limitations?
  • Who else would you recommend speaking with?

Step 4: Action plan. Create a plan to pursue opportunities at your target offices:

  • Review federal application advice
  • Set up saved searches on USAJOBS for your target agencies/positions
  • Research relevant fellowships as potential entry points
  • Begin gathering materials for the security clearance process if needed
  • Continue nurturing relevant professional connections
  • Check agency websites for specific early-career and transition programs

Agency hiring can take 2-5 months minimum, so start your search process well before you hope to transition. While public applications alone have low success rates, combining them with strategic networking significantly boosts your chances.

Step 1: Brainstorm options

First, consider which policy issues you want to work on and the type of work or method of change you are most interested in pursuing. For example, within the broad area of AI policy, you could focus on narrower topics like AI innovation funding, technical standards, or semiconductor export controls, and your work in any of these subfields could range from research to coalition-building to policy writing. Consider also the general trajectory of your field and identify specific topics and subfields gaining increased government attention, which may offer more future opportunities.1

Considering these priorities, approach your research like a funnel: Start by broadly exploring agencies and offices in your interest area, then narrow your focus through targeted research and conversations with people who have firsthand experience. 

Start by making a long list of possible agencies and offices.2 Here’s how to begin:

  1. Review our federal agency profiles, which outline specific departments and agencies working on AI policy or biosecurity policy issues, including general information about the agency’s work, lists of relevant offices, and tips on getting a job there. Subject-matter experts with relevant agency experience have vetted each profile, and we aim to keep the profiles updated.3 
    • For a broader list of potential agencies, reference our guides on AI and biosecurity policy in the executive branch, which overview the wide span of federal agency work on these issues areas.
    • For a broader list of potential agencies, reference our guides on AI and biosecurity policy in the executive branch, which overview the wide span of federal agency work on these issues areas.
  2. Search online using keywords combined with departments or agencies you intuitively think should work on your topic area (e.g. “Food and Drug Administration + biosecurity” or “Department of Commerce + AI”).
    • Use this index of US departments and agencies, which briefly describes each agency’s purpose and links to its website. Start your search with broader keywords (e.g. “technology”) and begin narrowing (e.g. “vaccine research”).
  3. Explore USAJOBS career field pages, which provide an overview of agencies and offices in broad career fields and a sampling of available roles (e.g. careers in tech, national security and foreign policy, or the Intelligence Community). 
  4. Conversations: Speak with a few professionals in your general policy area of interest and ask them which agencies and offices they’d recommend researching, given your particular goals, background, and interests. You can also share the ideas you’ve generated independently and ask what you might have missed. If you don’t have existing connections in DC or your policy area, see our advice on building a DC policy network. See more in-depth conversation advice below.
  5. Review major policy and government documents in your interest area, including significant legislation, executive orders, and strategy documents. These documents often explicitly name agencies responsible for implementation, providing a starting point for agencies involved with your policy interest. When reviewing these documents, it’s important to understand their varying legal weight: statutes passed by Congress have the strongest force of law, followed by executive orders, which are binding on federal agencies but can be reversed by future administrations. Agency guidance documents and strategy papers, while not legally binding, often shape implementation priorities and resource allocation.4

    For legislation, search on Congress.gov, GovTrack.us, or LegiScan (filtering for US Congress and for enacted). Pay special attention to major appropriations bills and the National Defense Authorization Act (NDAA), as significant policy changes are often attached as amendments to these “must-pass” bills.
What this process can look like in practice (experience report)

A professional interested in working on US biosecurity policy described the first stage of their agency job search like this:

I came up with a list of all departments and agencies that worked on wastewater and/or some kind of market shaping. Not all offices call it ‘market shaping,’ so I broadened my vocabulary. I looked for anywhere in the government where they were funding external parties to develop new high-financial-risk, high-social-reward technologies related to pandemic preparedness. I did not include traditional medical countermeasures (e.g. vaccines), because I felt I could contribute more to more entrepreneurial tech areas. This list included places like BARDA-DRIVe, ARPA-H, and specific offices within the Centers for Disease Control and Prevention (CDC), Defense Advanced Research Projects Agency (DARPA), and DOD’s Defense Innovation Unit. I also asked around a lot among policy professionals. That surfaced new offices that were influencing regulation and norms (additional ways to engage the private sector that I hadn’t considered enough) and added the White House Office of Pandemic Preparedness and Response Policy and the DOD Health Affairs group to my list.

Step 2: Research specific agencies and offices

Before diving deeper, verify which agencies and offices offer realistic entry paths. While some hire regularly, others (like certain White House offices) rarely have openings or maintain very limited entry points. Check recent job postings, research if they work with contractors (or sometimes detailed think tank staff), and ask contacts about typical entry paths. This quick check helps you focus on offices where you have a genuine chance of entry.

Steps 2 (“research”) and 3 (“informational interviews”) often work best when pursued in parallel—conversations inform your research priorities, while research helps you ask better questions and identify key contacts. As your research narrows to specific offices, you can better identify relevant contacts—and since building a DC network takes time, it’s valuable to start these conversations early in your search process.

For offices that emerge as promising options, focus your research on three key dimensions:

  1. people (who works there), 
  2. workstreams (what work they actually do and how they do it), and 
  3. resources, mandate, and limitations (what enables and constrains their ability to act). 

Researching these will help you understand which issues offices prioritize, how they approach solutions, what kinds of talent they recruit, and what real-world constraints they face. This will help you assess which offices align with your interests and where your skills and experience could add the most value. 

People

Understanding an office’s personnel is crucial for understanding its operations—from daily processes to major policy decisions. Leadership styles, staff backgrounds, and organizational culture all shape how work gets done and your experience as a staffer. Different offices often have distinct hiring preferences: some technical agencies predominantly recruit STEM PhDs, while policy-focused offices may seek recent bachelor’s graduates with broader skill sets. While online research provides a foundation, informational interviews can offer important context about office dynamics and internal politics that isn’t publicly available.

  • Research leadership profiles: Review LinkedIn profiles of office leaders and senior staff to understand their priorities and values. Pay attention to their publications, speaking engagements, and public statements, which can reveal their vision for the office and management approach. Also, look for patterns in their career trajectories—whether they rose through government ranks, came from academia, or transitioned from industry.
  • Analyze target roles: Study LinkedIn profiles of current and former staff in positions matching your interests, noting common educational backgrounds, technical skills, and career paths. To better target your search, find titles of positions you’re interested in by searching for your agency on USAJOBS, and use “[agency name] + [position name]” in your search. For example, you might search for “CISA program analyst” or “OMB budget analyst.” While government offices often value diverse experiences, specific patterns may emerge—like a preference for policy research, technical expertise, or specific domain knowledge. 

Look for skills and experiences matching your background, but remember that agencies often hire from broader talent pools than their current staff profiles might suggest. Prior government experience is common for agency staff, but fellowships can also provide an entry point for those without such experience (including those with STEM backgrounds). Just because your background doesn’t ‘look’ like the background of others does not preclude you from applying for these roles. Rather, being aware of the current skillset on the team can help you frame your experiences, fill skill gaps, and evaluate if the work they do is the right fit for you. Finding someone with a common background can also help you pick someone to reach out to.

Workstreams

Understanding how an office operates—its methods, tools, and relationships—is essential for evaluating fit. Federal agencies engage with policy through various mechanisms, from writing regulations to providing grants or conducting research. You’ll want to understand not just what issues an office works on but how they contribute to those issues.5

  1. Review recent publications and press: Read relevant press releases, roadmaps, strategy documents, and news stories about the offices or their leaders. Key sources include:
  2. Research methods and tools: How does an office work on its policy issues? You want to ensure that an office is working on the policy issue you’re interested in and working in a way that fits your skills. Federal agencies contribute to policy through many mechanisms, such as:
    • Writing regulations and guidance
    • Providing grants or contracts
    • Conducting research and analysis
    • Coordinating interagency efforts
    • Executing programs directly
    • Providing technical assistance to states/localities
    • Engaging in international coordination

Resources, mandate, and limitations

Assess real-world limitations: Even offices with compelling missions may face significant practical limitations. Here are some ways you can research how an office might be constrained by budget, politics, or statute: 

  1. Congressional mandates: Check if your area of interest falls within the office’s statutory authority by searching for “[agency name] + authorizing legislation” or “[agency name] + mandate.” If your policy interest isn’t explicitly mentioned in the mandate, the office may face funding, authority, and legitimacy challenges in that policy area. Some offices are created through executive action rather than legislation, which means future administrations can more easily dissolve or deprioritize them. 

    Keep in mind that an agency’s statutory responsibility6 in certain policy areas doesn’t always translate to active engagement—budget allocations, staffing levels, and competing priorities can all affect how much attention an issue receives in practice. This is where deeper research becomes valuable, including budget analysis and informational interviews.
  2. Budgets: Budgets often provide the clearest picture of an agency’s actual priorities and resources. Start by evaluating an agency’s funding trends through its congressional justification of budget (CJ), released as part of the president’s budget request each spring. These documents break down both staffing allocations and program funding at a granular level and outline each office’s core responsibilities. Look at both current budgets and funding trends over time, particularly in your area of interest (using targeted keyword searches like “artificial intelligence” or specific office names).7 For added context, some agencies provide an operating plan alongside their CJ. Note that many small-budget offices still perform critical work; budget is just one component of an office’s capacity to shape AI policy.
  3. Support from the administration: Evaluate whether the current administration has signaled interest in an agency or office through public statements, executive orders, strategic plans, or other actions. Without senior-level support, an office may face reduced funding, diminished influence, or potential restructuring or elimination.
  4. Reputation: Review press coverage and public statements to understand how stakeholders and the public perceive the office. An office’s reputation can affect its ability to collaborate with other agencies, secure resources, and accomplish its objectives.
What it looks like in practice (experience report)

A professional interested in working on US biosecurity policy described the in-depth research stage of their agency job search like this: 

By reading the 2022 Biodefense Strategy, I knew that early warning and biosurveillance (specifically wastewater) were national priorities, and that the White House National Security Council and Office of Science and Technology Policy were assigned as co-leaders for that objective. DOD was listed in a supporting role. However, the White House had less than half a million dollars dedicated to biosecurity overall, and that was only for hiring full-time employees. DOD, on the other hand, had $5.7 million for wastewater surveillance programming specifically, and was requesting even more funding for that program in 2025. I then used conversations to identify which team specifically had responsibility for that funding, and that office quickly rose to the top of my list of places I was interested in working because I knew they would have the resources to take meaningful action.

Step 3: Conduct informational interviews

Much agency work happens behind the scenes. Talking to people with firsthand experience can deepen your understanding of an office’s culture and operations, giving you a valuable leg-up in your application process. Think of each office as an iceberg: while its mission, vision, and activities may be publicly visible, important aspects like interagency dynamics, leadership quality, team culture, and operational realities often remain beneath the surface. Understanding these deeper elements will likely be the most informative—and time-consuming—part of your research.

The graphic below highlights which dimensions of an agency are typically researchable online and which often require conversations with people with relevant experience (e.g. agency insiders, former staffers, relevant think tank experts).

Setting up the interviews: 

While these are “interviews” in that you’ll be asking questions of more experienced professionals, approach them as casual learning conversations rather than formal interactions. 

Our networking in policy guide includes helpful strategies for making professional connections. In a nutshell:

  1. Start with existing networks: If you have friends or acquaintances who’ve worked in DC, they can be valuable sources of information and further connections. But most people will need to build their network from scratch.
  2. Use LinkedIn strategically: 
    • Search for alumni or second-degree connections working in or adjacent to your target agencies, and, when possible, identify any mutual connections that could facilitate an introduction. While speaking with current or former staff in your target office often provides the most direct insights, engaging with those adjacent to your target office can offer a valuable independent perspective on its effectiveness, reputation, and standing within the broader interagency context.8
    • Some offices list staff members on their websites, which can also help you generate leads for people to contact (though it’s generally preferable to connect with people with whom you have something/someone in common).
    • Prioritize professionals who are 1-5 years ahead of you. They’re more likely to respond to your requests than very senior people, and also often more helpful since they’re closer to your situation (so they can give more relevant advice about the application process and help you understand the day-to-day work you’d likely be doing).
  3. Master the cold message: Once you’ve identified relevant connections, cast a broad net of personalized messages (via LinkedIn or email) that:
    • Briefly describe your background and interests in 1-2 sentences
    • Mention any connections to their agency/office
    • Request a 10-15 minute conversation about their experience

If you don’t receive a response after two weeks, follow up once. You may experience many non-responses before reaching a valuable connection, so don’t be discouraged. For tips, see these posts and templates. While cold outreach can initially feel uncomfortable, there’s no substitute for learning directly from experienced professionals—both to understand how government really works and to build the professional relationships central to policy careers.

4. Consider spending time in DC: If feasible, visit DC to meet people in person. DC networking famously revolves around quick “coffees,” which can often feel more personal and lead to stronger connections than virtual calls (though calls are still a valuable alternative). If possible, don’t start with your most exciting connection— get practice in lower-stakes conversations first! You can also attend DC-based events in your area of interest—like public talks or conferences hosted by universities, think tanks, or government agencies—which are often free, include receptions, and can help you quickly meet many relevant professionals. Agency job and hiring fairs are particularly valuable, as they combine networking with direct access to hiring managers and recruiters. Even weekend trips can be worthwhile if you plan them well and schedule multiple meetings or attend multiple events.

Conducting the interviews:

  • Come prepared to share your most important considerations and ask your conversation partner questions they’re uniquely positioned to answer. Explain why you’re interested in working in government, the top agencies and offices you’re exploring, and that you’re excited to hear about their experience. Ask specific questions about their work—about what their day-to-day looks like, what they most value about their work, the office culture, the types of projects they handle, and what challenges they’ve faced. And while it’s good to be prepared, don’t feel the need to facilitate highly structured academic-style interviews—enjoy the conversations, talk about things you’re passionate about that you have in common, and see where it takes you! 
  • Get their input on assumptions you made through your desk research. For example, if you read that a certain issue is a priority for their office, ask how true this feels in practice. 
  • Ask if they could connect you with other relevant professionals in or after the conversation. While your first conversation can feel daunting, networking often builds momentum, making new connections far easier to establish. 
  • After conversations, write down what you learned and send a friendly follow-up message to thank your conversation partner for their time. Your conversation notes will be valuable throughout your application process and the relationships you build now will help you—often in unforeseen ways—in your future policy work.

Questions to ask in informational interviews

The type of questions you ask will depend on the person’s relationship to your target office. Here are three categories of connections to guide your questions:

  1. Outsiders: people with DC experience but without direct affiliation with your offices of interest, though ideally somewhat adjacent. Consider asking:
    • Have you engaged much with [agency/office]’s work? What’s your impression?
    • Do you know if [agency/office] has a particular reputation around DC? (You may want to narrow down or follow up with more specific “reputation for X” questions, e.g. how high-quality the work is perceived to be, culture / workplace, etc.) 
    • Do you know how [X issue] is generally approached within [agency/office]?
    • Do you know anyone who has worked at [agency/office]? Did they have a good experience? Would you mind introducing me to them? 
    • If I were to talk to someone at [agency/office], what questions would you suggest I ask them? What should be on my radar?
  2. Former staff: people who worked at the agency or office (ideally somewhat recently) and thus have context on its inner workings. Consider questions like:
    • How was your experience at [agency/office]? What did you work on?
    • How many people work at [agency/office] total? In [program] specifically? (If that information isn’t clear from the website) 
    • What do you wish you had known when you started working at [agency/office]? 
    • Who did you work with? How collaborative is [agency/office] in general? (Depending on context, you may want to ask specifically about collaboration within or across agencies.) 
    • What do you think are [agency/office]’s main strengths and weaknesses? 
    • Do you know anyone who still works at [agency/office]? Would you mind introducing me? 
    • What questions would you suggest I ask people at [agency/office]? 
  3. Current peer staff: current staff at your target offices, ideally 1-3 years ahead of you. Consider questions like:
    • What have you been working on? How did you come to work on that? 
    • What kinds of products/outputs have you contributed to? Is that similar to what other people at [agency/office] work on?
    • Who have you worked with? How collaborative is the agency / program in general? (Depending on context, you may want to ask specifically about collaboration across agencies.) 
    • Do you have an agenda on [issue X] for the coming months? What do you expect to be working on in [Y time]? What will determine those agenda choices?
    • How would you describe your manager’s style? Do you feel supported in your work?
What it looks like in practice (experience report)

A professional interested in working on US biosecurity policy described this stage of their agency job search like this:

I had several conversations with folks in each of the top offices I was interested in and I also asked several folks who worked in adjacent offices their thoughts on the office and its leadership to get the ‘word on the street.’ Lastly, I was lucky to have a mutual former colleague with the leader of the office I was interested in. That allowed me to get a candid review of their strengths as a manager. In contrast, some other offices seemed like a great fit on paper, but I either didn’t find their leader’s vision compelling, they seemed less excited about my background, or opportunities for me to contribute to their team were unclear.

Step 4: Make an action plan 

Once you’ve identified your top offices through desk research and conversations, create a clear plan to pursue opportunities. Securing a role in the executive branch often requires patience—agency hiring processes can take anywhere from a few weeks to a year or more depending on seniority, security clearance requirements, and other factors. For most roles, you can expect at least a 2-5 month process.

  • Network strategically: Continue investing in connections with people already working in or familiar with your target office who may have guidance on open roles or internal hiring practices.
  • Use our agency profiles: Each of our federal agency profiles includes a tailored section on how to find jobs for the specific department or agency.
  • Read our federal agency application advice (including creating a federal resume and interviewing for federal positions) and further resources (job boards, websites, articles, newsletters, books, and podcasts).
  • Set up saved searches and alerts on USAJOBS for agencies, offices, and positions you’re interested in. But remember that merely applying for public positions often has a very low chance of success, which is why networking is so essential to the job search process (e.g. to learn about non-public positions or get your application flagged by a staffer).
  • Explore fellowships as an entry path: Fellowships can provide additional training, insider-insights, and support in finding a placement. See our executive branch fellowships list and agency profiles, which include agency-specific fellowship opportunities.
  • Understand security clearance requirements, if applicable, and begin the process early (e.g. consider gathering information you’ll need in the clearance process even before you have an official offer).
  • Attend agency events: Participate in events, webinars, and public briefings hosted by your target offices or adjacent ones to continue expanding your network and learning about the office’s current work.
  • Check if your agencies/offices have specific early-career or transition opportunities: Many offer internships, fellowships, or rotation programs. Check the agency’s website for a “careers” or “employment” section or search “[name of agency] + [internship] or [fellowship] or [careers].” For early career opportunities, see if your office of interest participates in the Pathways Program by searching for “[name of office] + [Pathways Program].” Pathway Program internships often offer opportunities for conversion to permanent positions.
  • Regularly check or subscribe to relevant policy job boards. 
  • Familiarize yourself with the main hiring pathways and authorities at your agencies/offices of interest (for more detail, see this report). There are different processes for getting agency jobs, including civil service positions in the competitive or excepted service, or political appointee positions. 
  • Attend agency events: Participate in events, webinars, and public briefings hosted by your target offices or adjacent ones to continue expanding your network and learning about the office’s current work.

Further resources 

  • The Federal Register is the official US government publication for rules, proposed rules, and notices of federal agencies and organizations, as well as executive orders and other presidential documents.
  • Congressional Research Service (CRS) reports: CRS is a part of Congress created to provide research, analysis, information, and confidential consultation for Congressional activities. It produces reports on major policy issues, including critical analyses of federal agencies, policy briefs, legal analyses, and background papers on legislative and regulatory topics. CRS reports often include details on federal agency work.
  • Government Accountability Office reports: GAO’s reports and testimonies provide Congress, federal agencies, and the public with detailed, fact-based, non-partisan evaluations of government programs and operations. These reports analyze agency performance, identify inefficiencies, and offer actionable recommendations to improve operations, ensure compliance, and save costs.
  • Congressional Budget Justifications: Released as part of the president’s budget request each spring, CJs break down staffing allocations and program funding at a granular level and outline each office’s core responsibilities.

Our agency profiles

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Footnotes
  1. For instance, large-scale datacenter construction may become a key AI policy focus in the mid 2020s, driving needs in permitting reform, grid capacity, transmission, and new forms of clean energy deployment like nuclear fission. These developments could make the Department of Energy increasingly relevant for AI policy roles. ↩︎
  2. Major agencies are organized into specialized subagencies and offices, often with multiple hierarchical layers. For example, within the Department of Health and Human Services (HHS), you’ll find the National Institutes of Health (NIH) as a major subagency, which houses the National Institute of Allergy and Infectious Diseases (NIAID), which houses an Office of Biodefense Research and Surety. ↩︎
  3. The process outlined in this guide reflects how we create our federal agency profiles. ↩︎
  4. You can also review federal regulations (“rules”), which agencies make to implement and enforce legislation. Rules are published in the Federal Register and typically follow a structured process: agencies first publish a “Proposed Rule” for public comment, then incorporate feedback before publishing a “Final Rule” with the force of law. In urgent cases, agencies may issue an “Interim Final Rule” that takes effect immediately while still accepting public comments. Some agencies also publish “Advanced Notices of Proposed Rulemaking” to gather public input before drafting a rule. While these documents typically focus on implementation rather than assigning agency responsibilities, reviewing them can help you understand the different types of work agencies do. ↩︎
  5. When evaluating an office, it’s also valuable to understand its place in the broader policy ecosystem. This includes tracking interagency collaboration through mechanisms like MOUs, joint press releases, and cross-agency working groups. To investigate its relationship with Congress, you can identify its oversight committee and review relevant testimony through resources like Congress.gov and committee websites. ↩︎
  6. This refers to the specific duties and authorities assigned to an agency by law, typically through legislation enacted by Congress. These responsibilities outline the scope of the agency’s mandate and the legal framework within which it operates. For example, the Environmental Protection Agency (EPA) has a statutory responsibility under the Clean Air Act to regulate air pollution. ↩︎
  7. Some external organizations perform federal budget analysis on specific issue areas—for example, this analysis of biodefense funding trends by the Council on Strategic Risk. ↩︎
  8. Interagency context refers to how different government agencies interact with and relate to each other within the broader federal ecosystem. For example, the Department of Defense coordinates with the State Department on international security matters, while the Centers for Disease Control and Prevention (CDC) coordinate with the Food and Drug Administration (FDA) on pathogen testing and biosurvelliance. ↩︎