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LEGISLATIVE BRANCH APPROPRIATIONS FOR 

FISCAL YEAR 2017 

U.S. SENATE, SUBCOMMITTEE OF THE COMMITTEE ON APPROPRIATIONS, Washington, DC. 

DEPARTMENTAL WITNESSES 

[CLERK’S NOTE.—The subcommittee did not hold formal hearings 

for the Government Publishing Office, Office of Compliance, Open 

World Leadership Center, and the Office of the Secretary of the 

Senate. Following are the statements submitted by them:] 

U.S. GOVERNMENT PUBLISHING OFFICE 

PREPARED STATEMENT OF DAVITA VANCE-COOKS, DIRECTOR

GPO’S APPROPRIATIONS REQUEST FOR FISCAL YEAR 2017

Madam Chairwoman and Members of the Subcommittee on Legislative Branch 

Appropriations, I have the honor to transmit herewith the appropriations request 

of the U.S. Government Publishing Office (GPO) for fiscal year 2017. 

The U.S. Government Publishing Office.—As an agency of the Legislative Branch, 

the U.S. Government Publishing Office (GPO) is the OFFICIAL, DIGITAL, SECURE resource for producing, procuring, cataloging, indexing, authenticating, disseminating, and preserving the official information products of the Federal Government. 

Under Title 44 of the U.S. Code, GPO is responsible for publishing the information products of all three branches of the Federal Government, including the official 

publications of Congress and the White House, U.S. passports for the Department 

of State, and the official publications of other Federal agencies and the courts. Once 

primarily a printing operation, we are now an integrated publishing operation and 

carry out our mission using an expanding range of digital as well as conventional 

formats. Congress and the President recognized this change in our operations in the 

Consolidated and Continuing Appropriations Act for Fiscal Year 2015 (Public Law 

113–235), which contains a provision re-designating GPO’s official name as the Government Publishing Office. GPO currently employs about 1,700 staff. 

Along with sales of publications in digital and tangible formats to the public, GPO 

supports openness and transparency in Government by providing permanent public 

access to Federal Government information at no charge through our Federal Digital 

System (FDsys, at www.fdsys.gov), which today makes more than 1 million Federal 

titles available online from both GPO and links to servers in other agencies. In 2015 

FDsys averaged 47 million retrievals per month, with a spike up to 52.9 million retrievals in August 2015. We also provide public access to Government information 

through partnerships with 1,159 Federal, academic, public, law, and other libraries 

nationwide participating in the Federal Depository Library Program. 

In addition to GPO’s Web site, gpo.gov, we communicate with the public routinely 

via Facebook facebook.com/USGPO, Twitter twitter.com/USGPO, YouTube youtube. 

com/user/gpoprinter, Instagram instagram.com/usgpo, LinkedIn linkedin.com/ 

company/u.s.-government-printing-office, and Pinterest pinterest.com/usgpo/. 

History.—From the Mayflower Compact to the Declaration of Independence and 

the papers leading to the creation and ratification of the Constitution, America has 

always been a nation based on documents, and our governmental tradition reflects 
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that fact. Article I, section 5 of the Constitution requires that ‘‘each House shall 

keep a journal of its proceedings and from time to time publish the same.’’ After 

years of struggling with the problems associated with various systems of contracting 

for its printed documents, in 1860 Congress created the Government Printing Office 

as its official printer. GPO first opened its doors for business on March 4, 1861, the 

same day Abraham Lincoln was inaugurated as the 16th President of the United 

States. 

Since that time, GPO has produced and distributed the official version of every 

great American state paper and an uncounted number of other Government publications, documents, and forms. These documents include the Emancipation Proclamation, the legislative publications and acts of Congress, Social Security cards, Medicare and Medicaid information, census forms, tax forms, citizenship forms, passports, military histories ranging from the Official Records of the War of the Rebellion to the latest accounts of our forces in Afghanistan, the 9/11 Commission Report, Presidential inaugural addresses, and Supreme Court opinions. GPO’s work to 

keep America informed goes on today, in both digital as well as print forms. 

Strategic Vision.—GPO has transformed from a print-centric to a content-centric 

publishing operation. This digital transformation is consistent with the goals outlined in President Obama’s roadmap for a digital Government (Digital Government: 

Building a 21st Century Platform to Better Serve the American People, May 2012). 

It is also consistent with the recommendations submitted to Congress by the National Academy of Public Administration (Rebooting the Government Printing Office: 

Keeping America Informed in the Digital Age, January 2013). 

In fiscal year 2017 and the years ahead, GPO will continue to develop an integrated, diversified product and services portfolio that focuses primarily on digital. 

Tangible print will continue to be required because of official use, archival purposes, 

authenticity, specific industry requirements, and segments of the population that either have limited or no access to digital formats, though we anticipated that its use 

will continue to decline. 

Strategic Plan.—GPO’s strategic plan, which is available for public review at 

gpo.gov/about, is built around four goals: satisfying our stakeholders, offering products and services, strengthening our organizational foundation, and engaging our 

workforce. The plan provides the blueprint for how GPO will continue to achieve its 

mission of Keeping America Informed with an emphasis on being OFFICIAL, DIGITAL, SECURE. GPO’s senior managers convene at the beginning of each fiscal year 

to review the plan and approve it before it is issued. 

GPO’s customers are involved in the digital world and understand technological 

change. Accordingly, it is important that GPO fosters an environment that embraces 

change and innovation, which leads to new ways of thinking, new work processes, 

and the development of new products and services for GPO’s customers. Tangible 

printing at GPO is declining while there has been an exponential growth in digital 

requirements by Congress and Federal agencies. Moreover, the public—including 

the library and Government information user communities—has signaled its strong 

desire for increased access to Government information digitally. 

GPO has changed to anticipate and accommodate those requirements. The content 

received from Congress and Federal agencies needs to be managed through a life 

cycle process that supports the primary requirement to make the digital version of 

publications permanently available online, and to print only when required or otherwise necessary. This policy is consistent with the President’s Executive order on 

printing issued in November 2011. 

In transforming its business model, GPO is focusing on managing content for customer and public use both today and tomorrow. GPO uses its extensive experience 

and expertise with digital systems to provide both permanent public access to Government information in a variety of formats and the most efficient and effective 

means for printing when required, all within a secure setting that is responsive to 

the customer’s needs. 

Technology Transformation.—GPO has continually transformed itself throughout 

its history by adapting to changing technologies. In the ink-on-paper era, this meant 

moving from hand-set to machine typesetting, from slower to high-speed presses, 

and from hand to automated bookbinding. These changes were significant for their 

time. 

Yet those changes pale by comparison with the transformation that accompanied 

our incorporation of electronic information technologies, which began more than 50 

years ago in 1962 when the Joint Committee on Printing directed the agency to implement a new system of computer-based composition. That order led to the development of GPO’s first electronic photocomposition system, which by the early 1980’s 
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had completely supplanted machine-based hot metal typesetting. Following the enactment of the GPO Electronic Information Access Enhancement Act in 1993, the 

databases generated by our composition system were uploaded to the Internet via 

GPO’s first Web site, GPO Access, vastly expanding the agency’s information dissemination capabilities. Those functions continue today with FDsys and our newly 

introduced site govinfo on a more robust and comprehensive scale. 

While transforming to an increasingly digital footing, GPO continues to provide 

an array of printing services to support the needs of Congress, Federal agencies, and 

the public. GPO is retooling its print operations to utilize a smaller, more flexible, 

more digitally-based equipment profile than previously. In fiscal year 2015 we put 

into operation our new zero make-ready (ZMR) press to support congressional and 

Federal agency publishing requirements. As previously reported, this new press will 

allow us to eventually phase out three outdated presses installed in 1979. We are 

continually reviewing product and equipment options to ensure that our publishing 

activities are conducted with the most efficient, effective technologies available. 

As a result of these sweeping technology changes—digital products, equipment, 

and processes—GPO is now fundamentally different from what it was as recently 

as a generation ago. It is smaller, leaner, and equipped with digital production capabilities that are the foundation of the information systems relied upon daily by Congress, Federal agencies, and the public to ensure open and transparent Government 

in the digital era. As we prepare GPO for the Government information environment 

and technology challenges of the future, our transformation is continuing with the 

development of new ways of delivering Government information, including apps and 

bulk data download files. 

Appropriations Request.—We are requesting funding for our three appropriated 

accounts: the Congressional Publishing Appropriation, the appropriation for the 

Public Information Programs of the Superintendent of Documents, and the appropriation to our Business Operations Revolving Fund, which serves as an addition 

to working capital in the Fund for specified projects. The Congressional Publishing 

and Public Information Programs accounts fund GPO’s provision of congressional information products and services as authorized by law and our provision of public 

access to congressional and other Government information products through statutorily-authorized information dissemination programs. 

All other GPO programs and activities—including the production of U.S. passports 

for the Department of State as well as secure credentials as requisitioned by Federal agencies, the production and procurement of other information products and 

services for Federal agencies, the sales of Government information products and 

services to the public, and related operations—are financed on a reimbursable basis 

through GPO’s Business Operations Revolving Fund, which is authorized through 

the annual Legislative Branch Appropriations bill. 

We are requesting a total of $117,068,000 for fiscal year 2017. This is the same 

as the level of funding approved for fiscal year 2016 in Public Law 114–113. Total 

GPO appropriations have declined by nearly 21 percent since fiscal year 2010 and 

are currently at their lowest level since then. Our continued transition to digital 

technologies and products has increased our productivity and reduced costs. Additionally, maintaining financial controls on our overhead costs, coupled with a buyout 

in fiscal year 2015 that reduced GPO’s workforce by 103 positions, has helped make 

this funding request possible. Finally, the utilization of the unexpended balances of 

prior year appropriations, which we are able to transfer to GPO’s Business Operations Revolving fund with the approval of the Appropriations Committees, has 

made it possible in recent years to hold the line on the level of new funding we request. 

Total Appropriations to GPO 

Fiscal Year 2010–2016 

Fiscal Year Appropriation 

2010 $147,461,000 

2011 $135,067,324 

2012 $126,200,000 

2013 $117,533,423 

2014 $119,300,000 

2015 $119,993,000 

2016 $117,068,000 
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Our fiscal year 2017 request will enable us to: 

—meet projected requirements for congressional publishing; 

—fund the operation of the public information programs of the Superintendent of 

Documents; and 

—develop information technology including IT security and perform facilities 

maintenance and repairs that support our congressional publishing and public 

information programs operations. 

Congressional Publishing Appropriation.—We are requesting $79,736,000 for this 

account, the same level approved for fiscal year 2016 in Public Law 114–113 and 

every year since fiscal year 2014. This appropriation—which is for the production 

of congressional documents and information products that are essential to the legislative process in Congress, such as the Congressional Record, bills, reports, hearings, and other documents—has declined by nearly 15 percent since fiscal year 2010, 

as the result of our continuing transition to digital technology and products as well 

as actions taken in cooperation with the House of Representatives and the Senate 

to control congressional publishing costs. Unspent prior year balances from this account that have been transferred to GPO’s Business Operations Revolving Fund are 

available for the purposes of this account. 

Congressional Publishing Appropriation 

Fiscal Year 2010–2016 

Fiscal Year Appropriation 

2010 $93,768,000 

2011 $93,580,464 

2012 $90,700,000 

2013 $82,129,576 

2014 $79,736,000 

2015 $79,736,000 

2016 $79,736,000 

House Report 114–110, accompanying the Legislative Branch Appropriations bill 

for fiscal year 2016, requires the presentation of budget requirements from a zero 

base. However, GPO has no control over the workload requirements of the Congressional Publishing Appropriation. These are determined by the legislative activities 

and requirements of the House of Representatives and the Senate as authorized by 

the applicable provisions of Title 44, U.S.C. GPO utilizes historical data incorporating other relevant factors to develop estimates of likely congressional publishing requirements. These requirements are used as the basis of the budget presentation for this account. 

The estimated requirements for fiscal year 2017 include a projected price level increase of $2,125,000, primarily to cover employee pay increases equivalent with 

those paid government-wide. Offsetting this will be a $5,403,000 decrease in program requirements attributable to anticipated volume decreases for the Congressional Record, miscellaneous publications, miscellaneous publishing and services, 

business and committee calendars, and hearings. 

As shown on page E–3 of our budget justification for fiscal year 2017, the unexpended balances of prior year appropriations that have been transferred to GPO’s 

Business Operations Revolving Fund will be used to offset anticipated requirements 

for fiscal year 2016 and 2017, so that appropriation requirements for those years 

can remain stable at $79,736,000 each year. Compared to fiscal year 2016, we 

project there will be a decrease of $3,278,000 in the need for this funding. The balance of these funds is earmarked for GPO’s critically important Composition System 

Replacement (CSR) project, involving the development of an XML– based composition system to replace our 30∂ year-old Microcomp system used in the preparation 

of congressional documents for digital and print access. 

Public Information Programs of the Superintendent of Documents.—We are requesting $29,500,000 for this account, representing a decrease of $1,000,000 or 3.3 

percent from the amount approved for fiscal year 2016 in Public Law 114–113. This 

appropriation, which is primarily for the operation of the Federal Depository Library 

Program, has declined by more than 27 percent since fiscal year 2010, as the result 

of our continuing transition to digital technology and products which has made the 

increased dissemination of official Government information to the public less costly 

and more efficient. The requested amount is based on the outcome of using zero- 
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based budgeting to determine the proper levels of funding needed to perform program activities at minimum levels, as directed by House Report 114–110. 

Public Information Programs of the Superintendent of Documents 

Appropriation 

Fiscal Year 2010–2016 

Fiscal Year Appropriation 

2010 $40,911,000 

2011 $39,831,178 

2012 $35,000,000 

2013 $31,437,000 

2014 $31,500,000 

2015 $31,500,000 

2016 $30,500,000 

The funding we are requesting for fiscal year 2017 will cover mandatory pay and related cost increases of $389,000. Merit and other pay increases are included for 

94 FTE’s, the same as for fiscal year 2016. In addition, the requested funding covers 

projected price level increases of $28,000, including ongoing systems maintenance 

and FDsys operating expenses. 

As with our Congressional Publishing Appropriation, unspent balances of prior 

year appropriations that have been transferred to GPO’s Business Operations Revolving Fund will be used to offset anticipated requirements for fiscal year 2016 and 

2017. These requirements include projects to continue transitioning GPO’s Public 

Information Programs to an increasingly digital basis, including the modernization 

of legacy IT systems, automation of depository distribution, the replacement of 

GPO’s Integrated Library System, bulk harvesting and content management, enhanced Web-based applications, and the development of metadata and parsers for 

the digitized Congressional Record and Federal Register. The use of these funds enables GPO to reduce its appropriations requirements while continuing to perform 

essential services and carry out digital transformation projects. 

Business Operations Revolving Fund.—Appropriations to this account are for 

working capital used for information technology projects and facilities repairs. We 

are requesting $7,832,000 for fiscal year 2017, to remain available until expended. 

This compares with $6,832,000 that was appropriated for fiscal year 2016. Since fiscal year 2013, the projects funded by appropriations to this account have consistently included improvements to GPO’s FDsys, which has expanded public access to 

congressional and other Government information products in digital formats while 

decreasing the costs of distributing traditional print formats, as well as other essential IT projects. Our request this year includes necessary expenses associated with 

enhancing the cybersecurity of GPO’s IT systems in the wake of successful 

cyberattacks this past year on the Office of Personnel Management and other Government systems. We also fund necessary physical infrastructure projects through 

appropriations to this account. 

Appropriations to the Business Operations Revolving Fund 

Fiscal Year 2010–2016 

Fiscal Year Appropriation 

2010 $12,782,000 

2011 $ 1,655,682 

2012 $ 500,000 

2013 $ 3,966,847 

2014 $ 8,064,000 

2015 $ 8,757,000 

2016 $ 6,832,000 

Information Technology Projects for Fiscal Year 2017—$5,875,000 

FDsys Projects—$4,175,000 

—General System and Collection Development ($3,400,000).—Development of new 

FDsys features to support identified needs of key stakeholders, including devel-
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oping new content collections, increasing content in existing collections, enhancing the accessibility of content, and increasing the discoverability of information. 

—NextGen FDsys Public Website ($450,000).—Completion of development and 

switchover to FDsys NextGen to support a responsive user interface, search engine replacement, publication linking, user interface improvements, and content 

curation. 

—FDsys Infrastructure ($325,000).—Infrastructure for the hardware, storage, and 

environments to manage system performance as FDsys content and usage continues to grow. 

Information Technology Security—$1,700,000 

—Security Enhancements for Advanced Persistent Threat ($1,500,000).—Required 

for enhanced technologies and services to combat, detect, and prevent advanced 

persistent threats (including sophisticated nation-state actors) from compromising GPO IT systems. 

—Wireless Intrusion Prevention ($100,000).—Required to provide enhance ability 

to prevent and detect intrusion attempts specifically targeted at wireless systems at GPO. 

—Log Collector (Tech Refresh) ($100,000).—Required to replace old and near obsolete log collector systems in order to have sufficient audit trail logs for security 

investigations and detection/prevention of intrusion attempts. 

Facilities Infrastructure Projects for Fiscal Year 2017—$1,957,000 

—Elevator Repairs ($1,000,000).—Elevators 39, 40, and 41 comprise the main 

vertical artery for Plant Operations to move congressional products between 

press and bindery operations. They also support employee life/safety by providing a means for evacuation of medical emergencies. 

—Emergency Power Generator ($500,000).—The power blackout by PEPCO in 

summer 2015 exposed the need for an upgrade to GPO’s emergency generators 

to support expanded lighting and other electrical requirements. 

—Uninterrupted Power Supply for Data Center ($257,000).—The current UPS design and equipment are both obsolete. To ensure uptime and equipment integrity in GPO’s data center, these systems need to be replaced. 

—Upgrade Electrical Panels/Wiring ($200,000).—This will address the obsolete 

and often deteriorating condition of the central power distribution feeds that are 

original to the GPO building complex (the newest building of which dates to 

1940). The outdated wiring represents a safety hazard. 

Chairwoman Capito and members of the subcommittee, we thank you for your 

continued support and for the funding for GPO included in Public Law 114–113. We 

look forward to working with you and your staff in your consideration of our appropriations request for fiscal year 2017. 
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OFFICE OF COMPLIANCE 

PREPARED STATEMENT OF BARBARA J. SAPIN, EXECUTIVE DIRECTOR

FISCAL YEAR 2017 BUDGET REQUEST

Madam Chairwoman Capito, Ranking Member Schatz, and Members of the Legislative Branch Subcommittee, thank you for allowing me the opportunity to submit 

for the record, this statement regarding the budget request for fiscal year 2017 for 

the Congressional Office of Compliance (OOC). 

Before I get to the budget request, I want to express our appreciation for your 

support for the mission and efforts of the OOC. This year marks the twentieth anniversary of the OOC’s existence. For two decades, our little known independent agency has advanced workplace rights for employees of the Legislative Branch, and 

helped make offices on Capitol Hill safer places to work and visit. 

Congress created the Office of Compliance to administer the Congressional Accountability Act of 1995 (CAA) and the 13 Federal workplace laws incorporated in 

the law. We ensure the integrity of a dispute resolution system; carry out an education and training program that assists employing offices and covered employees 

in understanding their rights and responsibilities under the CAA; advise Congress 

on needed changes and amendments to the CAA; and investigate and enforce the 

CAA’s occupational safety and health protections, public access rights for persons 

with disabilities, and unfair labor practice provisions. The Office of Compliance is requesting $4,315,151 for fiscal year 2017 operations, 

which represents a 9 percent increase from the fiscal year 2016 enacted level. Of 

the additional $356,161 that is being requested, 79.89 percent reflects a projected 

increase in personnel, benefits and other personnel compensation. The remaining 

fiscal year 2017 budget request focuses on supporting the most important aspects 

of the statutory functions of the Office of Compliance and improving the delivery 

of services to the covered community. 

Administrative Dispute Resolution Program 

The centerpiece of the CAA is the model confidential administrative dispute resolution (ADR) process—counseling, mediation and adjudicative hearings and appeals. 

The OOC staff is committed to administering an effective ADR program by providing a neutral, efficient and confidential process for resolving workplace disputes 

at the lowest level. We strive to ensure that stakeholders have full access to the 

ADR procedures. 

In fiscal year 2016, we began the process of replacing our outdated case handling 

system with a new and more comprehensive case management system (CMS) which 

recently went live. As we continue to finalize the new CMS, we look forward to 

being able to create more efficient reports that will help the OOC spot trends and 

develop necessary training. Our budget request contains funds that are necessary 

to create and maintain an e-filing system that would be integrated with this new 

case management system. This functionality will not only provide for more streamlined service delivery by our Office to the Congressional community, but will lend 

itself to timelier dispute resolution as well as allow cost savings in the long run. 

Education and Training Programs 

In addition to providing an effective ADR program, the OOC administers an education and training program for the covered community. In all areas of discrimination prevention, a comprehensive training program continues to be the most effective investment an organization can make in reducing complaints and creating a 

more productive workforce. Training programs have been linked to a reduction in 

discrimination complaints by approximately 25 percent in the executive branch. 

The congressional workforce benefits from continued training provided by the 

OOC. Further, the OOC can positively impact decisions made by managers and 

chiefs of staff on employees’ rights incorporated in the CAA. Our aim is to provide 

the information that leads a manager to the right and just solution to workplace 

issues and eliminates the controversies and complaints. Although our staff is small, 

we produce written materials on the rights, protections, and responsibilities under 
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1Public Law 104–1, Section 302(h)(1). 

the CAA, and we conduct personal briefings to employing offices on our case processing procedures and the substantive Federal laws as applied to the legislative 

branch by the CAA. 

Our training and outreach efforts are changing from in-person contacts to Internet based communications. As we move further into the digital age, we must make 

necessary changes. This shift in focus is essential in carrying out our statutory educational mandate.1 Our budget request reflects our need for improvements to our 

existing Web site www.compliance.gov, not only to support our continuing need to 

bring the site into compliance with existing cybersecurity standards, but also to 

allow for necessary capacity to host our newly launched on-demand on-line training 

modules and Webinars. We are developing on-line training to reach more employees, 

especially those working in the districts who are otherwise unable to attend in-person training sessions on the Hill. 

Our fiscal year 2017 budget request also includes funds that will be used for technical enhancements to develop new training methods, such as videos and interactive 

modules that will instruct on important office safety and health matters as well as 

best practices and insights around paternity/maternity issues, non-discriminatory 

telework policies, Family and Medical Leave Act compliance, and reasonable accommodations for staffers under the Americans with Disabilities Act. 

Safety and Health and Public Access 

Before the OOC opened its doors in 1996, Capitol Hill buildings had not been subject to even the most basic building codes or regulations. The first inspections led 

to the discovery of serious fire and other safety hazards in House and Senate buildings and around the Capitol. Each year, since those first inspections, at the urging 

of the OOC, Congress has abated thousands of serious hazards, reduced numerous 

barriers to access for individuals with disabilities, and thus dramatically improved 

the overall safety and accessibility of the Capitol Hill campus. In a post-9/11 world, 

the OOC’s focus has expanded to promoting safe emergency evacuation plans, ensuring adequate alarm and warning systems, and promoting staff training. 

Our budget request reflects the immediate need to continue the OOC’s significant 

contributions to the safety and accessibility of Congressional workplaces through its 

OSH and ADA biennial inspections and its case work investigating safety issues and 

finding solutions for barriers to access in Congressional facilities and programs. By 

working directly with the AOC and other offices on the Hill, the OOC has been instrumental in the development and implementation of cost-effective solutions to 

safety and access problems. An increase in its appropriation would allow the OOC 

to expand its inspection programs to include more pre-construction evaluations of 

projects to minimize or eliminate potential safety and accessibility issues. These preconstruction reviews, which the OOC has been able to do to a limited extent in the 

past, provide tremendous cost savings by minimizing or eliminating expensive postconstruction corrections that have riddled many past construction projects. 

The balance of the 9 percent increase requested covers increases in contract services, including cross servicing providers, such as the Library of Congress and the 

National Finance Center, and other services, equipment and supplies needed to operate the OOC. The services include training development and video production, as 

well as technical support for the ever-growing social media environment on the Hill, 

which presents an opportunity to highlight best practices and provide important information to employees who have little time for training updates. 

The OOC staff and I are available to answer any questions or address any concerns the Chair of the subcommittee or its members may have. 
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1 Current countries (14) include Armenia, Azerbaijan, Estonia, Georgia, Kazakhstan, Kosovo, 

Kyrgyzstan, Moldova, Mongolia, Russia, Serbia, Tajikistan, Turkmenistan, and Ukraine; past 

countries (5) include Belarus, Egypt, Lithuania, Turkey, and Uzbekistan. 2 Afghanistan, Colombia, Haiti, Indonesia, Iraq, Kenya, Lebanon, Liberia, Macedonia, Pakistan, Peru, Timor-Leste. 

OPEN WORLD LEADERSHIP CENTER 

PREPARED STATEMENT OF AMBASSADOR JOHN M. O’KEEFE, EXECUTIVE DIRECTOR

‘‘Since participating in Open World as a journalist several years ago, I have 

often referred to the lessons learned and best practices that were demonstrated during my program. As Head of the Parliamentary Committee on 

Preventing and Combatting Corruption, I remember well that most of the 

Americans I’ve met believed they can achieve anything they want. Open 

World’s network of alumni in Ukraine consists of a new generation of 

Ukrainians working to improve their country and fight corruption in these 

trying times. I hope that Congress continues this program as it is important 

for Ukraine.’’ 

Members of the subcommittees, thank you for the opportunity to submit testimony for the record on the Open World Leadership Center. Congressional participation in our programs and on our governing board has made Open World a uniquely 

qualified instrument for members and their constituents and for communities across 

America. All of us at Open World are deeply grateful for your support. 

Overview 

By the close of 2015, the Open World Leadership Center (the Center or Open 

World) had brought more than 25,000 young and emerging leaders from 19 countries.1 These talented and engaged political and civic leaders were hosted in all 50 

States by nearly 8,000 families in some 2,300 communities across the United States. 

As a U.S. legislative branch entity, Open World actively supports the foreign relations role and efforts of Congress by linking delegates to members and their enthusiastic constituents throughout the United States who are engaged in projects and 

programs in Open World countries. The Open World program routinely involves 

members in its hosting activities with more than 80 percent of delegates meeting 

with Members of Congress or their staff representatives last year. 

The Center also regularly consults with the Commission of Security and Cooperation in Europe, the House Democracy Partnership, the Congressional Ukrainian 

Caucus, the Senate Ukraine Caucus, the Albania Issues Caucus, Congressional Serbian Caucus, the Caucus on U.S.-Turkey Relations & Turkish Americans, the 

Friends of Kazakhstan Caucus, the Congressional Caucus on Central Asia, the Congressional Mongolia Caucus, other congressional entities, and individual members 

with specific interests in Open World countries or thematic areas. 

Open World Activities in 2015 and Plans for 2016 

In 2015, the Open World program included 14 participating countries and 864 

emerging leaders who were able to benefit from direct exposure to the workings of 

the United States Congress; to understand the impact of legislation on all aspects 

of society; and to experience the robust and dynamic democracy and free market 

system that exists in the U.S. and makes up its form of Federalism. Also, of significance is that these Open World participants broke bread with their American counterparts, woke up in an American household and saw families/children getting ready 

for work/school. They witnessed social activism, a free and aggressive media, and 

the incredible volunteerism that makes up this great country. 

Following is a country by country review of the 14 countries that participated in 

Open World in 2015 and for which programming is planned for 2016. Open World 

is also planning programs in 2016 in support of the House Democracy Partnership, 

and has expanded its potential participating countries by 12 additional countries.2

Russia.—Open World continues to implement one of the last remaining exchange 

opportunities in Russia. It has been able to operate effectively in Russia because 
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3Syktyvkar is a city of nearly 1 million people that is the capital of the Komi republic in 

North-East European Plain. 

Open World is outside the realm of executive branch politics and widely accepted 

by the Russian people. While Open World has had to limit its capacity in Russia 

due to budget constraints and limitations on the kind of delegates we can bring due 

to a Russian law and U.S. policy that regulates the travel of Russian Government 

officials/civil servants, the demand for the Open World program in Russia could easily accommodate another one hundred travelers or more. At this critical time in 

U.S.-Russia relations, with a virtual shutdown of technical assistance programs, 

western donor operations, and many bi- and multi-lateral opportunities for the Russian people to interact with their colleagues in open and free forums, Open World 

has proven to provide critical access to reform minded citizens. Even those that are 

somewhat hardened are still willing to listen and see for themselves what is available and attainable in an open, transparent and democratic society with free markets, a fiercely independent media, and a legal system that provides a level playing 

field to its citizens and to foreigners. 

Dan Nolan, Petrozavodsk Committee Chair in Duluth, Minnesota, noted the 

importance of continuing a close relationship with our friends and colleagues in Petrozavodsk at a time when they feel very isolated due to foreign sanctions. ‘‘The work we have accomplished together in the past few 

years in the areas of reducing child abuse and domestic violence is too important to be sidelined by political differences,’’ he stated. ‘‘Now, more than 

ever, we must work to stay connected.’’ 

In 2015, Open World fielded 264 Russian participants from a majority of its 83 

regions. The 2016 Russian cohort is expected to be some 240 travelers. The delegates represent all of Russia from the European land mass, to the rough and beautiful North Caucasus, to the Eurasian Steppe, and the enormous open spaces of Siberia and the Russian Far East and North. Much of our Russian programming is 

aimed at fostering existing partnerships, such as sister city relationships or partner 

Rotary clubs, and each year’s program includes two large delegations from the Moscow School of Civic Education which is hosted by their American partner, Supporters of Civil Society in Russia. Open World’s Russia programming is aimed at 

‘‘non-controversial’’ themes and seeks to foster and strengthen partnerships and encourages self-sustaining professional ties and connections. These themes include 

women entrepreneurs, ethnic minorities, environment, energy (and energy efficiency/alternate energy), agriculture, social issues, and some governance, media, and 

think tank programming. 

To illustrate the impact of Open World programming in Russia, it might be best 

for a delegate to speak about his impressions: 

As for the lessons of civil wisdom that I learned... they certainly inspired and encouraged me! I always believed that there must be a society 

that does not tolerate lies, does not subdue memory, but fights for the facts 

and the right to one’s own opinion. . . Yes, it is a battle... yes, there 

are kinks to work out. But this society is alive, real, strong! 

In addition, Open World Russia alumni are well-integrated into U.S. Embassy follow-on programming such as the Peer-to-Peer program, and Open World alumni and 

their American partners have been successful recipients of funding for their joint 

projects, such as the one between Syktyvkar State University 3 and the Montana 

School for Deaf and Blind on a project called the ‘‘The Socialization of Children with 

Visual Impairments in Special Education.’’ The project includes site visits for Russian and American teachers and students, regular on-line video conferences, live 

streaming events, the development of manuals on the education of blind children, 

and competitions in both schools called ‘‘Hello America’’ and ‘‘Hello Russia.’’ 

In summary, the words of an alumna who is a well-regarded journalist in the 

Northern Karelian republic say it best: 

My main impression from the trip is that we do have much in common: 

similar emotions and problems, our aspiration to lead a better life, our ethical values, and our desire to get to know one another better. Every nation 

has something it can be proud of, and this is what can and should be borrowed for the benefit of your own country. 

This came from an article the alumna wrote following her program in Hendersonville, North Carolina titled ‘‘My Discovery of America.’’ 

Ukraine.—In response to events in recent years in Ukraine, Open World has more 

than doubled its Ukraine program. The Center regularly works with U.S. Ambas-
11 

sador Pyatt and his team, and consults with the Congressional Ukrainian Caucus, 

the Senate Ukrainian Caucus, and other key stakeholders to design programming 

that is responsive to the needs of the Ukrainian people. Recent alumni are among 

a new generation of leadership that is working passionately to make Ukraine a 

country that is economically sound and that can readily integrate into the European 

Union and the Western community of free nations. Program themes over the past 

2 years have included legislator to legislator programming, accountable governance, 

decentralization, anti-corruption, energy efficiency and alternate energy development, independent media, social issues (with concentration on Post Traumatic 

Stress Disorder and serving Internally Displaced Persons), agriculture, and education and innovation. 

In addition to having Open World alumni rising in the ranks, including those in 

the top leadership, Ukraine’s leading reform bodies like the Committee on Preventing and Combating Corruption of the Parliament, the Ministry of Education, 

the Ministry of Youth and Sports, and many leading civil activists groups, Open 

World alumni are frequent recipients of competitive grants from the U.S. Mission 

in Ukraine so that they can build on the experiences they had while in the United 

States. Such projects have been focused on e-governance, promoting a positive image 

for Ukraine, and providing support for those disabled, those suffering PTSD, and 

internally displaced persons resulting from the aggression in the East and in Crimea. In the last 2 years, Open World alumni have been awarded 17 grants from 

the U.S. Mission in Ukraine to conduct follow up activity based on their Open World 

program. 

Illustrating the courage and depth of Open World alumni in Ukraine, one alumnus who has risen in the ranks to Deputy Minister for Education widely publicized 

a recent attempt to bribe him by the Rector of a University that wanted him to 

cover up serious violations of academic ethics such as fake grading. The Deputy 

Minister reported this bribe attempt to the newly created National Anti-Corruption 

Bureau’s Oversight Council, on which sits three additional Open World alumni. The 

Deputy Minister praised Open World and said: 

‘‘Participation in Open World provided me with the opportunity to see firsthand how transparency in higher education works. The program inspired 

me to fight against corruption in my work and provided me with the tools 

and resolve to work to improve my country. Open World alumni have risen 

to key positions in the Ministry of Education and Science and are proud of 

their work in reforming this crucial sector for Ukraine’s successful development.’’ 

Armenia.—A delegation of deputy mayors and a government media representative 

from southern Armenia were hosted in 2015 for a program concentrating on freedom 

of information law, transparency, and democratic governance with an emphasis on 

municipal government in an effort to promote capacity building, economic development, and democratic values in Southern Armenia. 

Three Armenian delegations are planned for 2016. A delegation of young judges 

will observe American law practices in Detroit, Michigan. Elected officials, government specialists, and NGO leaders will see how the United States has worked to 

build an inclusive society that respects and values Americans with disabilities in a 

social-inclusion program in Cambridge, Massachusetts. In anticipation of parliamentary elections in 2017 and presidential elections in 2018, Open World will host 

Young Armenian political leaders from various parties to study youth’s role in the 

U.S. elections and political/elections processes in Granada Hills, California. 

Azerbaijan.—In 2015, Open World brought three delegations of emerging leaders 

to collaborate with their American counterparts and to gain first-hand exposure to 

American democratic governance and the working of the free market. Farmers from 

Azerbaijan visited with agricultural enterprises in the State of Iowa, specialists 

dealing in the fight against trafficking in persons met with their counterparts in 

Pittsburgh, and specialists who work with internally displaced persons met with 

their counterparts in Buffalo, New York. In 2016, Open World plans to bring three 

more delegations from Azerbaijan. For one delegation, Open World programming 

will address that country’s deteriorating civil rights situation by: bringing defense 

lawyers, legal experts, and representatives of the Azerbaijani Collegium of Advocates to meet with their American peers. Other programs will concentrate on the 

need for economic diversification in Azerbaijan through a program on entrepreneurship and tourism management, and the lack of practical experience in school management through a program focused on secondary and higher education administration in response to Azerbaijan’s recently developed strategy for educational reform. 

Estonia.—Since 2013, Open World has hosted a delegation of Estonian judges and 

prosecutors each year through our judge to judge program in an effort to promote 
12 

international judicial relations and best practices in the judicial systems of both of 

our countries. In 2015, the Estonian delegation was hosted by U.S. District Judge 

Edmund A. Sargus, Jr. in Columbus, Ohio. The April 2016 Estonian delegation will 

be hosted in Raleigh, North Carolina by Judge Allyson K. Duncan of the United 

States Court of Appeals for the Fourth Circuit. Judge Duncan is also the Chair of 

the International Judicial Relations Committee of the Judicial Conference of the 

United States, Open World’s key partner in its rule of law programming. 

Georgia.—Open World hosted seven delegations from Georgia in 2015. Their programs included such themes as legislature to legislature development, inter-ethnic 

cooperation, rule of law, municipal development and the use of public space, and 

higher education administration. One highlight of the 2015 program is that the Chicago host of the inter-ethnic cooperation program that took place in Chicago was 

able to receive U.S. Government funding to visit in Georgia with his 2014 religious 

tolerance and 2015 inter-ethnic cooperation delegations to follow up on their programming and establish long-lasting ties. In 2016, Open World’s Georgia program 

will feature legislature to legislature programming, role of civil society in promoting 

accountable governance, and inter-ethnic cooperation. Open World also intends to 

host a diverse group of young parliamentarians from Georgia in the Fall of 2016, 

following that country’s Parliamentary elections. 

Kazakhstan.—Open World hosted seven delegations from Kazakhstan in 2015, including programming in the themes of environmental protection, energy efficiency 

and green technologies, consumer protection, entrepreneurship, and mediation and 

arbitration. Looking ahead to 2016, Open World is planning to host another seven 

delegations. Themes include: entrepreneurship in small towns, makers paces, access 

to information/use of social media, building capacity in civil society, and nonproliferation. We also intend to bring a delegation of members of Parliament from 

Kazakhstan in program year 2016 once the planned March elections take place. The 

2016 Makerspaces group will highlight sister city relations between the cities of Arvada, Colorado and Kyzylorda and the entrepreneurship program will highlight 

partner relations between Mauston, Wisconsin and Pavlodar. The relationship developed as a result of Open World between Mauston and Pavlodar has resulted in 

several self-funded follow-on visits from Wisconsin to Kazakhstan and from 

Kazakhstan to Wisconsin. For example, the host in Mauston is now the co-chair of 

the Leadership Wisconsin International Seminar that is going to Kazakhstan for 

their International Seminar in March of 2016. 

Kosovo.—Open World welcomed five delegations from Kosovo in 2015. The groups 

included Members of the Parliament of Kosovo, young women leaders, and specialists in agro-business and municipal development. Open World is planning to host 

at least four delegations in 2016. The planned themes are promoting/attracting investment, government transparency/access to public information, technology and egovernment against corruption, and preventing domestic violence. 

Kyrgyzstan.—Open World hosted eight delegations from Kyrgyzstan in 2015, including parliamentary staffers, women leaders in science and technology, legal/judicial professionals, and specialists in business mentoring, border security, and water 

management. Open World’s 2016 Kyrgyzstan program will consist of five delegations. These programs will include a delegation of Members of Parliament, and delegations looking at the role of local legislators/staff, civil society oversight/public finance, young entrepreneurs, and water irrigation/dry climate. Our April 2015 delegation in Colorado Springs, the sister city of Bishkek, was able to get first-hand experience with modern irrigation methods, crop production and water law issues, and 

the Helena, Montana-bound 2016 dry climate delegation will further explore these 

critical issues. Open World’s ongoing relationship with the Parliament of 

Kyrgyzstan has resulted in that legislative body’s sharing their experiences with the 

students of Kyrgyzstan by hosting students from cities and villages throughout the 

country in the Parliament. According to a Parliamentary staffer who is an alumnus 

‘‘they took the idea from the U.S. Capitol staff on how to work with citizens and 

cooperate with the general population . . . These students represented no less than 

20 ethnic origins.’’ In addition, Open World parliamentary alumni in Kyrgyzstan 

have managed internships for Model Parliament students from throughout 

Kyrgyzstan. 

Moldova.—Open World hosted four Moldovan delegations in 2015. In April, one 

group observed the marketing of produce through producer organizations in San 

Francisco, while another learned best practices for combatting international crime 

in Reno, Nevada. In September, a delegation of nurses visited Greensboro, North 

Carolina and was able to gain useful knowledge and experience at various nursing 

schools, health centers and geriatric facilities to share with their colleagues in 

Moldova. Also, in September, a delegation of young analysts worked with their colleagues in San Diego to explore various methods of successful economic analyses. 
13 

Open World currently has no plan to host delegations from Moldova in 2016 due 

to budget constraints and the cost of programming in that country. 

Mongolia.—In 2015, Open World hosted two delegations of judges from Mongolia. 

Open World has already hosted a delegation of members of Parliament from Mongolia early this year, and plans to host two more delegations of judges from Mongolia in 2016. 

Serbia.—Open World hosted 12 Serbian delegations in 2015, specializing in areas 

such as policy development, sustainable agriculture, media businesses and youth innovation. Open World plans to host two delegations of judges from Serbia in 2016, 

and has already hosted a delegation of members of the Serbian Parliament in January of this year. 

Tajikistan.—Eight Tajik delegations, specializing in areas such as e-governance 

and transparency, healthcare for women, domestic violence, youth empowerment, 

and legal defense advocacy, were hosted in 2015. Open World has already hosted 

one delegation of women entrepreneurs from Tajikistan in 2016, and plans to conduct programming for four more delegations in themes that include sports for atrisk youth, eco-tourism, youth in civil society, and women in border security. 

Turkmenistan.—With great support from the U.S. Mission in Turkmenistan, Open 

World was able to host a delegation from Turkmenistan in 2015. The delegation consisted of specialists in tourism management and was hosted in St. Louis. Open 

World plans to host at least three delegations from Turkmenistan in 2016 in the 

themes of water management, earthquake/fire management, and library services. 

While the above country program descriptions provide an overview of the incredible activity and goodwill fostered by Open World, below are some examples of the 

type of results and feedback that we continually receive from our constituent hosts 

and new friends and colleagues form our participating countries throughout Eurasia. 

In February 2015, an Open World delegation was hosted by Virginia Commonwealth University. During their visit, the group visited the General Assembly, a variety of government agencies and public policy organizations, cultural sites such as 

the Virginia Museum of Fine Arts and Colonial Williamsburg, and a local TV news 

station covering the Super Tuesday presidential primary elections. The program is 

valuable because everyone—both the Ukrainians and the Americans—learn from 

the experience, said hosting committee member Jeff South, an associate professor 

of journalism and director of undergraduate studies at the Robertson School. ‘‘As a 

member of the hosting committee, I personally learn more than I teach from the 

Open World visitors,’’ he said. ‘‘I learn about other models of government and that 

there are many things we could do to improve our democracy in Virginia and the 

rest of America. We also see the many things we have in common with people in 

Eastern Europe—a commitment to an open government that truly serves the people.’’ 

Budget Request Summary 

Open World spends its appropriation in two categories: Direct Program Costs and 

Administration Costs. Direct Program Costs includes: a logistical coordinator contract; grants to host organizations across the United States; Memoranda of Agreements with U.S. embassies in most of Open World countries; and the salary and 

benefits of the Center’s DC and Moscow staff. 

The Center’s fiscal year 2017 budget request breaks down as follows: 

A. Direct Program—$ 5,550,000 

1. Logistical Contract .............................................. 1,900,000 

2. Grants/Other Hosting Costs ............................... 2,300,000 

3. Embassy Agreements .......................................... 875,000 

4. Salary/Benefits (Program staff) ......................... 475,000 

The logistical services contract with a Washington-based NGO is the single largest expenditure at Open World. This contractor is responsible for coordinating the 

delegate nomination and vetting process and is tasked with obtaining visas and 

other travel documents; arranging and purchasing airfare; planning and executing 

the 2-day DC orientation, and coordinating with grantees and placing delegates in 

American host cities, among a host of other duties. 

Grants/Other Hosting Costs refer to national and local hosting organizations (such 

as Rotary Club, Friendship Force International, and community colleges) that plan 

and execute an 8-day local program for each delegation. 
14 

4The amount over $5.8 million shown here will be covered by earned revenue, donations and 

other offsets. 

B. Administration—$ 388,000 

1. Salary/Benefits (Admin Staff) ............................ 275,000 

2. Other Admin Operating Expenses ..................... 113,000 

The salaries/benefits of the Executive Director, the Deputy Executive Director, 

and the Outreach Officers are included in this category. It also includes an interagency agreement with the Library of Congress for infrastructure services, small 

contracts for professional services, postage, telephone, cell phones, and office supplies and materials. The Center benefits from lower administrative costs due to its 

physical location in the Library of Congress. Finally, agreements with other agencies for infrastructure services or for printing, webhosting, or graphic design are included here. 

TOTAL BUDGET: $5,938,000 4

The good news is that the Center has learned the art of doing more with less. 

While working under shrinking budgets has its challenges, the Center’s response to 

this series of cuts is to work harder at finding savings and increasing cost shares. 

As an example, 2 years ago, the Center changed the way that interpretation costs 

are covered in the program which yielded us an astonishing estimated $250,000 in 

savings due to the elimination of any indirect cost being applied to the total as well 

as more efficient handling of the interpretation pool. Another important source of 

savings was in engaging with the U.S. embassies of Open World countries as much 

as possible. This alone realized a savings of 30–40 percent of the cost of a single 

delegate’s participation in the Open World program. 

Finally, for every dollar in grants awarded, the Center receives matching cost 

shares dollar for dollar, with the 2015 estimate looking like it will hit $2.3 million. 

Meanwhile, to emphasize our successful efforts from working closely with each 

grantee to arrive at the fairest budget possible, the demand for Open World delegations remains at a high of four slots requested for every one slot available. 

With careful management we can proudly claim that for every appropriated dollar 

received, we have been able to leverage that dollar by an additional 35 percent 

which makes it possible to continue providing dynamic, current and relevant, and 

high quality programming this fiscal year. 

Closing Remarks 

Open World offers Congress an extraordinary ‘‘bang for the buck’’ as well as deep 

commitment to being a model agency dedicated to the most efficient and cost-effective use of its resources. The Center’s overhead rate has remained a steady 7 percent in large part due to the steadfast pursuit of savings and cost shares while 

maintaining diligent fiscal stewardship. All the while the Center never compromises 

program quality. 

Open World employs best practices in an effort to achieve the most cost-efficient 

and effective means to accomplish our mission. Early on, Open World established 

internal controls to ensure program quality, including pre- and post-program report 

follow-up, weekly teleconferencing with our logistical contractor, and regular contact 

with grantees and local hosts. Open World also uses a zero-based budget approach 

to every contract, every grant budget, as well as our annual operating budget. 

Furthermore, Open World actively seeks cost-sharing partnerships with other government initiatives whose missions complement ours. The U.S. Agency for International Development, the Department of Energy, the Department of State, the National Endowment for the Arts, and the U.S. embassies in Armenia, Kosovo, Mongolia, Serbia, Tajikistan, Turkmenistan, Ukraine, and Uzbekistan have all joined 

with the Open World Leadership Center in directly funding a number of delegations. 

Funding at the requested level of $5.8 million will enable Open World to fully respond to congressional interests in the region and beyond while continuing our proven mission of hosting young political and civic leaders who return home to launch 

projects and programs in cooperation with their American counterparts and hosts. 

The Board of Trustees believes that maintaining a robust grassroots-based Open 

World presence in the region is necessary and important for future U.S. relations 

in these politically significant countries. 
(15) 

OFFICE OF THE SECRETARY OF THE SENATE 

PREPARED STATEMENT OF JULIE E. ADAMS, SECRETARY OF THE SENATE

Since 1789, the Secretary of the Senate has been tasked with the legislative, financial and administrative duties of the U.S. Senate. In the past year I have been 

proud to serve alongside the hundreds of men and women that comprise the Office 

of the Secretary who ensure we fulfill our mission. They are dedicated public servants who continually strive to improve systems and processes, better the institution, 

and preserve the rich history of this uniquely American legislative body. 

I would like to thank the subcommittee for their ongoing support of the Office of 

the Secretary of the Senate’s budget and mandated systems. For fiscal year 2017, 

I am requesting a budget of $31,589,000. This request includes $25,339,000 in salary costs and $6,250,000 for the operating budget of the Office of the Secretary. The 

salary budget represents an increase in $567,000 over the fiscal year 2016 budget 

as a result of the costs associated with a potential cost of living adjustment. The 

operating budget remains flat at $6,250,000 of which $4,350,000 is firewalled for the 

administration of the Senate Information Services (SIS) Program that was assumed 

by this Office in 2011 and has remained flat. 

In addition, I am requesting $4,000,000 in no year funds for the second phase of 

a 6-year project to modernize the Senate Disbursing Office’s Financial Management 

Information System, also known as ‘‘FMIS.’’ I appreciate the subcommittee’s support 

last year to initiate the update of this mandated system. 

I am proud to report that the FMIS modernization project is underway. Due to 

the scope of the project, a Financial System Program Office has been established 

within the Disbursing Office to oversee and manage the effort to ensure the project 

remains on schedule and within the budget established for the project. All of the 

project staff will be hired and in place by mid-April. Just last week, a purchase 

order was initiated for software that will be used for the first phases of the budget 

and reporting modernization. And by the end of May, early June, the Indefinite Delivery Indefinite Quantity (IDIQ) contract and initial task orders will be awarded. 

The IDIQ will take the project about half way through the modernization. This was 

done so the Program Office can consider technology market changes that are expected to occur during the later phases of the modernization project. 

The second phase of the financial system modernization, scheduled for fiscal year 

2017 will continue the rollout of the modernized budget and reporting and will also 

initiate the general ledger modernization. 

The Financial System Program Office will work in collaboration with Sergeant at 

Arms (SAA) functional and technical staff, as well as representatives from financial 

stakeholder groups, including Senators’ offices, committees, the Committee on Rules 

and Administration audit staff, and Disbursing Office accounting staff throughout 

the modernization to ensure that, (1) the financial applications are supportable and 

maintainable in both the near and long term (2) the modernized system fully meets 

Senate user requirements and (3) end user impacts are minimized throughout the 

implementation period. 

In addition to the FMIS modernization project, the Disbursing Office has also 

been working on the payroll self-service project. The self-service project will allow 

members and staff to view their paystubs electronically as well as tax, payroll and 

benefits information. It is currently in a pilot phase, if no problems or issues are 

reported, it will be rolled out to the rest of the Senate within the year. 

I would now like to highlight some of our other departments’ accomplishments of 

the past year and a few of their ongoing projects. 

Last year was a busy year for the legislative staff. With the majority changing 

for the first time since the 110th Congress, time was spent working with Senators 

and staff either new to the Senate or unfamiliar with the roles and responsibilities 

of the majority. The legislative schedule was also rigorous; a small sample of the 

work completed during the 1st Session of the 114th Congress would include the 

processing of 2,943 submitted amendments, 289 reports of committees, 339 roll call 

votes taken and the incorporation of 405 amendments into measures considered by 
16 

the Senate. Additionally, the Senate confirmed 17,578 executive nominations during 

the session. 

I am proud of the loyal legislative team. When the Senate is in session, they work 

long hours and are some of the last to leave the office. I was surprised to learn that 

when the Senate recesses or adjourns for the day, a handful of legislative staff have 

up to three hours of work remaining. These long hours ensure that the Senate’s 

daily proceedings are properly transmitted to the Government Publishing Office 

(GPO). The Senate Record is published in paperback form and online in the Congressional Record and is available to the public the next business day. 

Something else that I became aware of during my first year on the job was the 

lack of remaining storage for legislative archives. Only 1,000 cubic feet remained 

available for the accessioning of new records from the Senate and House. I want 

to thank the Appropriations Committee for recognizing the need for additional storage and for appropriating funds to begin renovations of a suitable space at GPO. 

GPO is a real partner of the Secretary’s Office—from printing and publishing to 

our new archive storage solution—I am proud of the teamwork between the two organizations. 

Teamwork within departments in the Secretary’s Office is also strong. The Stationery Room and Disbursing Office continue to work with member offices wishing 

to establish accounts for the online flag ordering system using Pay.gov. Sixty-six offices are now offering this payment option and seven more member offices are in 

the beginning stages of the program. 

The Office of Web Technology is spearheading the redesign effort to modernize the 

www.senate.gov Web site, but it is also a collaborative effort. The Senate Web site 

content is maintained by seven departments of the Secretary’s Office and three departments of the SAA. The new design will implement the best practices established 

over the last several years and take advantage of the advances in Web technology 

that will make the site more useable to all audiences, including those accessing it 

from mobile devices. The redesign is at the midway point and the hope is that it 

will go live by the end of the year. 

I am proud of the relationships Secretary Office departments continue to build 

with respective departments within the SAA and Architect of the Capitol, from procurement contracts to continuity of government planning and everything in between. It is essential for the Senate support organizations to work together 

seamlessly and the Secretary’s Office will continue to make this a priority. 

Serving in this role for the last year has been a true privilege. I look forward to 

the busy year ahead and I appreciate the subcommittee’s support for the Office of 

the Secretary. Thank you. 

[CLERK’S NOTE: The submitted fiscal year 2017 budget request from the Office of 

the Secretary of the Senate follows:] 
17 

BUDGET REQUEST 

I would first like to thank the subcommittee for their ongoing support of the Office of the Secretary of the Senate’s budget and mandated systems. For fiscal year 

2017, I am requesting a budget of $31,589,000. The request includes $25,339,000 in 

salary costs and $6,250,000 for the operating budget of the Office of the Secretary. 

The salary budget represents an increase of $567,000 over the fiscal year 2016 

budget as a result of the costs associated with a potential cost of living adjustment. 

The operating budget of the Office of the Secretary remains flat at $6,250,000, of 

which $4,350,000 is for the administration of the Senate Information Services (SIS) 

Program that was assumed by this office in 2011 and has not changed. 

OFFICE OF THE SECRETARY APPORTIONMENT SCHEDULE 

Item Amount available 

fiscal year 2016 

Budget estimates 

fiscal year 2017 Difference 

Department operating budget: 

Executive office ................................................................................. $ 500,000 $ 500,000 ........................

Administrative services ..................................................................... 1,251,600 1,251,600 ........................

Senate Information Service (SIS) ...................................................... 4,350,000 4,350,000 ........................

Legislative services ........................................................................... 148,400 148,400 ........................

Total operating budget ................................................................. 6,250,000 6,250,000 ........................

In addition, I am requesting $4,000,000 in no year funds for the modernization 

of one of two critical Senate systems, the Financial Management Information System (FMIS). This is the second year of a planned 6-year phased project. The flexibility of no year funding continues to be important to the success of the modernization project. 
18 

PROJECT REQUEST 

Item Fiscal year 

2016 

Fiscal year 

2017 Difference 

FMIS Modernization Project .............................................................................. $2,500,000 $4,000,000 $1,500,000 

FINANCIAL MANAGEMENT INFORMATION SYSTEM (FMIS) MODERNIZATION PROJECT

The Senate’s administrative financial system, FMIS, is a collection of financial applications used by Senate offices to submit and pay bills, manage office funds, and 

report to both internal offices and external agencies. Implemented over 16 years 

ago, FMIS utilizes a complex architecture, increasingly expensive mainframe technologies, and a variety of software that can only be enhanced through costly and 

time consuming custom development. Today, FMIS is used by approximately 140 

Senate offices and has over 4,500 active users. 

In 2015, the Disbursing Office worked to maintain and ensure the continuation 

of FMIS. However, efforts have been outpaced by newer versions of operating systems, browsers and other end user software, which are not compatible with current 

FMIS applications. As a result, the Disbursing Office has initiated a financial system modernization project that will: 

—Improve financial system supportability and flexibility; 

—Address business requirements not met by the existing system; and 

—Continue to bring the Senate closer to an integrated, auditable, paperless financial system. 

The first phase of the financial system modernization began this year and includes two major activities: 

—Budget Modernization.—This replaces multiple budget applications and manual 

processes, including the existing payroll PeopleSoft Enterprise Performance 

Management (EPM) module, which Oracle plans to retire in April 2018, with 

a single Senate-wide modern budget application used by many Federal agencies. 

—Reporting Modernization.—This streamlines and transitions financial reports to 

a consolidated data warehouse to minimize end user impacts during the financial system modernization. 

The second phase of the financial system modernization, scheduled for fiscal year 

2017 will continue the implementation and roll out of the modernized budget and 

reporting and will include the following additional major activity: 

—General Ledger Modernization.—This replaces the mainframe-based general 

ledger system with a commercial software package consistent with all current 

Federal financial standards and reporting requirements. 

The FMIS Business Case outlines the full scope of the financial system modernization project. The major phases and timeline of the proposed modernization effort are outlined in the table below: 

Date Business Area Modernization Approach and Rationale 

Fiscal Year 2016–Fiscal 

Year 2017.

Budget .......................... Replace multiple existing budget applications and manual processes 

with a commercial software package widely used by Federal agencies 

to: 

—Allow for more efficient and effective budget planning and budget execution tracking; 

—Enable ‘‘what-if’’ budget analyses at the Senate and individual 

office levels; and 

—Facilitate direct integration between the payroll and financial 

system. 

Fiscal Year 2016–Fiscal 

Year 2021.

Reporting ...................... Streamline and modernize the reporting infrastructure to prepare for 

and minimize impacts of the financial system modernization, and: 

—Reduce the volume of reporting data; 

—Eliminate unused and redundant reports; 

—Consolidate numerous, disparate report processes; 

—Ensure the consistency and accuracy of historic data; and 

—Provide greater flexibility for users to customize the data they 

view and receive. 
19 

Date Business Area Modernization Approach and Rationale 

Fiscal Year 2017–Fiscal 

Year 2018.

Accounting ................... Replace the mainframe-based general ledger system with a commercial software package, which will: 

—Allow the Senate to retire the expensive and increasingly difficult 

to support mainframe hardware and software; 

—Implement a modern general ledger which is consistent with all 

current Federal financial standards and reporting requirements; 

and 

—Enhance the Senate’s ability to maintain the core component of 

the financial system and the source of the statutory semi–annual Report of the Secretary of the Senate. 

Fiscal Year 2018–Fiscal 

Year 2019.

Procurement to Payment.Replace the highly customized procurement to payment applications 

with commercial software, where possible, subject to a thorough alternatives analysis. This will allow the Senate to: 

—Continue to meet unique Senate business needs while also addressing a number of business requirements not currently met by 

the existing applications; 

—Enhance the Senate’s ability to administer and support financial 

system applications; 

—Enable more rapid deployment of user–requested changes; and 

—Facilitate tighter integration of all procurement to payment applications to enhance Senate financial statement production. 

Fiscal Year 2019 .......... Data Sharing ................ Automate interfaces with outside agencies, such as the U.S. Treasury, 

to: 

—Reduce errors in Senate reporting; and 

—Eliminate the manual effort required to support daily and monthly external reporting. 

Fiscal Year 2019–Fiscal 

Year 2021.

Asset Management ...... Replace the existing Asset Management application with a commercial 

software module that will: 

—Enable direct integration with the financial system; and 

—Eliminate redundant processes and data, increasing the efficiency and accuracy of the Senate’s asset tracking. 

Fiscal Year 2019–Fiscal 

Year 2021.

Archival Tools ............... Implement data archival tools to: 

—Reduce the costs and potential application performance issues 

associated with maintaining large volumes of financial data; 

and 

—Ensure that all relevant data is archived together and may be 

restored together as needed to support Senate financial operations. 

The table below includes the funding received for fiscal year 2016, the request for 

fiscal year 2017, and future funding required for software and support services. 

Funding 2016 

(funded) 2017 2018 2019 2020 2021 Total 

Implementation/Acquisition ......................... 2.5M 4M 3.5M 3M 2.5M 2.5M 18M 

Due to the scope and complexity of this project and best practices for system implementation, a Financial System Program Office has been established within the 

Disbursing Office to oversee and manage the effort to ensure the project remains 

on schedule and within the established budget. The Financial System Program Office will work in collaboration with Sergeant at Arms (SAA) functional and technical 

staff, as well as representatives from financial system stakeholder groups, including 

Senators’ offices, committees, the Committee on Rules and Administration audit 

staff, and Disbursing accounts payable (A/P) and accounting staff throughout the 

modernization effort to ensure that: (1) financial applications are supportable and 

maintainable in both the near and long term, (2) the modernized system fully meets 

Senate user requirements, and (3) end user impacts are minimized throughout the 

implementation period. 

IMPLEMENTING MANDATED SYSTEMS

Two systems critical to our operation are mandated by law, the Financial Management Information System (FMIS) and the Legislative Information System (LIS). The 

following highlights recent developments: 
20 

UPDATE ON THE STATUS OF FINANCIAL MANAGEMENT INFORMATION SYSTEM (FMIS)

During calendar year 2015, Disbursing implemented the following releases to enhance application security in light of recent Office of Personnel Management (OPM) 

security breaches and to replace outdated financial system components: 

—FMIS 13.4–FMIS 13.4.1, March through June 2015—modernized the office 

homepage, enhanced audit performance reporting for Disbursing A/P, enhanced 

application security, transitioned SAA document printing functions to standardize document printing and eliminated an outdated, difficult to support printing technology; and 

—FMIS 13.5, October 2015—enhanced imaging application security and corrected 

user reported imaging defects to facilitate continued Senate-wide rollout of 

paperless workflow. 

Work also continued related to document imaging and electronic signatures in 

FMIS, in the following phases: 

—Phase 1: imaging-only pilot (completed in 2011); 

—Phase 2: office imaging and signatures pilot (completed in 2012); 

—Phase 3: planning and development to support imaging and signatures for SAA 

and staffer users, including: 

—Imaging to support staffers creating Expense Summary Reports (ESR’s) (completed development in 2014; pilot initiated in November 2015), and 

—Imaging to support invoices and associated vouchers for SAA and the Secretary (completed development in 2014; pilot planned for Summer 2016). 

—Completed rollout to 60 offices, Committee on Rules and Administration audit 

staff, and Disbursing’s A/P and accounting staff through 2015. 

Additionally, Disbursing collaborated with the SAA to implement the following 

changes to the Senate Payroll System (SPS): 

—Upgraded PeopleSoft to version 9.2 

—Successfully piloted the first phase of payroll self-service and, 

—Implemented the new reporting requirements established by the Affordable 

Care Act (ACA). 

During the remainder of fiscal year 2016 and beyond, the following FMIS activities are anticipated: 

—Imaging and digital signatures—Continue with Senate-wide rollout of imaging 

and digital signatures for the remaining Member offices and committees; 

—Implement the two FMIS releases rescheduled due to necessary security and 

technology enhancements: 

—FMIS 14.1 (planned for Summer 2016)—Modernization of voucher creation 

and review functions used by Member offices, committees, Leadership, the Office of the Secretary, SAA, Committee on Rules and Administration, and the 

Disbursing Office to address user requested changes, enhance supportability 

and ensure compatibility with modern browsers; and 

—FMIS 14.2 (planned for Winter 2016)—Modernization of additional document 

types, such as requisitions, purchase orders, invoices and receiving reports 

used by the Office of the Secretary and the SAA to address user requested 

changes, enhance supportability and ensure compatibility with modern browsers; 

—Coordinate testing of Treasury Account Symbol (TAS) and Business Event Type 

Code (BETC) reporting with Treasury; 

—Continue to work with the SAA technical staff and SPS Contracting Office 

Technical Representative (COTR) to complete the expanded pilot and full rollout of the first phase of Senate Payroll System self-service; and 

—Conduct an expanded multi-day Continuity of Operations exercise that will include 3 full days of financial system activity. 

UPDATE ON THE STATUS OF THE LEGISLATIVE INFORMATION SYSTEM (LIS)

The Legislative Information System (LIS) is a mandated system (2 U.S.C. 6577) 

that provides desktop access to the content and status of legislative information and 

supporting documents. In addition, pursuant to 2 U.S.C. 181, a program was established to provide for the widest possible exchange of information among legislative 

branch agencies. The long-range goal of the LIS Project Office is to provide a ‘‘comprehensive Senate Legislative Information System’’ to capture, store, manage, and 

distribute Senate documents. The project is currently focused on a Senate-wide implementation and transition to a standard system for the authoring and exchange 
21 

of legislative documents that will greatly enhance the availability and re-use of legislative documents within the Senate and with other legislative branch agencies. 

Extensible Markup Language (XML) has been accepted as the primary data 

standard to use for the exchange of legislative documents and information. Following the implementation of the LIS, the LIS Project Office shifted its focus to the 

data standards program and established the LIS Augmentation Project (LISAP). 

The overarching goal of the LISAP is to provide a Senate-wide implementation and 

transition to XML for the authoring and exchange of legislative documents. 

The LIS Project Office provided support to the Senate Legislative Counsel (SLC); 

the Committee on Appropriations; the Committee on Commerce, Science, and Transportation; and the Senate Enrolling Clerk in their use of the XML authoring application, Legislative Editing in XML Application (LEXA) for drafting, engrossing, and 

enrolling. With the addition of the Commerce Committee drafters, all Senate measures (bills, resolutions, and amendments) are produced in XML. In addition, the 

Government Publishing Office (GPO) uses LEXA to complete measures for printing. 

Several new features and fixes were added in LEXA releases to improve the drafting 

process. 

The LIS Project Office has been working with staff from GPO and the Legislative 

Computer Systems (LCS) in the Office of the Clerk of the House to create and print 

committee reports in XML, and the initial LEXA committee report application was 

released to the Commerce Committee in 2013. The LIS Project Office has provided 

several updates and enhancements for the Commerce Committee and is currently 

working with the Committee on Appropriations. Production of committee reports in 

XML by the Appropriations Committee is expected by Summer 2016. 

Other enhancements to LEXA in the past year include two new features that help 

the SLC drafters check their work. One new feature creates a table of sections affected in a bill draft, and the other feature compiles a table of contents across multiple separate files that make up a large bill draft. Improvements were made to 

copy/paste from non-XML documents into LEXA to create valid XML structure and 

translate special characters. A template was added to LEXA to create the Joint Explanatory Statement that accompanies a conference report, and work is underway 

to create conference report signature sheets in LEXA. 

Two other group projects with GPO and LCS include participants from the Law 

Revision Counsel and the Senate and House Legislative Counsels. The multi-phase 

project for the Law Revision Counsel will result in applications to convert, edit, and 

maintain the U.S. Code in an XML format. The Legislative Counsel offices collaborate on maintaining and using the compilations of existing law in an XML format. 

The LIS Project Office and LCS also monitor and participate in GPO’s project to replace Microcomp with a new composition system that can directly ingest XML data 

without having to convert it to another format before printing. 

The LIS Project Office will continue to support all Senate offices using LEXA and 

will work with the House, GPO, and the Library of Congress (LOC) on projects and 

issues that impact the legislative process and data standards for exchange. The office will produce enhancements to LEXA and seek out new technologies to improve 

the production of legislative documents. 

LEGISLATIVE SERVICES 

The Legislative operations of the Office of the Secretary provide support essential 

to Senators in carrying out their daily chamber activities as well as the constitutional responsibilities of the Senate. Legislative Services consists of the following departments: Bill Clerk, Captioning Services, Daily Digest, Enrolling Clerk, Executive 

Clerk, Journal Clerk, Legislative Clerk, Official Reporters of Debates and Parliamentarian. 

The Office of the Secretary maintains a positive working relationship with the 

Government Publishing Office (GPO). GPO continues to respond in a timely manner 

to the Secretary’s requests, through the Legislative staff, for the printing of bills and 

reports, including the expedited printing of priority matters for the Senate chamber. 

BILL CLERK

The Office of the Bill Clerk collects and records data on the legislative activity 

of the Senate, which becomes the historical record of official Senate business. The 

Office keeps this information in handwritten files and ledgers and also enters it into 

the Senate’s automated retrieval system so it is available to all House and Senate 

offices via the Legislative Information System (LIS), Congress.gov, and the Amendment Tracking System (ATS). The Bill Clerk records actions of the Senate with regard to bills, resolutions, reports, amendments, cosponsors, public law numbers, and 

recorded votes. 
22 

The Bill Clerk is responsible for preparing for print all measures introduced, received, submitted, and reported in the Senate. The Bill Clerk also assigns numbers 

to all Senate bills and resolutions. All the information received in this office comes 

directly from the Senate floor in written form within moments of the action involved, so the Office of the Bill Clerk is generally regarded as the most timely and 

most accurate source of legislative information. 

The Office of the Bill Clerk has coordinated with the Office of the Executive Clerk 

and the Office of Web Technology to provide input regarding Senate data on Congress.gov through regular meetings with the Library of Congress (LOC). The Office 

maintains communication with the Secretary’s legislative offices, floor staff, and the 

Senate Library in facilitating input on Congress.gov, predominantly in the areas of 

legislation, committee reports, and the Congressional Record. 

CAPTIONING SERVICES

The Office of Captioning Services provides real-time closed captioning of Senate 

floor proceedings for individuals who are deaf or hard-of-hearing and unofficial electronic transcripts of Senate floor proceedings to Senate offices on Webster. 

Captioning Services is comprised of the most seasoned and respected captioners 

in the industry and strives to provide the highest quality closed captions. The overall accuracy average rate for the Office has remained above 99 percent for the past 

22 years. Overall caption quality is monitored through daily translation data reports, monitoring of captions in real-time, and review of caption files on Webster. 

The real-time searchable Closed Caption Log database and VideoVault browser, 

available to Senate offices on Webster, continues to be an invaluable tool for the entire Senate community. Legislative floor staff, Cloakroom staff, and Member offices 

in particular continue to depend upon its availability, reliability, and contents to 

help them in the performance of their everyday duties. 

DAILY DIGEST

The Office of the Daily Digest is responsible for publication of a brief, concise and 

easy-to-read accounting of all official actions taken by the Senate in the Congressional Record section known as the Daily Digest. The Office compiles an accounting 

of all meetings of Senate committees, subcommittees, joint committees and committees of conference. 

The Office enters all Senate and joint committee scheduling data into the Senate’s 

Web-based scheduling application system. Committee scheduling information is also 

prepared for publication in the Daily Digest in three formats: Day-Ahead Schedule; 

Congressional Program for the Week Ahead; and the extended schedule which appears in the Extensions of Remarks section of the Congressional Record. The Office 

also enters all official actions taken by Senate committees on legislation, nominations, and treaties into the Senate’s Legislative Information System (LIS). 

The Office publishes a listing of all legislation which has become public law, as 

well as a ‘Resume of Congressional Activity’ which includes all Congressional statistical information, including days and time in session; measures introduced, reported 

and passed; and roll call votes. The ‘Resume’ is published on the first legislative day 

of each month in the Daily Digest. The Office also assists the House Daily Digest 

Editor in the preparation of a history of public bills enacted into law and a final 

resume of congressional statistical activity at the end of each session of Congress. 

All hearings and business meetings (including joint meetings and conferences) are 

scheduled through the Office of the Senate Daily Digest and are published in the 

Congressional Record, on the Digest’s Web site on Senate.gov, and in LIS. Meeting 

outcomes are also published by the Daily Digest in the Congressional Record each 

day and are continuously updated on the Web site. 

The Office of the Daily Digest publishes a ‘20-Year Comparison of Senate Legislative Activity’ which can be found at: http://www.senate.gov/reference/resources/pdf/ 

yearlycomparison.pdf. 

ENROLLING CLERK

The Office of the Enrolling Clerk prepares, proofreads, corrects, inputs amendments and prints all legislation passed by the Senate prior to its transmittal to the 

House of Representatives, the National Archives, the White House, the United 

States Claims Court, and the Secretary of State. Electronic files of all measures engrossed and enrolled in the Senate are transmitted daily by the Enrolling Clerk to 

GPO for overnight distribution and public Web access. 

The Office of the Enrolling Clerk keeps the original official copies of bills, resolutions, and appointments from the Senate floor through the end of each Congress. 
23 

EXECUTIVE CLERK

The Office of the Executive Clerk prepares for publication the Journal of the Executive Proceedings of the Senate, a record of the Senate’s actions during executive sessions. 

The Executive Clerk receives, assigns numbers to, and processes the nominations, 

treaties, executive communications, petitions or memorials, and presidential messages sent to the Senate. As part of this processing, the Executive Clerk enters each 

of these in LIS along with the Senate’s actions on each. 

The Office also prepares the Executive Calendar daily when there are nominations, treaties, or resolutions related to treaties before the Senate. The Executive 

Clerk also prepares all nomination and treaty resolutions for transmittal to the 

President of the United States. 

The Office has been working in conjunction with the Office of the Bill Clerk and 

the Office of Web Technology to provide input to the LOC related to the inclusion 

of nominations, treaties, executive communications, presidential messages, and petitions or memorials on Congress.gov. 

JOURNAL CLERK

The Office of the Journal Clerk takes notes of the daily legislative proceedings of 

the Senate in the ‘‘Minute Book’’ and prepares a history of bills and resolutions for 

the printed Journal of the Proceedings of the Senate, or Senate Journal, as required 

by Article I, Section V of the U.S. Constitution. The content of the Senate Journal 

is governed by Senate Rule IV, and is approved by the Senate on a daily basis. 

The Journal Clerk staff take 90-minute turns at the rostrum in the Senate Chamber, noting the following by hand for inclusion in the Minute Book: (i) all orders 

(entered into by the Senate through unanimous consent agreements), (ii) legislative 

messages received from the President of the United States, (iii) messages from the 

House of Representatives, (iv) legislative actions as taken by the Senate (including 

motions made by Senators, points of order raised, and roll call votes taken), (v) 

amendments submitted and proposed for consideration, (vi) bills and joint resolutions introduced, and (vii) concurrent and Senate resolutions as submitted. These 

notes of the proceedings are then compiled in electronic form for eventual publication of the Senate Journal at the end of each calendar year. Compilation is efficiently accomplished through utilization of the LIS Senate Journal Authoring System. In 2015, the Journal Clerk completed the production of the 877-page 2014 volume. It is anticipated that work on the 2015 volume will conclude by August 2016. 

LEGISLATIVE CLERK

The Legislative Clerk sits at the rostrum in the Senate Chamber and reads aloud 

bills, amendments, the Senate Journal, presidential messages, and other such materials when so directed by the Presiding Officer of the Senate. The Legislative Clerk 

calls the roll of members to establish the presence of a quorum and to record and 

tally all ‘‘yea’’ and ‘‘nay’’ votes. The Office of the Legislative Clerk prepares the Senate Calendar of Business, published each day the Senate is in session, and prepares 

additional publications relating to Senate class membership and committee and subcommittee assignments. The Office maintains the official copy of all measures pending before the Senate and incorporates any amendments that are agreed to. The Office retains custody of official messages received from the House of Representatives 

and conference reports awaiting action by the Senate. The Legislative Clerk is responsible for verifying the accuracy of information entered into LIS by the various 

offices of the Secretary. 

A small sample of the work completed during the first session of the 114th Congress includes the processing of 2,943 submitted amendments, 289 reports of committees, 339 roll call votes, and the incorporation of 405 amendments into measures 

considered by the Senate. 

The Office of the Legislative Clerk works closely with GPO, particularly the night 

production crew. For this session of Congress there were 169 separate issues of the 

Senate Calendar of Business published. Examples of daily edits consist of the ‘‘Pending Business,’’ ‘‘Unanimous Consent Agreements,’’ ‘‘General Orders,’’ and ‘‘Bills in 

Conference.’’ 

The Office continues to make its publications available online, which has lowered 

the need for printed copies and makes the materials more accessible. 

OFFICIAL REPORTERS OF DEBATES

The Office of the Official Reporters of Debates is responsible for the stenographic 

reporting, transcribing, and editing of the Senate floor proceedings for publication 
24 

in the Congressional Record. The Chief Reporter acts as the editor-in-chief and oversees the production of the Record to ensure its accuracy and consistency to Senate 

parliamentary rules and procedures. 

When the Senate is in session, the electronic and paper transcripts of the floor 

proceedings of the Senate begin to go GPO in the early evening. The last delivery 

occurs approximately three hours after the Senate adjourns or recesses for the day. 

The Congressional Record is published in paperback form and online and is available to the public the next business day. 

The Morning Business Editor is responsible for coordinating the printing of legislative and executive material in the Morning Business section of the Record and sits 

in the Senate Chamber, recording daily floor activity of the Senate for the Official 

Reporters of Debates. 

PARLIAMENTARIAN

The Office of the Parliamentarian continues to perform its essential institutional 

responsibilities to act as a neutral arbiter among all parties with an interest in the 

legislative process. These responsibilities include advising the Presiding Officer and 

Senators and their staff, as well as committee staff, House Members and their 

staffs, administration officials, the media, and members of the general public, on all 

matters requiring an interpretation of the Standing Rules of the Senate, the precedents of the Senate, and unanimous consent agreements, as well as provisions of 

public law and the Constitution that affect the proceedings of the Senate. 

The Parliamentarians work in close cooperation with Senate leadership and their 

floor staffs in coordinating all of the business on the Senate floor. A parliamentarian 

is always present on the Senate floor when the Senate is in session, ready to assist 

Presiding Officers in their official duties, as well as to assist any other Senator on 

procedural matters. The Parliamentarians work closely with the President pro tempore and the Vice President of the United States and their staffs when either performs duties as President of the Senate. 

The Parliamentarians monitor all proceedings on the floor of the Senate, advise 

the Presiding Officer on the competing rights of the Senators on the floor, and advise all Senators as to what is appropriate in debate. The Parliamentarians keep 

time on the Senate floor when time is limited or controlled under the provisions of 

time agreements, statutes, or standing orders. They keep track of amendments offered to the legislation pending on the Senate floor, assess them for germaneness 

and other possible points of order, and review countless other amendments that are 

never offered in the same regard. 

The Office of the Parliamentarian is responsible for the referral of all legislation 

introduced in the Senate and all legislation received from the House, as well as all 

official communications received from the executive branch, memorials from State 

and local governments, and petitions from private citizens to the appropriate committees. In order to perform this responsibility, the Parliamentarians do extensive 

legal and legislative research. The Office works extensively with Senators and their 

staffs to advise them of the jurisdictional consequences of countless drafts of legislation, and evaluate the jurisdictional effect of proposed modifications in drafting. 

The Office of the Parliamentarian was heavily involved in the review of certificates of election and appointment for Senators in the class of 2015 and ensured that 

all necessary documents were received and in order for the opening of the new Congress. The parliamentarians participated in orientation for new Senators and staff 

and throughout the year conducted tutorials for individuals and groups on the rules 

and precedents of the Senate. In addition, the Parliamentarians continue to work 

on the Electronic Senate Precedents database that was launched at the end of 2014. 

Future chapters are likely to include: Table, Vetoes, Division of Pending Question, 

Closed Door Sessions, and Debate. 

FINANCIAL OPERATIONS 

DISBURSING OFFICE

The mission of the Senate Disbursing Office is to provide efficient and effective 

financial and human resource data management, information, and advice to the offices, Members, and employees of the Senate. The Disbursing Office manages the 

collection of information from all the accounting locations within the Senate to formulate and consolidate the agency level budget, disburse the payroll, pay the Senate’s bills, and provide appropriate counseling and advice. The Disbursing Office collects information from Members and employees that is necessary to maintain and 

administer the retirement, health insurance, life insurance, and other central 

human resource programs, and provides responsive, personal attention to Members 
25 

and employees on an unbiased and confidential basis. The Disbursing Office also 

manages the distribution of central financial and human resource information to the 

individual Member offices, committees, administrative offices, and leadership offices 

in the Senate while maintaining the confidentiality of information for Members and 

Senate employees. 

This past year the Office continued to work on several projects that required a 

significant level of staff resources and presented challenges. Among these projects 

were: (1) the testing and implementation of system changes to the Senate Payroll 

System (SPS) due to the upgrade to PeopleSoft version 9.2; (2) the development and 

roll-out of an SPS self-service pilot; (3) the development of programming, testing 

and processes for the distribution of new Employer-Provided Health Insurance Offer 

and Coverage forms as required by the Affordable Care Act; (4) the implementation 

of the new Self∂1 health enrollment codes; (5) the implementation of two FMIS releases to enhance applications security and to replace outdated financial system 

components; (6) the testing to modify our reporting capability to the U.S. Treasury; 

(7) the reorganization of the Disbursing Office Information Technology group to handle the Senate’s FMIS modernization project and workload; and (8) the issuance and 

evaluation of a Request for Information (RFI) and the development of the Request 

for Proposal (RFP) for the financial system modernization. 

During April and October, the Office reviewed, validated and completed the Report of the Secretary of the Senate which continues to be issued electronically and 

in hardcopy version. 

In addition, the Disbursing Office compiled the 2016 operating budget of the Senate for presentation to the Committee on Appropriations and prepared and distributed budget justification worksheets to the various offices to gather the information 

needed for the fiscal year 2017 budget request and submission to the Office of Management and Budget. 

ADMINISTRATIVE AND EXECUTIVE OPERATIONS 

SENATE CHIEF COUNSEL FOR EMPLOYMENT

The Office of the Senate Chief Counsel for Employment (SCCE) is a non-partisan 

office established at the direction of Joint Leadership in 1993 after enactment of the 

Government Employee Rights Act, which allowed Senate employees to file claims of 

employment discrimination against Senate offices. With the enactment of the Congressional Accountability Act of 1995 (CAA), Senate offices became subject to the requirements, responsibilities and obligations of 12 employment laws. In accordance 

with the CAA, Congress has applied subsequently enacted employment laws to Senate offices, such as the Genetic Information Non-Discrimination Act. 

The SCCE is charged with the legal defense of Senate offices in all employment 

law cases at both the administrative and court levels. In addition to litigating cases, 

the SCCE’s attorneys provide legal advice to Senate offices. Accordingly, each of the 

clients of the Senate is an individual client of the SCCE, and each office maintains 

an attorney-client relationship with the SCCE. The SCCE also conducts a robust 

training program, which includes seminars to educate Senate managers, staff and 

interns about how to identify, prevent, and address unlawful harassment in the 

workplace. 

The areas of responsibilities of the SCCE can be divided into the following categories: litigation (defending Senate offices in courts and at administrative hearings); mediations to resolve potential lawsuits; court-ordered alternative dispute resolutions; Occupational Safety and Health Act compliance; union drives, negotiations, 

and unfair labor practice charges; Americans with Disabilities Act compliance; layoffs and office closings in compliance with the law; management training regarding 

legal responsibilities and employee rights; employee and intern training regarding 

prohibited harassment, including sexual harassment; and preventive legal advice. 

CONSERVATION AND PRESERVATION

The Office of Conservation and Preservation supports the official record preservation, presentation, and bookbinding needs of Senate leadership, committees, and offices. 

In 2015, the Office of Conservation and Preservation bound 1,350 items, including 

the re-casing of 162 older books, congressional hearings, and Congressional Record 

volumes with new covers and end sheets, using existing spines when possible. The 

Office repaired an additional 324 books for the Senate Library and other offices, and 

283 new volumes were printed in-house and bound at the request of Senate offices. 

The Office also designed and fabricated 39 boxes or slipcases for maps and official 

programs in the Library’s collections. In addition, 500 handmade covers were cre-
26 

ated to protect original pamphlets and brochures for the Library. The Office matted 

and framed 458 items. 

CURATOR

The Office of the Senate Curator, on behalf of the Senate Commission on Art, develops and implements the museum and preservation programs for the Senate. The 

Curator collects, preserves, and interprets the Senate’s fine and decorative arts, historic objects, and specific architectural features. In addition the Curator exercises 

supervisory responsibility for the historic chambers in the Capitol under the jurisdiction of the Commission. Through exhibitions, publications, and other programs, 

the Curator educates the public about the Senate and its collections. 

In keeping with scheduled procedures, all Senate collection objects were inventoried in 2015, and any changes in location were recorded in the Curator’s database. 

As directed by S. Res. 178 (108th Congress, 1st session), the Curator submitted a 

list of the art and historic furnishings in the Senate to the Committee on Rules and 

Administration. The list, known as the Historic Furnishings Inventory, documents 

the history of acquisition, use, and manufacturer for each object. Items on the inventory list are prohibited from removal or purchase. The inventory, which is submitted 

every 6 months, is compiled by the Curator with assistance from the SAA and the 

Architect of the Capitol’s Superintendent of Senate Office Buildings. 

The Office continues to advance the preservation and documentation of the historic Russell Senate Office Building furnishings by conducting a yearly inspection 

of the use and location of the 63 flat-top partner desks that remain in the Senate, 

and through educational initiatives aimed to inform Senate staff about the history 

of the furnishings. 

The Curator oversaw the restoration of the reproduction of Senators’ chairs and 

side chairs in the Old Senate Chamber in 2015. The reproduction Senators’ chairs, 

which are based on the original chairs made by Thomas Constantine in 1819, were 

made as part of the 1975–76 restoration of the Chamber. Research by the Curator’s 

Office revealed that the 1970’s yellow upholstery was not historically accurate. 

Thorough examination of 19th-century archival records, including reports submitted 

by the Secretary of the Senate, and analysis of several chairs made by Constantine 

revealed new information that was not known in the 1970s. This new evidence allowed the Curator’s Office to return the upholstery on the chairs to the original red 

color and appearance of the 1819 Senate Chamber chairs, ensuring a more historically accurate interpretation of the Chamber and its original furnishings. The reupholstered chairs were reinstalled in the Chamber in November 2015. 

In 2015, 144 objects were accessioned into the Senate Collection. The most significant addition was the marble bust of Vice President Richard B. Cheney unveiled in 

December 2015. 

The Curator continued to maintain and interpret the Old Senate and Old Supreme Court Chambers and coordinate the use of both rooms following established 

guidelines and procedures approved by the Senate Commission on Art. 

A new exhibit was installed by the Curator into showcases in the vestibule outside SDG–50. Titled: At Work: Two Centuries of Senate Committees, the exhibit 

highlights the origin, expansion, and reform of Senate committees and was created 

in conjunction with the Senate Library and Senate Historical Office. The Curator 

also installed an exhibit in the first floor connecting corridor of the Senate wing of 

the Capitol. The display highlights the function and decoration of the mid-19th-century Senate extension. 

EDUCATION AND TRAINING

The Joint Office of Education and Training provides training for all Senate staff 

in Washington, DC, and in State offices. The Office provides performance skills 

training, technical skills training and coordinates major training events for Washington, DC and State staff. 

Education and Training partners with 15 other training providers to ensure the 

Senate staff have the resources and skills they need to perform their jobs. In 2015, 

Education and Training staff taught over 250 classes and provided customized training, facilitation services, and coaching to more than 150 Senate Member, committee, 

and support offices, benefitting more than 2,200 staff. The Office held three training 

conferences for State staff with over 250 State staff participants. 

The Health Promotion Office within Education and Training is mandated to provide Health Promotion activities and events. This Office coordinates and runs a 2- 

day Health and Wellness Fair for Senate staff. In 2015, over 1,500 staff participated 

in health promotion activities, including lung function and kidney screenings, blood 

drives, and seminars on health-related topics. 
27 

GIFT SHOP

The Gift Shop serves Senators and their spouses, staff, constituents, and the 

many visitors to the Capitol complex. The products available include a wide range 

of fine gift items, collectables, and souvenirs, many created exclusively for the Senate. 

In addition to over-the-counter and walk-in sales, the Gift Shop offers an order 

form through Webster and the administrative office provides mail order service, special order and catalogue sales. While the Gift shop maintains two physical locations, 

the Capitol kiosk is temporarily closed due to continued restoration of the Brumidi 

Corridors. 

Consistent with past practice, a transfer of $40,000 to the Senate Employees 

Child Care Center was made based on the annual sales of the Congressional Holiday Ornament (see 2 U.S.C. 6576(c)(3)). The Official 2015 Congressional Holiday Ornament featured the Capitol dome as viewed from the West Front. Sales of the 2015 

holiday ornament were just over 24,000, of which almost 7,000 were personalized 

with engravings designed, proofed, and etched by the Gift Shop staff. 

HISTORICAL OFFICE

Serving as the Senate’s institutional memory, the Historical Office is comprised 

of historians and archivists. Senate historians collect and provide information on important events, precedents, statistics, and historical comparisons of current and past 

Senate activities. Senate archivists advise Senators, officers, and committees on 

cost-effective disposition of their non-current office files and assist researchers in 

identifying Senate-related source materials. Historians edit for publication historically significant transcripts and minutes of selected Senate committees and party 

organizations and conduct oral history interviews. Historians also offer special talks 

and tours related to key historical events and personalities, the history of the Capitol, and the Senate’s institutional development. In addition, the Historical Office 

develops and maintains all historical material on Senate.gov and provides educational outreach through e-mail and Twitter. 

In 2015 the Historical Office concluded its 5-year commemoration of the sesquicentennial of the Civil War. Beginning in December 2010, the Historical Office developed an extensive collection of essays, biographies, photographs, illustrations, 

chronologies, and primary source documents related to the history of the Senate 

during the Civil War. Senate historians developed and led special Civil War history 

tours of the Capitol and presented ‘‘brownbag lunch’’ talks. This multi-year project 

resulted in a comprehensive, stand-alone Web site feature on Senate.gov, a valuable 

resource for anyone interested in this important era of our national history. 

Since 1978, Senate historians have prepared and annotated transcripts of the 

Senate Foreign Relations Committee of the executive session hearings for publication. Twenty volumes have been completed to date, taking the series through 1968. 

In 2015 the Senate Historian and the Associate Historian continued work on a new 

volume to cover the years 1969 and 1970, editing the transcripts for declassification 

and publication. 

In 2015 the historians conducted nearly 70 oral history interviews with a wideranging group of individuals, including interviews with 14 former Members and 

staff of the Select Committee to Study Governmental Operations with Respect to Intelligence Activities (better known as the Church Committee) to mark its 40th anniversary. The completed volume, to be released in 2016, includes 27 interviews, a 

comprehensive introduction, contextual annotations, and a detailed index. 

The Historical Office continued to expand its educational outreach in 2015 when 

the Historical Office’s Twitter account gained more than 8,000 new followers. Daily 

Tweets help raise awareness of the considerable resources available on Senate.gov 

to Senate staff, students, teachers, researchers, reporters, and the public. 

@SenateHistory highlights Senate-related events that occurred ‘‘on this day’’ in history, features specific Web pages and collections, and announces new material and 

information posted on Senate.gov. The Historical Office sent an average of 14 

Tweets per week in 2015 and had more than 90 percent of those Tweets retweeted. 

Senate Rule XI (2) directs that, ‘‘The Secretary of the Senate shall obtain at the 

close of each Congress all the noncurrent records of the Senate and of each Senate 

committee and transfer them to the National Archives for preservation.’’ During 

2015, the Senate transferred 2,030 cubic feet and 13.22 TB of electronic records to 

the Center for Legislative Archives (CLA). 

This Advisory Committee on the Records of Congress was established in 1990 by 

Public Law 101–509 and meets semiannually to advise the Senate, the House of 

Representatives, and the Archivist of the United States on the management and 

preservation of the records of Congress. By law, the committee is required to report 
28 

to Congress every 6 years on the status of Congress’ and Members’ archival records. 

The most recent report was published December 31, 2012. The next report will be 

issued by December 31, 2018. The Secretary of the Senate is chairing the committee 

during the 114th Congress. The Senate Historian serves as a member of the committee and the Senate Archivist serves as principal liaison to the committee. 

HUMAN RESOURCES

The Office of Human Resources was established in June 1995 by the Secretary 

of the Senate as a result of the Congressional Accountability Act. The Office focuses 

on developing and implementing human resources policies, procedures, and programs for the Office of the Secretary. These responsibilities include recruiting and 

staffing; providing guidance and advice to managers and staff; training; performance 

management and evaluation; job analysis and classification; compensation planning, 

design, and administration; leave administration; records management; maintaining 

the employee handbooks and manuals; internal grievance procedures; employee relations and services; and organizational planning and development. 

The Office administers the following programs for the Secretary’s employees: the 

public transportation subsidy program, student loan program, Family Medical Leave 

Act program, parking allocations, and the Secretary of the Senate intern program. 

INFORMATION SYSTEMS

The primary mission of the Office of Information Systems is to provide the highest 

level of customer satisfaction and computer support for the Office of Secretary. Information Systems provide technical hardware and software support for the Office 

of the Secretary. Information Systems also interfaces closely with the application 

and network development groups within the SAA, GPO, and outside vendors on 

technical issues and joint projects. The Office provides computer-related support for 

all local area network (LAN) servers within the Office of the Secretary. Information 

Systems provides direct application support for all software installed on 

workstations, initiates and guides new technologies, and implements next generation hardware and software solutions. Emphasis is placed on creating and transferring legislative records to outside departments and agencies, fulfilling the Disbursing Office’s financial responsibilities to Member offices, and complying with office-mandated and statutory obligations. 

INTERPARLIAMENTARY SERVICES

The Office of Interparliamentary Services (IPS) is responsible for administrative, 

financial, and protocol functions for special delegations authorized by the Majority 

and/or Minority Leaders, for all interparliamentary conferences in which the Senate 

participates by statute, and for interparliamentary conferences in which the Senate 

participates on an ad hoc basis. The office also provides appropriate assistance as 

requested by other Senate delegations. 

The statutory interparliamentary conferences are: the Mexico-United States Interparliamentary Group; the Canada-United States Interparliamentary Group; the 

British-American Interparliamentary Group; and the United States-China Interparliamentary Group. 

On behalf of the Senate Majority and Minority Leaders, the staff arranges official 

receptions for heads of state, heads of government, heads of parliaments, and parliamentary delegations. Required records of expenditures on behalf of foreign dignitaries under authority of Public Law 100–71 are maintained by IPS. 

IPS receives and prepares for printing the quarterly consolidated financial reports 

for foreign travel from all committees in the Senate. In addition to preparing the 

quarterly reports for the Majority Leader and the Minority Leader, IPS also assists 

staff members of Senators and committees in filling out the required reports. 

LEGISLATIVE INFORMATION SYSTEM (LIS) PROJECT OFFICE

See the section on the LIS Project under the heading ‘‘Update on the Status of 

the Legislative Information System (LIS)’’ in the BUDGET REQUEST section. 

LIBRARY

The Senate Library provides legislative, legal, business, and general information 

services. The Library’s collection encompasses legislative documents that date from 

the Continental Congress in 1774; current and historic executive and judicial branch 

materials; an extensive book collection on American politics, history, and biography; 

a popular collection of audiobooks; and a wide array of online resources. The Library 

also authors content for three Web sites—LIS.gov, Senate.gov, and Webster. 
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Senate Information Services (SIS) Program service contracts for fiscal year 2016 

were renewed with existing program vendors to continue services while meeting 

stringent program budget constraints. SIS program managers worked with information technology specialists in the SAA’s Department of Process Management and Innovation, and with the vendor’s technical staff to implement single sign-on authentication and update the Senate’s custom user interface for one of the enterprise-wide 

legal services providers. Work was also completed on a comprehensive redesign of 

Senate Newswatch, offering a contemporary presentation of the news important to 

the Senate with improved usability and new features for searching, clipping, and 

sharing stories. 

The Library continues to meet the Senate’s increasing demand for information 

through the creation of new Web-based content, judicious selection and investment 

in online resources, expanded outreach and training opportunities, and use of technology to support alternative means for information delivery. 

PAGE SCHOOL

The Senate Page School serves all appointed Senate page students with a sound 

program, both academically and experientially, during their stay in the Nation’s 

capital. 

In 2013 the Middle States Commission on Secondary Schools awarded accreditation renewal which continues until May 1, 2018. The Page School is among schools 

throughout the world that meet the internationally recognized standards of quality. 

Faculty and staff provided extended educational experiences to pages, including 

field trips, guest speakers, opportunities to play musical instruments and vocalize, 

and world languages study. The community service project embraced by pages and 

staff continues. Pages collected, assembled, and shipped items for gift packages to 

military personnel serving in various locations and included letters of support to the 

troops. 

PRINTING AND DOCUMENT SERVICES

The Office of Printing and Document Services (OPDS) serves as liaison to GPO 

for the Senate’s official printing, ensuring that all Senate printing is in compliance 

with Title 44, U.S. Code as it relates to Senate documents, hearings, committee 

prints and other official publications. The Office assists the Senate by coordinating, 

scheduling, delivering and preparing Senate legislation, hearings, documents, committee prints and miscellaneous publications for printing, and provides printed copies of all legislation and public laws to the Senate and the public. In addition, the 

Office assigns publication numbers to all hearings, and committee prints; as well 

as documents and other publications; orders all blank paper, envelopes and letterhead for the Senate; and prepares page counts of all Senate hearings in order to 

compensate commercial reporting companies for the preparation of hearings. 

During fiscal year 2015, the OPDS prepared 2,893 requisitions authorizing GPO 

to print and bind the Senate’s work, exclusive of legislation and the Congressional 

Record—an increase of 17 percent over the previous year. In addition to processing 

requisitions, the Printing Services Section coordinates proof handling, job scheduling 

and tracking for stationery products, Senate hearings, Senate publications and other 

miscellaneous printed products, as well as monitoring blank paper and stationery 

allocations for each Senate office and committee. Examples of major printing 

projects include: the Report of the Secretary of the Senate, the 114th Congress Congressional Directory, the Authority and Rules of Senate Committees, and the Journal of Senate Proceedings, 113th Congress 2nd Session. 

During 2015, OPDS processed and distributed over 9,700 distinct legislative items 

as well as fulfilled over 10,000 requests for legislative material at the walk-in 

counter, by mail, fax, and electronically. In shop on-demand printing increased twofold over the previous year to supplement depleted inventory and meet committee 

needs. Online ordering of legislative documents and the Legislative Hot List Link, 

where Members and staff can confirm arrival of printed copies of the most sought 

after legislative documents, continued to be popular. The site is updated several 

times daily each time new documents arrive from GPO to the Document Room. In 

addition, the Office handled thousands of phone calls pertaining to the Senate’s official printing, document requests and legislative questions. 

PUBLIC RECORDS

The Office of Public Records receives, processes, and maintains records, reports, 

and other documents filed with the Secretary of the Senate that involve the Federal 

Election Campaign Act, as amended; the Lobbying Disclosure Act (LDA) of 1995, as 

amended; the Senate Code of Official Conduct; Rule 34, Public Financial Disclosure; 
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Rule 35, Senate Gift Rule filings; Rule 40, Registration of Mass Mailing; Rule 41, 

Political Fund Designees; and Rule 41(6), Supervisor’s Reports on Individuals Performing Senate Services; and Foreign Travel Reports. The office works closely with 

the Federal Election Commission (FEC), the Senate Select Committee on Ethics, 

and the Clerk of the House concerning the filing requirements of the aforementioned 

acts and Senate rules. 

From October 2014 through September 2015, Public Records assisted more than 

10,000 individuals seeking information from or about reports filed with the office, 

responded to walk-in inquiries and inquiries by telephone or e-mail. In addition, the 

Office provided assistance to individuals seeking to comply with the provisions of 

the LDA. 

The LDA requires semiannual contribution reports, and quarterly financial and 

lobbying activity reports. To continue implementation of the LDA, the Office of Public Records conducted two LDA Guidance reviews in coordination with the Clerk of 

the House. As of September 30, 2015, there were 4,435 registrants representing 

16,407 clients. The total number of individual lobbyists disclosed on fiscal year 2015 

registrations and reports was 11,948. The total number of lobbying registrations and 

reports processed was 106,955. The Office referred 622 cases of potential noncompliance to the U.S. Attorney for the District of Columbia. 

The Federal Election Campaign Act requires Senate candidates to file quarterly 

and pre- and post-election reports with the Secretary of the Senate. Filings for the 

fiscal year totaled 4,207 documents containing 548,088 pages, which were scanned, 

processed, and transmitted to the FEC, as required by law. 

The filing date for Public Financial Disclosure Reports was May 15, 2015. The reports were made available to the public and media as soon as they were filed and 

processed, and in most cases, the same day. Public Records staff provided copies to 

the Ethics Committee and the appropriate State officials. 

Senators are required to file mass mailing reports on a quarterly basis. The number of pages submitted during fiscal year 2015 was 364. In addition, the Office received 445 Gift Rule/Travel reports during fiscal year 2015. 

STATIONERY ROOM

Since it was formally established in 1854, the Senate Stationery Room has 

evolved into a diversified retail outlet serving the needs of the Senate community 

by providing a wide range of office and administrative supplies, communication and 

computer accessories, and special order items for official government business. Additionally, the Stationery Room provides U.S. flags flown over the Capitol for constituent requests. 

The Stationery Room fulfills its mission by utilizing open market, competitive bid, 

or General Services Administration (GSA) schedules for supply procurement; maintaining sufficient in-stock quantities of select merchandise to best meet the immediate needs of the Senate community; developing and maintaining productive business relationships with a wide variety of vendors to ensure sufficient breadth and 

availability of merchandise; maintaining expense accounts for all authorized customers and preparing monthly activity statements; and managing all accounts receivable and accounts payable reimbursement. 

Utilizing the Pay.gov service offered by the U.S. Treasury, the Stationery Room 

has been accepting online flag requests and payments from constituents through 

Member Web sites. Currently, 66 Member offices are offering this payment option 

and 7 offices are in the beginning stages of the program. The benefits include a reduced wait time for constituents, elimination of payment inaccuracies, and greatly 

reduced workload for office representatives. The Stationery Room will continue to 

expand this service to interested Member offices. 

The Stationery Room contracts annually with various vendors to provide U.S. 

flags. The flags are purchased by constituents through individual Member offices, 

and are flown over the Capitol building for commemoration of special occasions. 

While many flags are flown for specific reasons, some are not and the Stationery 

Room sells pre-flown flags for offices to meet those generic requests. This cooperative relationship offers the Capitol Visitor Center (CVC) considerable savings on flag 

purchases through the Stationery Room’s existing procurement contract and allows 

the Stationery Room to benefit from larger volume discounts. 

The Stationery Room, with the assistance of the Office of Web Technology, maintains an online Web ordering portal through Webster. The Web site offers the Stationery Room catalog with product description, price, and pictures. Customers can 

place a stock order online and the order will be delivered within 24 hours. Use of 

the Web site helps reduce order time, increases customer convenience and order accuracy, and reduces the use of paper through reduced reliance on hard copy orders. 
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Currently, the Stationery Room is in the process of upgrading the online Web site 

with the assistance of the Office of Web Technology, to include an enhanced search 

engine, modernized layout and easier checkout. 

WEB TECHNOLOGY

The Office of Web Technology is responsible for: Senate.gov; the Secretary’s 

intranet on Webster; portions of the central site of Webster; and 

legbranch.senate.gov (an extranet site available to all Capitol Hill entities)—along 

with the Web-based systems, servers, and technologies supporting these Web sites 

that fall under the purview of the Secretary of the Senate. 

Senate.gov content is maintained by over 30 contributors from seven departments 

of the Office of the Secretary and three departments of SAA. All content is controlled through the Secretary’s Web content management system, managed by the 

Office of Web Technology. 

A new version of the content management system was implemented in conjunction with a new architecture ensuring stability and security. Extensive research was 

conducted including the deployment of an alternative content management system 

in preparation for the eventual replacement of the current content management system. 

In 2015, seven features, nine oral histories, and seven Senate Stories authored by 

the Senate Historical Office were added to Senate.gov. In addition, 85 artifacts 

under the Curator’s management were added. 78 legacy slideshows were recoded to 

be more secure and use fewer resources. The main Art & History page along with 

significant secondary pages were refined to provide quicker access to lower level content and as part of the transition to a new mobile friendly design currently in development. Friendly URLs were added in addition to two domain wide security pages 

alerting the public to potential security risks in submitted messages, making suggestions for remediation, and providing useful resources online. 

In conjunction with the SAA a new mobile Web site, opmupdate.senate.gov, was 

developed and maintained as a clearinghouse for all messages relating to the OPM 

intrusions made public in 2015 affecting many Senate staff. Additionally, the Office 

of the Senate Chief Counsel for Employment’s Web site on Webster was updated 

and a new modern stationery order form is under development that will provide offices with quick and secure online ordering. 

The Office also worked extensively with Senate clerks and the Library of Congress 

(LOC) in the refinement of Congress.gov and the dissemination of legislative bulk 

data, allowing for increased accuracy and transparency of Congressional information. Part of these processes involved expanding legbranch.senate.gov to host newly 

generated data feeds for the Congressional community. 

In 2015 an average of 29,762 visits occurred per day to the central site of Senate.gov. The Office responded to approximately 593 emails from the general public 

regarding Senate.gov sites. 

EMERGENCY PREPAREDNESS AND CONTINUITY PLANNING 

Throughout 2015, the Office of the Secretary continued to build upon a comprehensive emergency preparedness and continuity program initiated in 1997. The 

program included continuity operations (COOP) planning within every department 

of the Office of the Secretary and coordination with Leadership and SAA on Senatewide continuity plans, as well as joint planning with the House of Representatives 

on bicameral programs, and inter-Branch coordination with the executive and judicial branches. The objective of these programs is to provide Leadership with the 

tools needed to ensure that the Senate can meet its constitutional obligations under 

any circumstances. 

The Joint Senate Leadership established the Senate Continuity Board (SCB), consisting of the Secretary of the Senate and the Senate Sergeant at Arms, to manage 

and direct Senate continuity programs. The Joint Bicameral Leadership established 

the Joint Congressional Continuity Board (JCCB), consisting of the principal Senate 

and House Officers, to integrate Senate and House continuity programs. In 2015, 

the Secretary served as Chair of both Boards. Both the SCB and the JCCB met 

monthly throughout the year to manage and direct the full range of Senate and bicameral continuity programs. 

Within the Office of the Secretary, the primary objective is the continuity of the 

legislative process. The Legislative Staff and supporting offices maintain and regularly exercise plans to ensure that the Senate can convene and conduct legislative 

business under any conditions in various locations. Departments responsible for the 

execution of statutory obligations, such as the Disbursing Office and the Office of 

Public Records, maintain plans to carry out those functions, either locally or else-
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where, depending upon conditions. The Secretary’s Legislative departments, as well 

as several others, employ robust cross-training programs to ensure that staff with 

critical skills will be available in an emergency. All departments within the Office 

of the Secretary maintain individual plans to ensure that each department can carry 

out its minimum essential functions during an emergency, until full operations can 

be restored. All departmental plans are supported by emergency supply kits stored 

in multiple locations within and outside the District of Columbia. Across the Office 

of the Secretary, monthly drills, annual exercises, and fly away kit updates are conducted in order to ensure that plans and supply kits are current, and that staff understand their continuity responsibilities.