One day in late 1994, a copy of a little-known law landed on Carl DeMaio’s desk.
DeMaio, then a precocious 20-year-old college junior, was working on Capitol Hill at the kind of political job he had wanted since he was a teenager. He had linked up with the Congressional Institute, a nonprofit tasked with teaching the incoming Republican majority how to flex its muscles. He began as an intern, but was already earning a salary developing congressional training programs and arranging retreats.
The law, the Government Performance and Results Act of 1993, came to DeMaio because it had the words “strategic planning” on it.