Performance and Accountability Report

FISCAL YEAR ARCHITECT OF THE CAPITOL

2019

SERVE • PRESERVE • INSPIRE
Websites and 

Media Platforms

Visit the Architect of the Capitol at www.aoc.gov

The Architect of the Capitol (AOC) also maintains an official presence on social 

media. Visit www.aoc.gov/social or the following media platforms:

Additional web-based information may be found at: 

U.S. Botanic Garden: www.usbg.gov

U.S. Capitol Visitor Center: www.visitthecapitol.gov

Tholos Magazine

The AOC distributes an online quarterly employee magazine, Tholos, to spotlight 

staff who work around the clock to support the AOC’s mission to serve, preserve 

and inspire. The magazine is available at www.aoc.gov/tholos-magazine. 

The AOC on Mobile Devices

The AOC mobile applications (apps) provide information about the 

agency and the Capitol campus for staff, visitors and the American 

public. The apps are available for multiple mobile platforms in the 

Apple iTunes store and the Android Google Play store.

@ArchitectoftheCapitol @uscapitol

@uscapitol @uscapitol

@uscapitol @aochiring

@architect-of-the-capitol

Subscribe to the AOC RSS feed on Feedburner @architectofthecapitol

@uscapitol

 State Statues in the Capitol

 U.S. Capitol Grounds

 U.S. Capitol Rotunda

 U.S. Capitol Visitor Guide

Also, in December 2019, this Performance and Accountability 

Report will be available in an e-reader version for Apple and 

Android tablets — the sixth consecutive year the AOC has made 

its report available for mobile users.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT An Executive Summary of the AOC’s Financial and Performance Results i

About the Architect of the Capitol

Who We Are: The Architect of the Capitol (AOC) cares for more 

than 18.4 million square feet of facilities, more than 570 acres of 

grounds and thousands of works of art. The AOC’s employees 

work behind the scenes day and night to provide Congress and 

the Supreme Court with facilities and infrastructure to conduct 

their business. We inspire the public by providing tours and 

exhibits of the U.S. Capitol and the surrounding grounds and the 

U.S. Botanic Garden.

Established: The AOC traces its beginnings to 1793 and was 

formally established by congressional legislation in 1876.

Branch of Government: Legislative

Leadership: Thomas J. Carroll III, Acting Architect of the Capitol

Number of Permanent Employees: 2,236 as of September 30, 2019

FY 2019 Budget Authority: $733.7 million

Mission: Serve Congress and the Supreme Court, preserve 

America’s Capitol and inspire memorable visitor experiences.

Performance and 

Accountability Highlights

FISCAL YEAR 2019

FIGURE 1 Map of the Capitol Campus

Did You Know?

The AOC serves as steward for the U.S. Capitol Building, 

the U.S. Capitol Visitor Center, the House and Senate office 

buildings, the Library of Congress buildings, the U.S. Supreme 

Court Building, the U.S. Botanic Garden, the Capitol Power 

Plant and other surrounding grounds and facilities. The major 

facilities on the Capitol campus that fall under the AOC’s care 

are depicted in Figure 1. A virtual tour of the Capitol campus 

is available at www.capitol.gov. 

To learn more about the Architect of the Capitol, please view our 

video We Are AOC: www.aoc.gov/video/we-are.
ii An Executive Summary of the AOC’s Financial and Performance Results ARCHITECT OF THE CAPITOL

Performance Results in Brief 

In Fiscal Year (FY) 2019, the AOC tracked progress toward four 

strategic goals: (1) Maintain Awe-Inspiring Facilities, (2) Provide 

Extraordinary Services, (3) Foster an Innovative and Empowered 

Workforce and (4) Operate as One Team, Dedicated to One 

Mission. Eight strategic objectives, 16 strategies and 31 key 

performance indicators (KPIs) support the goals. The high-level 

KPIs, measuring the agency’s most critical actions taken in line 

with the Strategic Plan, are summarized in Table 1. 

TABLE 1 Summary of High-Level Key Performance Indicators

HIGH-LEVEL KEY PERFORMANCE INDICATOR

FY 2018

TARGET

FY 2018

ACTUAL

FY 2018 

RESULTS

FY 2019 

TARGET

FY 2019 

ACTUAL

FY 2019 

RESULTS

STRATEGIC GOAL: MAINTAIN AWE-INSPIRING FACILITIES

Energy and Sustainability Targets. Reduce energy 

intensity use, reduce potable water use, divert building 

occupancy waste, compost nonconstruction waste and 

divert construction and demolition debris.

5 of 5 

Component 

Targets Met

4 of 5 

Component 

Targets Met

Not Met

5 of 5 

Component 

Targets Met

4 of 5 

Component 

Targets Met

Not Met

New! Gardens and Grounds Standards Established. 

Establish AOC-wide Gardens and Grounds Standards.

New measure 

for FY 2019

New measure 

for FY 2019 N/A Establish Standards

Standards Not 

Established Not Met

STRATEGIC GOAL: PROVIDE EXTRAORDINARY SERVICES

New! Customer Experience Program. Establish and 

develop the customer experience program.

New measure 

for FY 2019

New measure 

for FY 2019 N/A Establish Program

Program 

Established Met

Customer Satisfaction with Projects. Maintain high 

customer satisfaction with projects. ≥ 90.0% 94.7% Met ≥ 90.0% 95.2% Met

STRATEGIC GOAL: FOSTER AN INNOVATIVE AND EMPOWERED WORKFORCE

Favorability Ranking in Best Places to Work. Improve 

the AOC’s ranking in the Partnership for Public Service Best 

Places to Work in the Federal Government.

N/A N/A N/A > Prior Survey 

(> 11th) 9th Met

Employee Nonmandatory Training. Provide training to 

employees in knowledge, skills and abilities applicable to 

their responsibilities.

N/A N/A N/A 33.3% 36.4% Met

Injuries and Illnesses Rate. Reduce the annual injuries 

and illnesses rate.* ≤ 2.37 2.33 Met ≤ 2.33 2.23 Met

STRATEGIC GOAL: OPERATE AS ONE TEAM, DEDICATED TO ONE MISSION

Employees Placed in Cross-Organizational 

Opportunities. Business units place the equivalent 

of 2 percent of their workforce in cross-organizational 

opportunities.

100% 100% Met 100% 100% Met

View the AOC’s FY 2019 performance highlights video: 

www.aoc.gov/PAR 

* Information adjusted from that reported in the FY 2018 PAR.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT An Executive Summary of the AOC’s Financial and Performance Results iii

Financial Results in Brief 

As evidence of our commitment to financial accountability and 

transparency, in FY 2019, the AOC:

 Earned its 15th consecutive unmodified (clean) audit opinion 

on the financial statements

 Received its eighth consecutive Certificate of Excellence in 

Accountability Reporting (CEAR) award from the Association 

of Government Accountants plus a special CEAR award for 

the best recognition of employees’ contributions to the 

fulfillment of the agency’s mission

 Deployed the SATO E2 Solutions Travel System program 

that allows AOC employees to benefit from federalwide 

standardized travel management practices, improving the 

control of travel spending

 Implemented a new Funding Authorization Document 

management process to provide an improved online system 

for the administrative control of funds

TABLE 2 Select Financial and Related Nonfinancial 

Data ($ in Millions)

FY 2019 FY 2018 PERCENT 

CHANGE

Total Assets $3,384.4 $3,220.0 5%

Total Liabilities $409.4 $404.1 1%

Total Net Position $2,975.0 $2,815.9 6%

Total Revenues $69.1 $63.9 8%

Total Net Cost of 

Operations $609.5 $550.6 11%

Total Enacted 

Appropriations $733.7 $712.1 3%

Facility Space 

Managed (sq. ft.)

More than 18.4 

Million

More than 18.4 

Million -%

Grounds

Managed (acres) More than 570 More than 570 -%

Permanent Employees 

at Fiscal Year-End 2,236 2,193 2%

FIGURE 2 Summary of Total Assets

FIGURE 4 Trend in Total Enacted Appropriations

TABLE 3 Independent Auditor’s Internal 

Control Findings

CATEGORY FY 2019 FY 2018

Material Weaknesses None None

Significant Deficiencies None None

FIGURE 3 Summary of Total Liabilities

As of September 30, 2019, the AOC's federal employee benefits 

accounted for approximately 21 percent of total liabilities.

In FY 2019, the AOC received an additional $21 million or 2.9 percent 

increase over FY 2018 enacted appropriations.

As of September 30, 2019, the AOC's property, plant and equipment 

represented nearly two-thirds of the agency’s total assets.
iv An Executive Summary of the AOC’s Financial and Performance Results ARCHITECT OF THE CAPITOL

The AOC’s Performance and Accountability Report includes forward-looking information regarding the future effects of existing, currently known demands, risks, 

uncertainties, events, conditions and trends. The backlog in deferred maintenance and capital renewal projects is one of the management challenges identified.

Forward-Looking Information in Brief

The AOC has identified the following as the agency’s most 

significant challenges for FY 2020 and beyond:

Backlog in Deferred Maintenance and Capital Renewal Projects.

Resource constraints have deferred maintenance and delayed 

important capital renewal work causing deterioration of 

buildings and grounds. Significant investments are needed 

for preservation and to ensure the future safety of building 

occupants and visitors. As of September 30, 2019, the AOC’s total 

backlog was estimated at $1.77 billion.

Campus Security. The AOC is responsible for supporting the 

U.S. Capitol Police and providing security functions around 

the Capitol campus. The AOC continues to focus on meeting 

security requirements while also ensuring that safety, 

preservation and accessibility needs are met.

Energy Stewardship and Sustainability. The AOC targets 

energy use reductions on an annual basis. This fiscal year, the 

AOC completed its first full year of the Capitol Power Plant’s 

cogeneration system operations. This program — coupled with 

the Refrigeration Plant Revitalization Program and planned 

upgrades for the Library of Congress’ facilities — will enable 

further energy efficiencies. 

Management of Concurrent Construction Projects. The AOC 

is concurrently undertaking multiple major construction, 

renewal and restoration projects. To ensure success, the AOC 

must establish that each project is delivered safely, is high 

quality, remains on time and within budget and with minimal 

disruptions to the agency’s clients.

Attracting and Retaining a Skilled and Engaged Workforce.

The AOC requires a high-performing and engaged workforce 

to achieve its mission and deliver services to stakeholders. The 

AOC’s human capital strategy includes attrition management 

and efforts to attract and retain talented staff. 

Workplace Safety and Health. The AOC is responsible for 

ensuring that safety and health standards are met for those 

who work at or visit the Capitol campus. The AOC does this 

while addressing operational needs, applicable regulations and 

challenging working conditions that are unique to Capitol Hill.

The AOC’s Inspector General identified additional management 

opportunities and performance challenges facing the 

organization: auditability and documentation to support 

decisions, cybersecurity, lack of whistleblower protection, 

property accountability and surplus property disposal, 

managing user-requested changes on construction projects, 

balancing safety and security with preservation and heritage, 

and duplication of effort without a working capital fund.

The AOC Performance and Accountability Highlights provides 

a brief summary of the AOC’s FY 2019 Performance and 

Accountability Report, following the Citizen-Centric Reporting 

model established by the Association of Government 

Accountants. The full report is available online at: www.aoc.

gov/performance-accountability-report.

For more information about the Architect of the Capitol, visit 

our website at:

www.aoc.gov.

This report is 

issued with data 

as of November 

18, 2019
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT v

Table of Contents

Websites and Media Platforms ..........................(Inside Front Cover) 

Fiscal Year 2019 Performance and Accountability Highlights ......... i

About the Architect of the Capitol ................................................................ i

Performance Results in Brief .......................................................................... ii

Financial Results in Brief ................................................................................. iii

Forward-Looking Information in Brief ....................................................... iv 

Message From the Acting Architect of the Capitol ......................... vi

Performance and Accountability Report........................................ viii

About This Report .......................................................................................... viii

About the Cover ............................................................................................. viii

How This Report Is Organized....................................................................... ix

Certificate of Excellence in Accountability Reporting ............................ ix

Section I: Management’s Discussion and Analysis ........................... 1

Overview ............................................................................................................. 1 

History of the AOC............................................................................................. 1

Mission and Vision of the AOC ....................................................................... 3

Organizational Structure of the AOC ........................................................... 4

Summary of Key Risks .................................................................................... 12

Performance Highlights ................................................................................ 13

Agency Awards and Recognition ................................................................ 28

Financial Highlights ........................................................................................ 30

Financial Management Systems Framework and Strategy .................. 39

Management Assurances and Other Financial Compliances ............. 42

Federal Managers’ Financial Integrity Act ........................................ 42

Acting Architect’s Statement of Assurance ..................................... 44

Summary of Financial Statement Audit Material Weaknesses 

and Nonconformances ..................................................................... 45

Other Financial Compliances ............................................................... 45

Forward-Looking Information ..................................................................... 47

The Year in Photos .............................................................................. 54

Section II: Performance Information ............................................... 57

Introduction...................................................................................................... 57 

Data Validation and Verification ................................................................ 58

Strategic Goal 1: Maintain Awe-Inspiring Facilities ................................ 59

Strategic Goal 2: Provide Extraordinary Services .................................... 65

Strategic Goal 3: Foster an Innovative and Empowered Workforce ........ 69

Strategic Goal 4: Operate as One Team, Dedicated to One Mission ......... 76

Section III: Financial Information ..................................................... 83

Introducing the Principal Financial Statements ...................................... 83

Message from the Acting Chief Financial Officer ................................... 84

Inspector General Transmittal ..................................................................... 86

Independent Auditor’s Report .................................................................... 88

Independent Auditor’s Report on Internal Control Over 

Financial Reporting.................................................................................... 91

Independent Auditor’s Report on Compliance ....................................... 94

Acting Architect of the Capitol’s Response 

to the Inspector General ........................................................................... 95

Financial Statements ...................................................................................... 96

Notes to the Financial Statements ........................................................... 100

Required Supplementary Information .................................................... 122

Combining Schedule of Budgetary Resources .............................. 122

Deferred Maintenance and Repairs ................................................. 124

Heritage Assets ...................................................................................... 125

Section IV: Other Information ......................................................... 139

Overview ......................................................................................................... 139

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges .............................................................. 140

Summary of Financial Statement Audit and 

Management Assurances ....................................................................... 145

Payment Integrity ........................................................................................ 146

Reduce the Footprint .................................................................................. 146

Energy and Sustainability Performance Management Report ........ 148

Small Business Accomplishments Report ............................................... 153

Human Capital Management Report ....................................................... 154

Appendices ........................................................................................ 161

Appendix A: Architects of the Capitol .................................................... 161

Appendix B: Major Facilities Under the AOC’s Care .............................. 162

Appendix C: The AOC Jurisdictions’ Key Accomplishments 

and Priorities ............................................................................................ 164

Appendix D: Major Stone Repair and Preservation Projects ............. 170

Appendix E: Major Exhibitions and Programs ....................................... 172

Appendix F: U.S. Capitol Campus Visitation Statistics ......................... 174 

Appendix G: Reimbursable Accounts Summary ................................... 175

Appendix H: Key Performance Indicators ............................................... 176

Appendix I: Glossary ..................................................................................... 178

Appendix J: Abbreviations and Acronyms.............................................. 181

Appendix K: Acknowledgements ........................................................... 184

We Would Like to Hear From You ........................ (Inside Back Cover)

Capitol Highlights

Stephen Ayers’ Legacy at the AOC.................................................. 7

Cannon Renewal Project ................................................................. 10

House of Representatives Child Care Center ............................. 15

Gardens Across America Exhibit ................................................... 23

Heritage Asset Conservation.......................................................... 38 

Thomas Jefferson Building Roof Replacement ......................... 50

Senate Underground Garage and Landscape Restoration .... 61

Library Garden Commemorates the 19th Amendment .......... 68

Integrated Safety Management System .................................... 72

Using Photography for Historic Preservation .......................... 132

Infographics

The AOC’s Core Values........................................................................ 4

Getting to Know the AOC .................................................................. 5

116th Congressional Transition Moves Completed .................. 22

Legislative Branch Financial Management System .................. 41

Human Capital By the Numbers .................................................. 159
vi ARCHITECT OF THE CAPITOL

Message from the 

Acting Architect of the Capitol 

I am pleased to present the Architect of the Capitol’s (AOC) 

Fiscal Year (FY) 2019 Performance and Accountability Report 

(PAR). This annual report reflects our commitment to providing 

transparency and accountability for the public funds entrusted 

to the AOC. It includes the results of this year’s independent 

financial statement audit, assesses our operational performance, 

as well as our progress toward achieving the objectives we 

established in our Strategic Plan, and identifies our agency’s 

future opportunities and challenges. 

The AOC traces its roots to 1793 and serves as caretaker for more 

than 18.4 million square feet of facilities, more than 570 acres 

of grounds and thousands of works of art and architecturally 

significant assets. This stewardship role forms the foundation of 

the AOC’s mission — to serve Congress and the Supreme Court, 

preserve America’s Capitol and inspire memorable experiences.

The AOC’s operations are aligned with our FY 2017–2021 

Strategic Plan and organized into four strategic goals: (1) 

Maintain Awe-Inspiring Facilities, (2) Provide Extraordinary 

Services, (3) Foster an Innovative and Empowered Workforce, 

and (4) Operate as One Team, Dedicated to One Mission. The 

first two strategic goals focus on our main responsibilities, while 

the latter two goals focus on the AOC’s people and core values. 

Together, these strategic goals chart a path for us to leverage 

our competencies and achieve our vision as a trusted partner 

of Congress and the Supreme Court. To achieve this vision, our 

agency is dedicated to a progressive focus on people, projects 

and preservation.

People

We support our buildings’ occupants in their critical mission 

to govern our country by operating 24 hours a day, seven days 

a week. Further, we welcome millions of visitors to the Capitol 

campus each year and provide programs for our visitors to 

celebrate and learn about the U.S. Capitol and the Congress. 

Over the past year, our staff provided exemplary support for 

the congressional election-year office moves and numerous 

high-profile special events, such as the lying in state ceremony 

for President George H.W. Bush. At the U.S. Capitol Visitor 

Center, we celebrated the 10th anniversary of its opening 

and began work on the Exhibition Hall redesign. Meanwhile, 

the U.S. Botanic Garden engaged more than a million visitors 

with innovative educational programs and exhibits, including 

Gardens Across America and the popular Season’s Greenings.

The AOC workforce has some of the most talented craftsmen, 

tradesmen, gardeners, architects, engineers and service 

providers in the federal government. To meet our mission and 

retain and attract talented employees who are passionate about 

their work, the AOC is focused on creating a purposeful, positive 

organizational culture. This year, we prioritized an organizational 

realignment that elevated the Diversity, Inclusion and Dispute 

Resolution office to report directly to my office. This change will 

help ensure that the agency continues to be a preferred federal 

workplace. We are proud of our employee engagement and our 

progress is reflected in the Federal Employee Viewpoint Survey 

results and our ranking as ninth out of 27 midsize agencies.

Projects

The AOC has a responsibility to develop a vision for the 

Capitol campus that will serve our stakeholders well into the 

future. In FY 2019, we opened the Phase 1 wing of the Cannon 

Renewal Project and immediately transitioned to begin Phase 

2. We initiated work on the Senate Underground Garage and 

Landscape Restoration and completed the roof replacement 

for the Thomas Jefferson Building’s West Main Pavilion. At the 

Capitol Power Plant, the cogeneration system concluded its 

first full fiscal year of operations — generating electricity and 

steam for the Capitol campus. This will be the single largest 

Thomas J. Carroll III

Acting Architect of the Capitol
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT vii

contributor to reducing the AOC’s energy consumption for 

years to come. Other projects included campuswide stone and 

metal rehabilitation, restoration of the Russell Exterior Envelope 

Project, construction of the House of Representatives Child Care 

Center, upgrades to security, fire and life safety systems, and a 

number of energy savings and sustainability initiatives. These 

projects are examples of how the AOC works to maintain and 

modernize the buildings under our stewardship.

Preservation

Our heritage assets include buildings, monuments, landscapes, 

fountains, fine art, archival records and botanic assets. 

Preservation of these treasures is an ongoing challenge. Due 

to weather, age and environmental conditions, much of the 

stonework across the campus is in need of repair. Over the last 

several years, we have expanded our foundational preservation 

documents, including building preservation guides and 

cultural landscape reports. We use these documents and our 

historic preservation policy as planning tools for restoring, 

renewing and reclaiming our heritage assets to a standard 

that is appropriate for the nation’s capital and the worldwide 

symbol of American democracy. This fiscal year, we completed 

the maintenance of the Statue of Freedom atop the U.S. Capitol 

Dome, performed routine care on the recently restored Ulysses 

S. Grant Memorial and preserved the 16 historic benches in 

the Capitol Rotunda. In addition, I encourage everyone to 

read a short feature in this report on the AOC’s Photography 

Branch, which supports the agency’s preservation process 

by visually documenting the ever-changing condition of the 

Capitol campus. 

Future Challenges and Priorities

Despite these successful initiatives, the AOC also faces great 

challenges. Continued growth in facilities, visitors and emerging 

requirements strains our operational capacity. We are also in a 

race against time as the campus infrastructure deteriorates and 

unfunded projects accumulate. In FY 2019, the AOC prioritized 

and supported critical investments in our iconic buildings to 

manage our $1.77 billion deferred maintenance and capital 

renewal backlog. We will continue to work with Congress to 

fund the maintenance and capital renewal projects necessary 

to avoid system failures that will require larger and more costly 

repairs. This will include funding for in-house resources needed 

to support and oversee our expanding footprint.

Our management challenges also include our continued efforts 

to reduce energy consumption across the Capitol campus 

and our responsibility to maintain the safety and security — 

including information security — of all who use or visit our 

facilities. To better address challenges facing the organization, 

the AOC’s enterprise risk management (ERM) program has 

identified and prioritized our enterprise level risks. This effort 

allows us to have a defined repeatable process to effectively 

manage risks and integrate ERM into critical planning and 

evaluation processes. 

The Office of Inspector General (OIG) identified additional 

challenges and opportunities this fiscal year, including balancing 

safety and security with preservation and the duplication of 

effort without a working capital fund. We thank them for their 

recommendations and pledge to address these matters in a 

timely manner. 

Financial Accountability

The AOC takes pride in its stewardship of the public funds 

we receive. For the 15th year, we received an unmodified 

opinion on our financial statements. In addition, for the eighth 

consecutive year, the AOC received a Certificate of Excellence in 

Accountability Reporting from the Association of Government 

Accountants for our annual PAR.

We are pleased to report that the independent auditor’s report 

for this fiscal year noted no material weaknesses or significant 

deficiencies. I provide my assurance that the financial and 

performance data presented in this report is complete, reliable 

and accurate. My Statement of Assurance may be found in 

Section I: Management’s Discussion and Analysis.

Conclusion

The AOC has a passion and desire to do the best job possible. 

This report provides a comprehensive overview of the successes 

that the AOC achieved in FY 2019 and the challenges we face 

going forward. We thank Congress for its trust, support and 

investment in our agency. We also express gratitude to our 

dedicated employees, who are the cornerstone of the AOC.

Sincerely,

Thomas J. Carroll III

Acting Architect of the Capitol

November 15, 2019
viii ARCHITECT OF THE CAPITOL

About This Report 

The Architect of the Capitol’s (AOC) Performance and 

Accountability Report (PAR) provides financial management 

and program performance information to Congress and 

the American public. The AOC’s Fiscal Year (FY) 2019 PAR 

demonstrates transparency and accountability for the public 

funds, property and heritage assets under the AOC’s care and 

provides a comprehensive perspective of the agency’s recent 

successes and challenges in executing its mission. 

The financial reporting regulations established for the federal 

executive branch agencies are not binding upon the AOC, a 

legislative branch agency. Nonetheless, the AOC references 

these laws, regulations and related guidance in developing its 

financial management best practices. These references include:

 Federal Managers’ Financial Integrity Act of 1982

 Chief Financial Officers Act of 1990

 Government Performance and Results Act (GPRA) of 1993 (as 

amended by the GPRA Modernization Act of 2010)

 Government Management Reform Act of 1994

 Federal Financial Management Improvement Act of 1996

 Reports Consolidation Act of 2000

 Accountability of Tax Dollars Act of 2002

 Improper Payments Information Act of 2002 (as amended 

by the Improper Payments Elimination and Recovery Act of 

2010 and the Improper Payments Elimination and Recovery 

Improvement Act of 2012)

 Office of Management and Budget Circulars A-136 Revised, 

Financial Reporting Requirements and A-123, Management’s 

Responsibility for Enterprise Risk Management and 

Internal Control

Throughout the PAR, Capitol Highlights spotlight major agency 

projects, accomplishments and challenges. In addition, the 

PAR uses infographics, charts, tables, photographs and links 

to online videos and websites to increase visual appeal and 

improve the reader’s understanding.

Standard PDF and interactive digital versions of this report are 

available on AOC’s website at: www.aoc.gov/par. In addition, 

the AOC publishes innovative mobile application (app) e-reader 

versions of its PAR for Apple and Android tablets.

Performance and 

Accountability Report

About the Cover 

As the steward of the iconic buildings and grounds of the Capitol 

campus, the Architect of the Capitol is dedicated to meeting its 

mission while advancing sustainable initiatives in its operations, 

maintenance and 

construction projects. 

These efforts resulted 

in significant reductions 

in energy and water 

use and the savings of 

millions of tax dollars, 

while also maintaining 

the beauty and 

historic integrity of the 

Capitol  campus.

A regular Statement and Account of the Receipts and Expenditures 

of all public Money shall be published from time to time.

(U.S. Constitution, Article I, Section 9)

“

”
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT ix

How This Report Is Organized

The FY 2019 PAR provides an in-depth report about the AOC’s 

financial and performance operations, accomplishments and 

challenges. The report provides financial and performance 

information for the fiscal year beginning October 1, 2018 

and ending September 30, 2019. The Acting Architect of the 

Capitol provides an introductory message to the report and an 

Executive Summary provides an overview of the information 

included in the four main sections and appendices of the report. 

Section I: Management’s Discussion and 

Analysis (MD&A)

The MD&A presents an overview of the AOC’s performance and 

financial achievements for FY 2019. The section summarizes 

the AOC’s history, mission, organizational structure and key 

risks and provides an overview of the financial management 

systems framework and strategy. The section concludes with 

the Acting Architect’s Statement of Assurance and forwardlooking information.

Section II: Performance Information

This section contains a detailed analysis of the AOC’s annual 

performance results. In addition, the section identifies the strategic 

planning framework, describes how the AOC verifies and measures 

performance data and summarizes its strategic goals, objectives, 

key performance indicators (KPIs) and the related strategies.

Section III: Financial Information

The AOC’s financial information for FY 2019 and, for comparison, 

FY 2018 is detailed in this section. It contains a message from 

the Acting Chief Financial Officer, the Inspector General’s 

transmittal letter of audit results and the independent auditor’s 

report. In addition, it contains the audited financial statements 

and supplementary information, as required by the Generally 

Accepted Government Auditing Standards.

Section IV: Other Information

This section presents the Inspector General’s Statement of 

Management Opportunities and Performance Challenges, plus a 

summary of the AOC’s financial statement audit and management 

assurances. It also highlights information on payment integrity, 

real property, energy and sustainability, the small business 

program and human capital management efforts and results.

Appendices

The appendices provide additional data, including a listing 

of the major facilities and grounds under the AOC’s care, a 

summary of the accomplishments and priorities for each AOC 

jurisdiction, U.S. Capitol campus visitation statistics and a 

glossary of key terms.

Certificate of Excellence in Accountability Reporting

In May 2019, the AOC received the Association of Government Accountants’ (AGA) prestigious Certificate of 

Excellence in Accountability Reporting (CEAR) award for the FY 2018 Performance and Accountability Report. 

The AOC has received the CEAR award for eight consecutive years. In addition, the AOC received a special Bestin-Class award in the category of Recognition of Agency Staff Contribution to the Mission. This award specifically 

recognized a report feature that showcased the teamwork and professionalism of the AOC employees and the 

contributions of its staff to the agency mission.

The AGA, in conjunction with the Chief Financial Officers Council and the U.S. Office of Management and Budget 

(OMB), created the CEAR program to enhance financial and 

program accountability. The CEAR award represents the highest form of 

recognition in federal government financial reporting. The AGA presents 

the annual award to federal organizations for producing informative, highquality reports that provide clear insight into their agency’s spending and 

program performance.

This fiscal year, the AOC also received a Certificate of Excellence in 

Citizen-Centric Reporting from the AGA for its FY 2018 Performance 

and Accountability Highlights. Through this recognition program, the 

AGA encourages government at all levels to summarize financial and 

performance information for American citizens in a clear, accurate and 

easily accessible manner.
The Ulysses S. Grant Memorial has benefited from one of many 

stone repair projects the AOC is managing across the Capitol 

campus. In FY 2019, work on the Memorial’s lower plaza began 

and was 80 percent complete at the close of the fiscal year.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 1

Overview

The MD&A provides an overview of the work and responsibilities 

of the AOC. Areas covered within this section include:

History of the AOC — provides information on the origin and 

history of the AOC.

Mission and Vision of the AOC — explains the AOC’s mission 

and vision, along with the core values and customer service 

philosophy that drives the organization.

Organizational Structure of the AOC — provides detailed 

information about the AOC’s leadership, organizational 

structure, jurisdictions and central management offices.

Summary of Key Risks — describes the AOC’s key enterprise 

level risk factors.

Performance Highlights — summarizes the AOC’s strategic 

goals, objectives, data validation and verification processes, and 

performance results.

Financial Highlights — includes an analysis of the audited 

financial statements and a description of the sources and uses of 

the AOC’s funds.

Financial Management Systems Framework and Strategy —

details the AOC’s financial management systems and strategies 

for improving financial and budget management.

Management Assurances and Other Financial Compliances —

provides management’s assessment and assurance on internal 

controls under the Federal Managers’ Financial Integrity Act, and 

the AOC’s conformity with other financial laws and regulations.

Forward-Looking Information — highlights the most significant 

challenges identified by the AOC’s management and the efforts 

taken to address those challenges.

History of the AOC

The origin of the AOC coincides with the founding of 

Washington, D.C. as the nation’s capital. The Residence 

Act of 1790 established the federal city as the seat of the 

newly established government and authorized a Board 

of Commissioners to “provide suitable buildings for the 

accommodation of Congress.” To fulfill their charge, the 

Commissioners hired Pierre L’Enfant to develop an initial city 

plan and Andrew Ellicott to survey the boundaries of the 

100-square-mile federal district. In 1792, the government held a 

public competition for the design of the Capitol Building, with 

the winner receiving $500 and a plot of land within the newly 

formed city. The judges — President Washington, Secretary 

of State Thomas Jefferson and the commissioners — chose 

Dr. William Thornton’s depiction of a grand, two-winged 

structure topped by a central dome for the design of the U.S. 

Capitol Building. The construction began shortly thereafter 

when President Washington ceremoniously set the building’s 

cornerstone in 1793.

In 1802, Congress consolidated the duties of the Board of 

Commissioners and placed the care of the U.S. Capitol Building 

— which at the time housed not only Congress but also the 

Library of Congress, the Supreme Court, the district courts and 

other offices — and its grounds under a single superintendent, 

Management’s 

Discussion

and Analysis

SECTION I
2 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

Similarly, in 1935, the Supreme Court relocated from the U.S. 

Capitol Building to its current building. With that move, the AOC 

assumed shared facility management responsibilities with the 

Marshal of the Supreme Court. The AOC’s support to the judicial 

branch increased with the construction of the Thurgood Marshall 

Federal Judiciary Building, completed in 1992. 

In recent years, the AOC oversaw the construction project 

of the U.S. Capitol Visitor Center, completed in 2008. This 

facility was the largest expansion to the U.S. Capitol Building 

in its history. The 2011 transfer of Union Square, a 13-acre site 

between the U.S. Capitol and the National Mall, to the AOC’s 

portfolio increased the total acreage under its stewardship 

to more than 570 acres. Then, in 2017, Congress transferred 

stewardship responsibility for the O’Neill House Office Building 

to the AOC and, in 2018, the AOC completed construction on the 

cogeneration facility at the Capitol Power Plant. Although most 

of the AOC’s managed facilities are on or near Capitol Hill, the 

AOC also maintains support facilities in nearby locations beyond 

the limits of the District of Columbia.2

Figure 1 (Page i) provides a map of the major facilities on the 

Capitol campus under the AOC’s stewardship. Figure 5 provides 

a timeline of the growth of AOC’s responsibilities from the 

construction of the U.S. Capitol Building to the present day. A 

list of the major facilities under the AOC’s care is included in 

Appendix B. 

2

 For example, off-site support facilities include the Packard Campus for AudioVisual Conservation in Culpeper, Virginia, and the Library of Congress Book 

Storage Modules in Fort Meade, Maryland. 

the Commissioner of Public Buildings. In 1867, Congress 

combined the commissioner’s responsibilities with those of the 

Architect of the Capitol Extension, a position previously created 

to oversee the addition of both the north and south extensions 

to the U.S. Capitol and the cast-iron dome construction during 

the 1850s and 1860s. From 1874 to 1892, the grounds went 

through a major expansion based on the noted landscape 

architect Frederick Law Olmsted’s grand design. In the midst of 

this expansion, in 1876, Congress passed legislation establishing 

the Architect of the Capitol as a permanent office under the 

legislative branch of the federal government.1

The 20th century saw significant growth in the AOC’s 

responsibilities as the agency oversaw new construction on 

Capitol Hill and took stewardship responsibility for multiple 

new facilities. On the southern, or House side of the U.S. Capitol 

Building, the Cannon, Longworth and Rayburn House office 

buildings were constructed and placed in service between 1908 

and 1965. Likewise, on the northern, or Senate side of the U.S. 

Capitol Building, the Russell, Dirksen and Hart Senate office 

buildings were completed between 1909 and 1982. The AOC 

is responsible for the Capitol Power Plant, whose Generator 

Building and Main Boiler Plant were constructed in 1909. In 1922, 

the AOC received administrative responsibility for the Library 

of Congress’ Thomas Jefferson Building and later oversaw the 

construction and facility management of the Library’s John 

Adams and James Madison Memorial buildings in 1938 and 1982, 

respectively. Congress transferred responsibility for the Capitol 

Hill facilities belonging to the U.S. Botanic Garden to the AOC in 

1934, including the Conservatory and the surrounding gardens. 

1

 Appendix A provides information on the 11 individuals who have served as 

Architects of the Capitol, beginning with Dr. Thornton, who is honored as the 

first Architect of the Capitol for his winning design. 

Pierre L’Enfant’s 1791 plan for the design of the federal capital city of 

Washington located the U.S. Capitol Building on the elevated east end 

of the National Mall.

The AOC is responsible for the stewardship of heritage assets located throughout 

the Capitol campus. In FY 2019, the agency installed the restored sconces and light 

fixtures at the Longworth House Office Building’s main entrance.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 3

 

 

FIGURE 5 Growth in Major Facilities Under the AOC’s Care

Note: This figure tracks the square footage for all of the AOC's owned and leased buildings. Only the major facilities are named in the figure, 

although the square footage of smaller buildings is also included in the display.

Mission and Vision of the AOC

Who We Are

Serving Congress and the Supreme Court, the AOC is the builder 

and steward of the landmark buildings and grounds on the 

Capitol campus. The AOC is responsible for the daily operations 

and care of more than 18.4 million square feet of buildings, more 

than 570 acres of grounds on the Capitol campus and thousands 

of treasured works of art. With more than 2,200 dedicated 

employees, the AOC works tirelessly behind the scenes day 

and night to provide Congress and the Supreme Court with the 

facilities and infrastructure to conduct its business. The Capitol 

campus is home to thousands of daily occupants and hosts 

millions of visitors from around the world annually.

Mission

To serve Congress and the Supreme Court, preserve America’s 

Capitol and inspire memorable experiences.

Vision

We are a trusted partner of Congress and the Supreme Court. 

The AOC employees are an exceptional team, acclaimed for 

superior service, recognized as trusted stewards and renowned 

for enriching people’s lives.

Core Values

Every day, AOC employees demonstrate our commitment to five 

core organizational values: teamwork, integrity, professionalism, 

pride and safety (TIPPS). See Infographic The AOC’s Core 

Values on Page 4.

Customer Service Philosophy

The work of AOC employees affects the lives of thousands 

of people every day. Through our focus on responsiveness, 

ownership and courtesy, we demonstrate our commitment to 

delivering extraordinary customer service to our colleagues and 

external stakeholders.

 Responsive: We immediately acknowledge our customers 

and their needs. We ensure they receive a timely resolution.

 Ownership: We provide a personalized and proactive 

service. We anticipate needs and implement solutions.

 Courteous: We treat others as we want to be treated. 

Everyone is a very important person.
4 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

INFOGRAPHIC The AOC’s Core Values

Organizational Structure of the AOC

The Architect of the Capitol

The AOC is part of the legislative branch of the U.S. 

federal government and is led by the Architect of the 

Capitol. Appointed by the president and subject to Senate 

confirmation, the Architect of the Capitol serves a 10-year 

term. Responsibilities of the AOC are far reaching and cover 

management and oversight of operations and facilities 

maintenance for the entire Capitol campus. In addition, the 

AOC has oversight for the care of all works of art in the U.S. 

Capitol Building under the direction of the Joint Committee 

on the Library. The AOC oversees the maintenance and 

restoration of murals, outdoor sculptures and other architectural 

elements throughout the Capitol campus. The Architect 

of the Capitol serves as a member of several governing or 

advisory bodies, including the U.S. Capitol Police Board and 

the Congressional Accessibility Services Board, as well as an 

ex-officio member of the United States Capitol Preservation 

Commission and the National Building Museum. Additionally, 

the Architect of the Capitol is a member of the District of 

Columbia Zoning Commission, the President’s Advisory 

Council on Historic Preservation, the National Capital Memorial 

Advisory Commission, the Art and Advisory Committee to 

the Washington Metropolitan Area Transit Authority and the 

National Institute for the Conservation of Cultural Property. The 

Architect of the Capitol also serves as the Acting Director of the 

U.S. Botanic Garden. Appendix A provides a complete list of the 

individuals who have served as Architects of the Capitol.

The AOC’s Organizational Structure

The AOC manages 10 primary jurisdictions. Each jurisdiction 

is funded by a separate appropriation. In addition, the AOC 

receives appropriated funds for the Capital Construction and 

Operations jurisdiction that supports multiple functional areas 

within the agency. These include: specialized construction, 

curatorial, design, energy and sustainability, facilities planning, 

financial management, historic preservation, project 

management, safety, fire and environmental programs, 

technical support and management and administrative support. 

This organizational structure and funding arrangement provide 

the AOC with economies of scale that increase efficiency and 

reduce operating costs. Figure 6 presents the AOC’s 

organization chart. The AOC’s organizational directory is online 

at: www.aoc.gov/organizational-directory. 

Employees form the foundation of the AOC and are our greatest 

asset. As of September 30, 2019, the AOC’s workforce included 

more than 2,200 permanent employees along with temporary 

and seasonal staff. The AOC relies on its diverse workforce to 

provide the skills to care for and preserve the historic treasures 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 5

Note: The AOC provides administrative support to the Office of the Attending Physician, represented by a dotted line on the organization chart.

FIGURE 6 The AOC Organization Chart

 

 

 

 

 

 

INFOGRAPHIC Getting To Know the AOC

View the Architect of the Capitol 

"By the Numbers" video infographic:

www.aoc.gov/video/numbers
6 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

of the Capitol campus and provide extraordinary service to the 

agency’s clients and visitors. Artisans use modern techniques 

and centuries-old trade skills to preserve the rich artifacts that 

exist throughout the Capitol campus. The AOC staff includes 

architects, carpenters, custodians, electricians, engineers, 

gardeners, laborers, masons, mechanics, painters and plasterers, 

planners, plumbers, sheet metal workers, upholsterers, 

woodcrafters and other craftspeople. Figure 7 shows the 

distribution of the AOC’s employees by jurisdiction. The AOC 

offices are primarily based in Washington, D.C., with off-site 

support facilities in Maryland and Virginia. An infographic on 

Page 23 (Getting To Know the AOC) displays notable information 

about the agency and the U.S. Capitol.

AOC Jurisdictions

This section summarizes the responsibilities for each 

AOC jurisdiction and the offices funded under the Capital 

Construction and Operations appropriation. For financial 

statement purposes, the AOC jurisdictions are considered 

responsibility segments and are the components used for 

reporting on the Statement of Net Costs. For more information, 

see Appendix B, which lists the major facilities under the 

AOC’s stewardship and Appendix C, which highlights each 

jurisdiction’s FY 2019 accomplishments and FY 2020 priorities.

Capital Construction and Operations 

The AOC’s Capital Construction and Operations appropriation 

funds the position of the Architect of the Capitol, along with the 

offices that provide essential construction, central management 

and operational and professional support. The central offices 

included in the Capital Construction and Operations 

responsibility segment are:

 Chief Administrative Officer: The Chief Administrative 

Officer (CAO) provides administrative and business support 

and includes the Acquisition and Material Management 

Division, Curator Division, Human Capital Management 

Division, Information Technology Division, Office Services 

Division and Policy Program Office. The Curator Division, 

which is responsible for the care and conservation of 

the architectural, fine and decorative arts under the 

AOC’s stewardship, also manages the agency’s Records 

Management and Archives Branch and Photography Branch. 

 Chief Financial Officer: The Chief Financial Officer (CFO) 

ensures sound financial stewardship and analyzes the 

financial implications of program decisions. CFO activities 

include accounting operations, budget formulation and 

execution, enterprise risk management (ERM) and internal 

control, financial reporting, financial systems management 

and fiscal policy.

 Chief Operating Officer: The Chief Operating Officer (COO) 

is responsible for the overall direction, operation and 

management of the AOC, including strategic planning, 

implementing the agency’s mission and strategic goals, 

providing overall organization management, promoting 

reform and measuring results.

 Communications and Congressional Relations:

Communications and Congressional Relations is responsible 

for strategic communication initiatives, legislative affairs 

and media and community relations. The office oversees 

communications to members of Congress and their staffs, 

and external parties such as the press, government agencies 

and the public. The office also creates a variety of resources 

for agency stakeholders including graphics, videos, 

publications and web content.

 Diversity, Inclusion and Dispute Resolution: The Diversity, 

Inclusion and Dispute Resolution office supports the 

agency’s commitment to providing a work environment 

free of discrimination and harassment. The office oversees 

agencywide efforts that promote an inclusive, respectful and 

civil workplace and enables supervisors and employees to 

proactively deal with conflict resolution. In FY 2019, an AOC 

reorganization placed this office directly under the Architect 

of the Capitol to prioritize support for its programs. 

FIGURE 7 Permanent Employees by AOC Location
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 7

Stephen T. Ayers’ Legacy at the AOC

On November 24, 2018, Stephen T. Ayers FAIA, CCM, LEED AP, retired as 

the 11th Architect of the Capitol. President Barack Obama nominated 

Stephen T. Ayers to become the Architect of the Capitol in 2010 and, 

shortly thereafter, he received unanimous Senate confirmation. 

Previously, Mr. Ayers served in the capacity as Acting Architect, 

starting in 2007.

Mr. Ayers transformed the agency’s way of conducting business, 

implementing strategic planning processes that resulted in a draft 

Capitol Complex Master Plan (CCMP) to provide a 20-year road map for 

campus development and facility decision-making. The implementation 

of strategic plans provided shorter-term priorities to meeting the 

agency’s mission to serve, preserve and inspire. 

During his tenure, Mr. Ayers oversaw some of the largest and most 

complex construction and renewal projects in the Capitol campus’ 

history. In December 2008, Mr. Ayers celebrated the completion of the 

largest expansion of the U.S. Capitol with the opening of the U.S. Capitol 

Visitor Center. Major construction work encompassed many of the historic 

buildings and structures throughout the Capitol campus, including 

the restoration projects for the U.S. Capitol Dome and Ulysses S. Grant 

Memorial, as well as the launch of the Cannon Building Renewal project. 

The work also included a campuswide effort to repair the deteriorating 

stone façades of many of the AOC’s monumental buildings. 

Sustainability was a major theme of Mr. Ayers’ leadership. Through a 

variety of initiatives, the AOC reduced carbon emissions, improved energy 

efficiency and implemented sustainable design practices throughout 

the Capitol campus. The expansion of the West Refrigeration Plant, 

implementation of cogeneration processes and use of energy savings 

performance contracts further assisted in reducing energy consumption 

by the agency. 

Through his leadership and vision, Mr. Ayers steered the AOC through a 

period of increased responsibility and set the agency on a sustainable 

path to meet the agency’s unique mission. Upon his retirement, Mr. Ayers 

left the AOC well-situated to serve Congress and the Supreme Court, 

preserve America’s Capitol and inspire memorable experiences.

Capitol Highlights

2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 7

 General Counsel: The General Counsel provides legal counsel 

on matters involving construction and service contracts, 

occupational safety and health matters, labor management 

and employee relations, environmental issues, new and 

proposed legislation, insurance and liability, and property 

acquisition management. The General Counsel serves as the 

AOC’s supervising ethics office.

 Inspector General: The Architect of the Capitol Inspector 

General Act of 2007 established the Office of the Inspector 

General (OIG) as a statutory office within the AOC to 

promote the integrity, efficiency and effectiveness of 

agency operations and programs. The OIG conducts 

independent audits and investigations, reviews existing 

and proposed legislation and regulations, and recommends 

policies to detect and prevent fraud, waste and abuse.

 Planning and Project Management: Planning and Project 

Management (PPM) provides consolidated services to the 

AOC including long-range facility planning, architectural and 

engineering design, historic preservation and project and 

program management. The office conducts campus master 

planning, building performance audits, retro-commissioning 

and facility condition assessments (FCAs). PPM manages 

an energy and sustainability program, provides project 

funded, in-house construction services and supports critical 

Portrait of Stephen T. Ayers by Gavin Glakas, 2018
8 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

campuswide systems — including electrical distribution, 

emergency generators, cable television, legislative clocks 

and the AOC’s Building Automation System (BASnet).

 Safety, Fire and Environmental Programs: Safety, Fire and 

Environmental Programs is responsible for leading AOC 

efforts to provide a world-class safety culture, reducing 

injuries and incidents, and ensuring that the AOC complies 

with safety, fire and environmental regulations. The office 

establishes safety, environmental and fire prevention and 

protection policy, conducts oversight and coordinates 

emergency planning and preparedness. It serves as the AOC’s 

point of contact with regulatory agencies for occupational 

safety and health, fire protection and environmental matters.

 Office of the Attending Physician: The Office of the 

Attending Physician, comprised of several health units 

throughout the Capitol campus, provides primary care, 

emergency, environmental and occupational health services 

in support of the congressional community, the Supreme 

Court, dignitaries and visitors to the Capitol campus. The 

AOC provides administrative support to the Office of the 

Attending Physician.

Capitol Building

The Capitol Building jurisdiction is entrusted with the care 

and stewardship of the U.S. Capitol Building, one of the most 

iconic and historically significant buildings in the world and the 

centerpiece of the Capitol campus. The jurisdiction is responsible 

for providing a variety of services that include: carpentry, 

construction, custodial, electrical, elevator, heating and air 

conditioning, insulation, labor, masonry, painting, plumbing and 

sheet metal services. The jurisdiction manages the Capitol Flag 

Program, which had its beginnings in 1937 and allows citizens to 

request a flag that has been flown over the U.S. Capitol through 

their congressional offices. It also supports special events 

held on the Capitol campus (see Figure 8) and manages the 

facility maintenance at the U.S. Capitol Visitor Center (CVC). The 

jurisdiction also supports programs related to occupational safety 

and health, sustainability, recycling and energy management, fire 

detection and protection management. For more information: 

www.aoc.gov/jurisdiction/capitol-building.

Capitol Grounds and Arboretum

The Capitol Grounds and Arboretum jurisdiction is responsible 

for maintaining and preserving the significant historic 

landscape and accredited arboretum designed by Frederick 

Law Olmsted. The grounds encompass 295 acres of landscape 

and infrastructure across Capitol Hill, including Union Square 

— the 13-acre site situated between the U.S. Capitol Building’s 

West Front and the National Mall. In addition, the jurisdiction 

routinely performs periodic landscape maintenance, mowing, 

comprehensive tree care, and upkeep of the supporting 

infrastructure, vehicles and equipment. With more than 18.5

miles of sidewalks, 8.5 miles of driveways and irrigation systems, 

 

FIGURE 8 Timeline of Special Events at the U.S. Capitol Building, Fiscal Year 2019
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 9

maintenance of these facilities requires constant upkeep. The 

jurisdiction also preserves and maintains the historic stone 

walls, ornamental fountains and other decorative features of the 

Capitol Grounds. Campuswide horticultural initiatives, seasonal 

display plantings, care for over 4,600 trees, memorial tree 

planting, Capitol Christmas Tree support, snow and ice removal, 

trash collection and support of major events also fall under this 

jurisdiction’s responsibilities. For more information: www.aoc.

gov/jurisdiction/capitol-grounds-and-arboretum.

Capitol Police Buildings, Grounds and Security

The Capitol Police Buildings, Grounds and Security is managed 

by the AOC‘s Office of Security Programs and is responsible 

for the maintenance, care and operation of the buildings, 

grounds and security enhancements of the U.S. Capitol Police 

(USCP) and other facilities. It provides centralized security and 

resilience operations for the Capitol campus, manages the AOC’s 

internal security programs and perimeter security, coordinates 

interagency emergency preparedness and supports the USCP in 

protecting, policing and providing security for the congressional 

community and its visitors. For more information: www.aoc.gov/

jurisdiction/capitol-police-buildings-grounds-and-security.

Capitol Power Plant

This jurisdiction manages year-round power plant operations — 

providing and distributing steam and chilled water to heat 

and cool the U.S. Capitol Building and 22 other facilities on or 

around the Capitol campus. The Capitol Power Plant jurisdiction 

also maintains an administration building and the utility tunnel 

distribution and metering system. The Capitol Power Plant 

operates on a reimbursable basis to noncongressional facilities 

and procures electricity from commercial suppliers. In support 

of the AOC‘s long-term energy program, the Capitol Power Plant 

is the site of the newly constructed Cogeneration Plant and the 

multiphased Refrigeration Plant Revitalization construction 

project. For more information: www.aoc.gov/jurisdiction/

capitol-power-plant.

House Office Buildings

The House Office Buildings jurisdiction is responsible for the 

operation, maintenance and preservation of more than 5 

million square feet of facility space, including the Cannon, 

Ford, Longworth, O’Neill and Rayburn House office buildings, 

underground garages, annexes and subways. With oversight for 

daily domestic care, repairs and maintenance at these facilities, 

the jurisdiction also performs client services, preventive 

maintenance, building inspector surveys, compliance issues 

abatement, energy savings initiatives and safety inspections. 

The use of office and committee space for the members of 

the U.S. House of Representatives and the biennial office 

move process for House members fall under the duties of this 

jurisdiction. For more information: www.aoc.gov/jurisdiction/

house-office-buildings.

 

 
Library Buildings and Grounds

The Library Buildings and Grounds jurisdiction is responsible 

for the life-cycle operation, maintenance, development and 

stewardship of the Library of Congress facilities and surrounding 

grounds. The jurisdiction’s real property assets span 4.4 million 

square feet of space and include the Jefferson, Adams and 

Madison buildings on Capitol Hill; the Packard Campus for AudioVisual Conservation in Culpeper, Virginia; the Library Collections 

Storage Facilities on the 100-acre campus at Fort Meade, 

Maryland; and other leased facilities. For more information: 

www.aoc.gov/jurisdiction/library-buildings-and-grounds.

Senate Office Buildings

This jurisdiction oversees the office and committee space for 

the United States Senate. It has oversight for the daily care, 

maintenance, repair and operations of more than 3 million square 

feet of facility space, including the Dirksen, Hart and Russell 

Senate office buildings, restaurants, an employees’ child care 

center, a congressional page school and dormitory and subway 

systems. The jurisdiction also manages leased facilities housing 

off-site Senate support organizations and coordinates the office 

move process for senators and staff. For more information: 

www.aoc.gov/jurisdiction/senate-office-buildings.

Supreme Court Building and Grounds

The Supreme Court Building and Grounds jurisdiction operates 

and maintains the U.S. Supreme Court Building and the 

Thurgood Marshall Federal Judiciary Building. Per legislation, 

the AOC is responsible for the structural and mechanical care 

and maintenance of the U.S. Supreme Court Building and its 

grounds. Appropriations for this purpose are provided to the 

AOC under the heading “care of the building and grounds” in 

the judiciary’s annual appropriation bill. The AOC performs 

its responsibilities for the operation and care of the U.S. 

Supreme Court Building under the direction of the Marshal 

of the Supreme Court. The AOC provides, on a reimbursable 

basis, care and maintenance, minor construction and capital 

Cannon Renewal Project

The Cannon House Office Building, constructed in 1908, is the oldest of 

the House office buildings. Prior to this renewal, the Cannon Building had 

not received a complete building system upgrade since the 1930s and 

many of its original systems remained. The need for a comprehensive 

utility infrastructure upgrade, combined with the deterioration 

of the building’s exterior stone façade, necessitated a complete 

building renewal.

The Cannon Renewal Project is the largest capital project undertaken by 

the AOC. Work on the multiphase renewal began in 2015 with a 10-year 

projected target date for completion. The project is divided into five 

distinct work phases, with each two-year phase aligned to fall between 

congressional move cycles. The AOC completed Phase 0 in FY 2017.

During FY 2019, the AOC opened Phase 1 of the project. This was the 

largest phase based on square footage and its work included: repairing 

and painting the Cannon Rotunda’s historic plaster dome, renovating 31 

member suites in time for the 116th congressional transition and office 

moves, and completing work on two committee hearing rooms, a food 

servery and two building entrances.

The AOC also began Phase 2 of the project which involved the closure 

of the northern Independence Avenue wing. This phase impacts 29 

member suites, one hearing room and one building entrance. By the fiscal 

year-end, demolition and abatement of the member suites, the basement 

and the fifth-floor interior space were underway. Work on the exterior 

façade restoration will continue throughout FY 2020, including 34 historic 

Doric columns. 

When fully complete, the Cannon Renewal Project will provide modern 

amenities and an effective workplace to support congressional operations 

and preserve the building into the next century.

www.aoc.gov/cannon

Capitol 

Highlights

10 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 11

project support in the Marshall Building to the Administrative 

Office of the U.S. Courts. For more information: www.aoc.gov/

jurisdiction/supreme-court-building-and-grounds.

U.S. Botanic Garden

The U.S. Botanic Garden (USBG) jurisdiction oversees the 

maintenance, operations and construction for all USBG facilities, 

including the Conservatory and approximately 8 acres of 

surrounding gardens encompassing the National Garden and 

Bartholdi Park. The jurisdiction’s responsibilities also include 

the administration building and a plant production and support 

facility with 34 greenhouse bays, outdoor nurseries and areas 

for storage and maintenance. The USBG is the steward of a 

diverse plant collection and provides educational programs, 

tours, exhibits and consultations, as well as training for youth. 

As a leader in plant conservation efforts, the USBG helped found 

the Sustainable SITES Initiative (SITES®

) program to encourage 

sustainable landscaping. The executive director of the USBG 

reports directly to the Architect of the Capitol. The Architect of 

the Capitol serves as acting director of the USBG and reports 

on its operations to Congress. For more information: www.aoc.

gov/jurisdiction/botanic-garden or www.usbg.gov.

U.S. Capitol Visitor Center

The CVC jurisdiction manages the U.S. Capitol Visitor Center. 

Completed in 2008, the facility serves as the main entrance 

for those visiting the U.S. Capitol Building. The facility offers a 

welcoming and educational atmosphere for visitors to learn 

about the unique characteristics of the House, the Senate and 

the legislative process, as well as the history and development of 

the architecture and art of the U.S. Capitol. It provides exhibits, 

a restaurant, two orientation theaters, a large auditorium and 

two gift shops to enhance the visitor experience. More than 24 

million people from around the world have visited the CVC since 

its opening. For more information: www.aoc.gov/jurisdiction/

capitol-visitor-center or www.visitthecapitol.gov.

Did You Know?

Visitor guides lead outdoor tours of the U.S. Capitol Grounds 

Monday through Saturday at 1 p.m. during May, June, 

September and October. On these tours, visitors learn about 

the memorial trees, fountains, sculptures and the historic 

events that continue to take place in this beautiful setting.

The AOC supported several high-profile special events on the Capitol campus throughout the year, including the lying in state of President George H.W. Bush in the U.S. 

Capitol Rotunda in December 2018.
12 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

Summary of Key Risks

Introduction

During FY 2019, the AOC conducted a series of risk assessment 

and prioritization strategy sessions to determine and rank the 

agency’s enterprise level risks. In these Executive Leadership 

Team sessions, the AOC identified and prioritized 12 enterprise 

level risks. The AOC prioritized the risks based on the likelihood 

of realization and the potential impact to mission capability. 

Based on this process, the AOC identified four priority 

risks: deferred maintenance and capital renewal, funding 

for information technology operations, cybersecurity and 

construction project management. The AOC is developing risk 

mitigation plans for these four enterprise level risks.

Risk: Deferred Maintenance and Capital Renewal

Risk statement: If the AOC is not resourced to adequately 

address its deferred maintenance and capital renewal backlog, 

then continued deferral will increase the effort, time and costs 

required to preserve buildings and heritage assets and/or 

prevent system failures.

Strategic goal alignment: Maintain Awe-Inspiring Facilities

Risk: Funding for Information Technology Operations

Risk Statement: If the AOC does not receive adequate resources 

for information technology (IT), then the IT services and 

functions that the agency relies upon to meet its mission may 

be at risk of failure and the agency may not have the capacity 

to adequately support critical areas. This risk could also limit 

system growth opportunities and prevent the agency from 

meeting key staffing requirements necessary to maintain IT 

services and functions.

Strategic goal alignment: Operate as One Team, Dedicated to 

One Mission

Risk: Cybersecurity

Risk Statement: If the AOC Information Technology Division 

(ITD) does not receive adequate resources to provide the 

systems and personnel oversight of a sound cybersecurity 

program, and provide more effective control of the 

decentralized IT components, the AOC is at an increased risk 

from external and internal cyberthreats that could result in a 

disruption to the AOC's operations.

Strategic goal alignment: Operate as One Team, Dedicated to 

One Mission

Risk: Construction Project Management

Risk statement: If construction projects are not effectively 

planned, communicated and executed within the approved 

parameters (i.e., cost, schedule, delivered safely, high quality 

and with minimal client disruption), then the AOC risks damage 

to effective project execution and stakeholder relationships. 

The construction projects include contractor-executed projects, 

Construction Division projects and jurisdictional in-house 

projects.

Strategic goal alignment: Maintain Awe-Inspiring Facilities
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 13

The AOC’s Strategic Plan lays out the agency’s strategic goals and sets the direction for performance management for the FY 2017–FY 2021 period.

Performance Highlights 

Strategic Planning Framework

The AOC Strategic Plan 2017–2021 positions the agency to meet 

the ever-growing and changing demands of its mission during 

a time of growth in facilities, visitors and capital construction. 

The Strategic Plan aligns with the guidance contained in OMB 

Circular No. A-11, Part 6 and is publicly available at: www.aoc.

gov/publications. 

Strategic Goals and Objectives 

The Strategic Plan is structured around four strategic goals and 

eight objectives, as well as the specific strategies to accomplish 

them and key performance indicators (KPIs) that aid in their 

measurement.

Strategic Goal 1: Maintain Awe-Inspiring Facilities — This goal 

supports the agency’s stewardship of the structures and grounds 

of the Capitol campus. This goal ensures visitors to the Capitol 

campus — and those who work within its facilities — experience 

the grandeur of these historic treasures at their very best. 

Strategic Goal 2: Provide Extraordinary Services — This 

goalsupports the facilities’ prestigious occupants in their 

critical mission to govern our country. In addition, the AOC 

will serve visitors from across the nation and around the 

world to celebrate and discover the center and symbol of 

American democracy. 

Strategic Goal 3: Foster an Innovative and Empowered 

Workforce — This goal supports agency staff members as 

they exercise greater responsibility for their performance and 

proactively apply well-informed judgment and innovations to 

identify results-oriented solutions to problems. 

Strategic Goal 4: Operate as One Team, Dedicated to One 

Mission — This goal supports and encourages collaboration 

among the various AOC functions and organizations.

The first two goals, Maintain Awe-Inspiring Facilities and 

Provide Extraordinary Services, are externally focused and guide 

efforts related to facilities maintenance, operational support, 

project delivery, heritage asset preservation and client and 

visitor services. The final two goals, Foster an Innovative and 

Empowered Workforce and Operate as One Team, Dedicated 

to One Mission, are internally focused and concentrate on 

promoting employee engagement and accountability, as well 

as a culture of innovation, collaboration and safety. Table 4 

identifies the relationship between the AOC’s four strategic 

goals and the eight strategic objectives that support them. 
14 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

In FY 2019, the AOC developed an enterprise level Performance 

Plan that defines a set of strategic initiatives that boost the 

agency’s ability to accomplish its strategic goals and objectives. 

The plan also identifies the KPIs that assess progress toward the 

performance outcomes in the Strategic Plan. The Performance 

Plan covers two years and the AOC updates the plan annually. 

The FY 2019–2020 Performance Plan identifies 31 KPIs. Indicators 

measure performance against an established target or establish 

a baseline of performance, as required under the GPRA 

Modernization Act of 2010 (GPRAMA). When available, up to five 

years of historic data are provided for trend comparison. Table 

5 indicates the number of objectives and KPIs associated with 

each goal.

In FY 2019, the AOC met the performance targets for 13 KPIs and 

did not meet the target for 9 of the KPIs that had a performance 

target for this fiscal year (see Figure 9). The AOC classified 

nine KPIs as "Undergoing Review" for performance measures 

that the agency is reevaluating and improving to ensure data 

quality. As part of ongoing efforts to strengthen and improve its 

performance management structure, the AOC began evaluating 

changes for its KPIs in FY 2020 and FY 2021 (for more detail, each 

strategic objective’s future strategies and KPIs are provided in 

Section II: Performance Information).

Data Validation and Verification

In accordance with the GPRAMA, the AOC strives to ensure 

the completeness, reliability and quality of all performance 

measurement data and has the mechanisms in place to validate 

and verify the accuracy of information collected and reported. 

Validation and verification of performance data supports the 

accuracy and reliability of this information, reduces the risk of 

inaccurate data and provides a sufficient level of confidence 

that the information is credible. At the AOC, these efforts 

include internal agency assessments that address standards and 

procedures, data entry and transfer, data integrity, data quality, 

data limitations and oversight.

The assessments occur frequently in the development stages 

of dashboards and management reports. Subject matter 

experts and agency executives regularly conduct performance 

data meetings.

TABLE 4 Strategic Goals and Objectives 

STRATEGIC GOALS STRATEGIC OBJECTIVES

1. MAINTAIN AWE-INSPIRING FACILITIES

1. Reliably deliver high-quality capital projects

2. Preserve, maintain and operate facilities, cultural and natural resources at the highest 

quality levels

2. PROVIDE EXTRAORDINARY SERVICES 1. Demonstrate our expertise while exhibiting responsiveness, ownership and courtesy to 

all internal and external customers

3. FOSTER AN INNOVATIVE AND 

EMPOWERED WORKFORCE

1. Strengthen employee performance through improved development and 

accountability practices

2. Cultivate high employee engagement in the workplace

3. Provide for the security and safety of every AOC employee

4. OPERATE AS ONE TEAM, DEDICATED 

TO ONE MISSION

1. Support the success of others by prioritizing the AOC’s mission, values, vision and goals 

ahead of the interests of any individual, work group or business unit

2. Strategically plan, allocate and manage resources AOC-wide

PROGRAM-ORIENTED

GOALS

LONG-TERM

SUPPORT GOALS

TABLE 5 Strategic Objectives and Key 

Performance Indicators by Strategic Goal

STRATEGIC GOAL STRATEGIC 

OBJECTIVES

KEY 

PERFORMANCE 

INDICATORS

Maintain Awe-Inspiring 

Facilities 2 5

Provide Extraordinary 

Services 1 4

Foster an Innovative and 

Empowered Workforce 3 13

Operate as One Team, 

Dedicated to One Mission 2 9

Total 8 31
High-Level Key Performance Indicators

Within this Management’s Discussion and Analysis section, 

highlights of the AOC’s performance are represented by highlevel key performance indicators (KPIs). The high-level KPIs are 

a subset of the KPIs monitored under the Strategic Plan and 

represent the agency’s most critical performance indicators. 

Each high-level KPI displays the current year performance target 

and results and applicable prior year results for comparison. The 

indicators, displayed in Tables 6 through 9, are organized by 

strategic goal. In addition, the performance summary includes 

narrative highlights that describe major program and project 

results for each strategic goal.

For More Information

Section II: Performance Information provides a complete 

discussion of the AOC’s performance results.

House of Representatives Child Care Center

The House of Representatives Child Care Center (HRCCC) expansion 

and relocation project addresses the expanded need for child care for 

congressional staff and support personnel. The construction project 

includes 40,000 square feet of interior space on the first floor of the 

O’Neill House Office Building and 18,000 square feet of converted 

outdoor play area. 

In December 2018, the AOC completed the project’s first phase, 

construction of the facility’s East Wing, and enrollment at the center began 

in January 2019. As part of this effort, the D Street, SW traffic calming 

project was also completed, providing a space for the safe and efficient 

transport of children to and from the center. 

The AOC began work on the second phase of the project in FY 2019, which 

addresses the HRCCC’s West Wing. The AOC completed approximately 35 

percent of this phase’s exterior construction at the close of FY 2019 and 

nearly completed the interior work (scheduled for completion in January 

2020). As part of this project, inspections determined that the roof of the 

O’Neill Building garage was in poor condition due to failed waterproofing. 

This necessitated extensive concrete repairs to the garage roof before the 

construction of the two playgrounds serving the center. 

When complete, this day care facility will allow the HRCCC to triple its 

capacity and accommodate the enrollment of more than 200 children. This 

expansion is expected to significantly reduce the center’s waitlist (from 

three years to one year), making it easier for the House of Representatives 

to retain talented staffers with young children.

Capitol 

Highlights

FIGURE 9 Key Performance Indicator Results

2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 15
16 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

Strategic Goal 1

Maintain Awe-Inspiring Facilities

The AOC’s strategic goal to Maintain Awe-Inspiring Facilities 

ensures that the AOC provides outstanding stewardship of the 

assets that are entrusted to its care and promotes a safe, healthy 

and secure environment through the efficient use of resources, 

integrated facility planning and sustainable practices. This 

strategic goal addresses the AOC’s core facilities maintenance, 

stewardship and sustainability responsibilities. As shown in 

Table 6, there are two strategic objectives, two strategies and 

two high-level KPIs associated with this strategic goal. These 

high-level KPIs track sustainability and preventive maintenance 

and establish standards for facility management and gardens 

and grounds. The agency reached its targeted performance 

for one high-level KPI, did not meet two and did not measure 

another. For an in-depth discussion of the indicator results and 

strategy outcomes, see Section II: Performance Information.

In addition to these high-level KPIs, the AOC accomplished 

activities aligned with this strategic goal, including:

Capital Project Delivery

 Cannon Renewal Project: The AOC opened the Phase 1 

wing (New Jersey Avenue, SE) and began work on Phase 2 

(Independence Avenue, SE) of the renewal of the historic 

Cannon House Office Building (the AOC completed Phase 

0 of the project in FY 2017). Phase 1 of the renewal was the 

largest of the five phases and involved multiple specialty 

spaces such as the Cannon Rotunda, food servery and two 

hearing rooms, as well as the construction of a new fifth floor. 

See also Capitol Highlights: Cannon Renewal Project.

 Stone Preservation Program: The AOC continued an ambitious 

program to restore and preserve the deteriorating stone and 

The Maintain Awe-Inspiring Facilities strategic goal addresses the AOC’s core facilities operations, stewardship, capital project delivery and sustainability programs. This 

fiscal year, the AOC opened the Cannon Renewal Project‘s Phase 1 wing, which includes the restored Cannon Rotunda, as shown in this 360 degree image.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 17

metal features on many of its most treasured assets, including 

the U.S. Capitol Building, Thurgood Marshall Federal Judiciary 

Building, Russell Senate Office Building and U.S. Botanic 

Garden Conservatory. These projects are critical to restore 

the facilities’ exterior stone after decades of degradation by 

weather, age and environmental conditions. See Appendix D

for a summary of major stone repair and preservation projects.

 U.S. Capitol Building Exterior Stone and Metal 

Preservation Project: The AOC continued construction at 

the U.S. Capitol House Extension’s south, east and west 

façades. This multiphased project is designed to address 

deferred maintenance and extend the life expectancy of 

the deteriorated stone. During FY 2019, the marble stone 

preservation project included removing, carving (hand and 

laser) and installing more than 300 rosettes, brackets, capital 

column leafs, scrolls and other “Dutchman” repairs that 

replicate the deteriorated or missing elements. The project 

involved removing approximately 8 miles of mortar from all 

joints, repointing the joints, and removing, refinishing and 

reinstalling the metal railings.

 Russell Exterior Envelope Project: The Senate Office 

Buildings jurisdiction completed the first part of the 

multiyear project to restore the Russell Building exterior 

in FY 2019. The initial sequence of the project focused on 

restoration of the stone and windows on the north side of 

the building. The second sequence of the project, which is 

focused on the building’s south and east sides, has begun 

and is scheduled for completion by spring 2021.

 House of Representatives Child Care Center: Throughout 

FY 2019, the AOC continued work on the House of 

Representatives Child Care Center expansion and relocation 

project. In December 2018, the AOC completed construction 

for the project’s first phase in the O’Neill House Office 

Building’s East Wing. The AOC also began construction on 

the project’s second phase, which addresses the Center’s 

West Wing. This phase will be completed in spring 2020. 

See also Capitol Highlights: House of Representatives Child 

Care Center.

 Exhibition Hall Redesign: In March 2019, the AOC closed the 

U.S. Capitol Visitor Center’s Exhibition Hall for renovations. 

This year, the AOC substantially completed the design and 

TABLE 6 Maintain Awe-Inspiring Facilities Strategic Goal “At a Glance”

STRATEGIC OBJECTIVES

1. Reliably deliver high-quality capital projects

2. Preserve, maintain and operate facilities, cultural and natural resources at the highest quality levels

STRATEGIES

1. Identify, analyze and strengthen critical management processes, resources and assignment of 

responsibilities for successful Capital Improvement Program project delivery

2. Research, analyze and select the most appropriate industry standards, desired levels of performance, and 

associated implementation plans for achieving desired levels of performance for each of the AOC’s key 

operational functions

HIGH-LEVEL KEY

PERFORMANCE INDICATOR FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 TARGET

FY 2019 

RESULTS

Energy and Sustainability Targets. Reduce 

energy intensity use, reduce potable water 

use, divert building occupancy waste, compost 

nonconstruction waste and divert construction 

and demolition debris.

N/A N/A N/A

4 of 5 

Component 

Targets Met

Not Met

4 of 5 

Component 

Targets Met

Not Met

5 of 5 

Component 

Targets Met

4 of 5 

Component 

Targets Met

Not Met

New! Gardens and Grounds Standards 

Established. Establish AOC-wide Gardens and 

Grounds Standards.

New 

Measure 

for 

FY 2019

New 

Measure 

for 

FY 2019

New 

Measure 

for 

FY 2019

New 

Measure 

for 

FY 2019

New 

Measure 

for 

FY 2019

Establish 

Standards

Standards Not 

Established

Not Met
18 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

awarded the pre-construction and demolition services 

contracts. The Exhibition Hall redesign is a high-visibility 

project for the AOC. A more educational and interactive 

environment will better inform, involve and inspire visitors 

about Congress’ role in the democratic process. Exhibition 

Hall will reopen in 2021. During the renovation period, the 

CVC continues to offer a full calendar of tours and programs.

 Incorporate New Technologies for Project Management: The 

AOC conducted pilot programs for new technologies such 

as the e-Builder project management information system 

to track and manage agency construction projects across 

the Capitol campus, and Bluebeam, for building information 

modeling. In addition, the agency provided user training 

on the e-Builder system to more than 50 AOC staff and 

contractors who plan and implement capital projects. 

 Capital Project Security Standards: The AOC coordinated 

with the U.S. Capitol Police to establish baseline security 

standards for construction projects that ensure the safety 

and security of the congressional community. These 

standards strengthen coordination and relationships with 

internal and external stakeholders, standardize design 

approaches and improve awareness of security requirements 

for critical construction projects.

Cultural Preservation

 Ulysses S. Grant Memorial Restoration: Following the 

restoration of the bronze statuary and upper plazas, the 

AOC embarked on the next phases of the Grant Memorial 

restoration. Work on the lower plaza granite paving repairs 

began and was 80 percent complete at the close of FY 2019. 

Current year work included poultice work at the marble base 

of the Ulysses S. Grant and lion statues, stone consolidation 

and the installation of replica lamps. In addition, the AOC 

initiated a regular maintenance program to inspect the 

bronze castings and coatings. Going forward, the AOC will 

maintain the Grant Memorial on a three-year schedule.

 U.S. Capitol Crypt Exhibit on Stone Preservation: The AOC 

installed a new exhibit on stone preservation in the U.S. 

Capitol Crypt. The exhibition features an overview of the 

stone used in buildings on the Capitol campus, causes 

of stone deterioration and preservation techniques, and 

highlights of Capitol campus stone preservation projects. 

Artifacts displayed include pieces of deteriorated marble, 

examples of replacement pieces and the tools used by 

marble carvers. 

Facilities Maintenance

 Preservation Documentation: In January 2019, the AOC 

completed the building preservation guide for the James 

Madison Memorial Building. This was the 10th building 

preservation guide completed since the AOC Preservation 

Policy and Standards documentation program was 

implemented in 2010. The preservation guide classifies all 

building preservation zones, identifies the architecturally 

significant features and elements within many of the 

important public and private rooms, and provides the AOC 

with appropriate preservation treatment standards for the 

important elements and features of the building.

 Exterior Metals Inventory and Conservation Analysis: The 

AOC conducted Phase 1 of an exterior metals inventory and 

conservation analysis. All historically and architecturally 

significant metals at the Capitol Building, Capitol Square, 

Senate Park and Union Square were identified, inventoried 

and located on an AOC geographic information system (GIS) 

planning map. As part of this analysis, the AOC surveyed 

each metal object, assessed its condition and prioritized its 

maintenance. The appropriate treatment to clean, repair 

and restore exterior metal was included in the report. 

Phase 2 inventory is underway at the Library Buildings 

and Grounds, House Office Buildings and Senate Office 

Buildings jurisdictions.

 Facility Condition Assessments and Studies: The AOC 

completed facility condition assessments (FCAs) for the 

Ford House Office Building, O’Neill House Office Building, 

Hart Senate Office Building, Packard Campus, Robert A. Taft 

Memorial and Carillon, Special Facility Center and Senate 

Employees’ Child Care Center. The FCAs contain snapshots of 

current conditions and recommendations for intermediate 

and long-term actions. In addition, the AOC conducted 

studies to assess campus issues, including: a Hart Senate Office 

Building garage operational study, Hart Building air handling 

unit study and a groundwater penetration study for the tunnel 

connecting the Cannon Building to the U.S. Capitol. 

 Gardens and Grounds Standards: The AOC convened a crossjurisdictional committee to develop standards for Capitol 

campus’ gardens and grounds. The standards will enhance 

and refine existing landscape plans such as the Snow 

Removal Operational Plan, the Arboretum Management Plan 

and landscape and tree protection standards. 

Facilities Operations 

(including Sustainability and Energy)

 Cogeneration System Operations: Following a three-year 

construction effort, the AOC completed its first full fiscal year 

of cogeneration operations in FY 2019. The implementation 

of the cogeneration system at the Capitol Power Plant helps 

the AOC promote the reliable and efficient delivery of utilities 

on the Capitol campus. This new plant generates electricity 

and steam, improves plant efficiencies and provides 

significant energy savings.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 19

 Energy Savings Performance Contract: In September 

2019, the AOC’s Library Buildings and Grounds jurisdiction 

awarded an energy savings performance contract (ESPC) 

to install energy efficient systems, lighting, HVAC control 

enhancements and water conservation improvements 

throughout the Library of Congress’ facilities. As part of 

this effort, the AOC completed an investment grade audit 

to outline the work, costs and energy savings. This ESPC 

represents a significant opportunity to improve the agency’s 

energy efficiency as the Library’s facilities account for 31 

percent of the agency’s building electricity, 26 percent of 

delivered steam and 32 percent of chilled water.

 Improved Irrigation Methods and Practices: To reduce 

water use, the AOC is reviewing its campuswide irrigation 

methods and practices. This effort will replace high-output 

water heads with low-output heads that deliver irrigation 

to required areas while reducing wasteful overspray. Also, 

the Capitol Grounds and Arboretum jurisdiction is pursuing 

irrigation auditing programs to find additional water 

conservation opportunities.

Other

 Pilot Program to Streamline Compliance Findings: The AOC 

completed a pilot program in the Senate Office Buildings 

jurisdiction to streamline the closeout of the Office of 

Congressional Workplace Rights (OCWR) compliance findings 

related to accessibility, fire and life safety protection. The 

new process places a compliance finding directly into the 

AOC’s work order system. The improved process allows 

open findings to be more readily tracked and included in 

Line Item Construction Program (LICP) requests, facilitates 

coordination of reporting Americans with Disabilities 

Act (ADA) and occupational safety and health findings, 

and will ultimately result in increased ADA-accessibility 

across the Capitol campus. The AOC is expanding the 

process throughout the agency for the most recent OCWR 

compliance findings.

 Perimeter Security Bollard and Fence Painting: The AOC 

cleaned and painted fencing and approximately 1,200 

bollards across the Capitol campus — nearly one-quarter 

of all bollards —extending their useful lives until they can 

be replaced. Services also included repair and preventive 

maintenance tasks for perimeter security elements, such as 

kiosks, walls and planters.

 New Safety Observation Tools: The AOC developed a mobile 

application as part of the agency’s behavior-based safety 

program, Safety Observations and Reflections (SOAR), to 

better identify and document safety issues. The application 

provides an easy-to-complete safety observation template 

on AOC staff mobile phones to support safety discussions 

and enable real-time documentation and reporting of safety 

issues for the agency’s safety dashboards. The dashboards 

provide agency management information about workplace 

safety hazards and correction efforts. See also Capitol 

Highlights: Integrated Safety Management System.

The AOC is responsible for facilities maintenance tasks — including preventive 

and recurring maintenance activities. One such task, shown here, is the periodic 

lowering of a chandelier in the U.S. Capitol Building’s House of Representatives 

wing for routine cleaning and relamping.
20 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

Strategic Goal 2

Provide Extraordinary Services

The AOC’s strategic goal to Provide Extraordinary Services

is intended to ensure the delivery of proactive, professional 

and integrated services that exceed clients’ and visitors’ 

expectations. This goal addresses the AOC’s core functions as 

a support organization to Congress and the Supreme Court, 

as well as a provider of visitor services for the public. As seen 

in Table 7, there is one strategic objective, two strategies and 

one high-level KPI associated with this goal. The high-level KPI 

is new and tracks the AOC’s customer experience program. 

The agency reached its targeted performance for this KPI. For 

an in-depth discussion of the indicator results and strategy 

outcomes, see Section II: Performance Information.

TABLE 7 Provide Extraordinary Services Strategic Goal “At a Glance”

STRATEGIC OBJECTIVES 1. Demonstrate our expertise while exhibiting responsiveness, ownership and courtesy to all internal and 

external customers

STRATEGIES

1. Regularly administer, and refine as appropriate, customer satisfaction surveys for each major line of 

business in the AOC

2. Enhance the AOC's ability to understand and respond to customer needs and enhance the 

customer experience

HIGH-LEVEL KEY

PERFORMANCE INDICATOR FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 TARGET

FY 2019 

RESULTS

Customer Experience Program. Establish and 

develop the customer experience program. N/A N/A N/A N/A N/A Program Established

Program 

Established

Met

Customer Satisfaction with Projects. Maintain 

high customer satisfaction with projects.

96.5%

Met

96.5%

Met

95.4%

Met

92.4%

Met

94.7%

Met ≥ 90.0% 95.2%Met

The U.S. Capitol Visitor Center provides tours and programs for more than 2 million visitors annually. The robust offerings of Capitol tours, programs, exhibits, videos and 

activities are free of charge to the visiting public.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 21

In addition, the AOC attained several accomplishments for the 

activities aligned with the strategic goal, including:

Visitor Services

 Exhibitions: The AOC offered a number of exemplary 

exhibitions and programs to educate and inspire the public. 

These included the Celebrating New American Gardens 

exhibit at the U.S. Botanic Garden (USBG) and Congress and 

the Separation of Powers, Part 2 at the U.S. Capitol Visitor 

Center (CVC). The USBG’s highly popular holiday show, 

with a theme of train stations across America, drew nearly 

220,000 visitors. See Appendix E for an annotated list and 

description of the major exhibitions held during FY 2019 

and a short feature on the Gardens Across America exhibit 

on Page 40. 

 Capitol Campus Visitation: In December 2018, the CVC 

marked its 10th anniversary since the facility opened to the 

public. Since opening, the CVC has welcomed more than 

24 million visitors from across the country and around the 

world. The agency’s CVC, USBG and the Library Buildings and 

Grounds jurisdictions welcomed approximately 4.8 million 

visitors to the Capitol campus during FY 2019 (as shown 

in Figure 10). See Appendix F for monthly and annual 

visitation data.

 Special Events: In FY 2019, the AOC planned, designed and 

provided support for more than 20 special events in the U.S. 

Capitol, including congressional ceremonies, joint sessions 

of Congress and other high profile events. These events 

included the lying in state for the 41st President George H.W. 

Bush in December 2018. The AOC staff proudly assisted for 36 

continuous hours to support this solemn event.

 Specialty Tours and Educational Programs: The CVC continued 

to provide a variety of specialty tours for the visiting public. 

For instance, the Freedom Fighters in the Capitol Collection 

tour introduced visitors to four ordinary Americans whose 

actions changed the course of civil rights history, the Halls of 

the Senate tour took visitors through the beautiful Brumidi 

Corridors. This fiscal year, the CVC staff also developed and 

implemented new educational programs to create greater 

personal engagement with the U.S. Capitol and its history. This 

included a new tour, Votes for Women, and two public events: 

Votes for Women Day celebrating the centennial of women’s 

suffrage and British Invasion! referring to the War of 1812 

and its impact on the U.S. Capitol. The USBG offered several 

innovative programs including the Morning at the Garden/

Evening at the Garden programs for visitors with cognitive and 

sensory processing disabilities and their families.

 Library Garden Commemoration: In collaboration with the 

Library of Congress’ educational programs and exhibits, the 

AOC planted a flower bed outside of the Thomas Jefferson 

Building to commemorate the centennial of the 19th 

Amendment, granting women the right to vote nationally. The 

color of the flower beds reflected the colors adopted by various 

suffrage groups. See also Capitol Highlights: Library Garden 

Commemorates the 19th Amendment.

 American Public Gardens Association Annual Conference:

In June 2019, the U.S. Botanic Garden co-hosted the largest 

ever annual conference (more than 1,100 registrants) of the 

American Public Gardens Association with the theme Thrive 

Together, Diversity Grows Gardens. The 2019 conference 

provided public gardens with the tools to be accessible and 

inclusive for all who work at and visit these spaces.

 Native American Historical Representation: In FY 2019, 

the CVC contracted with a museum consultant with an 

expertise in interpreting Native American history to assist in 

developing an interpretation plan, accompanying training 

and supporting materials. This effort will allow the AOC to 

better highlight Native American history at the Capitol.

FIGURE 10 Capitol Campus Visitation From FY 2014 Through FY 2019
22 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

Client/Tenant Services

 Election-Year Congressional Moves: The AOC completed the 

Senate and House office and committee moves for the 116th 

Congress. For this effort, the agency upgraded the Senate 

Suites online suite selection tool with 360-degree photos 

of offices to allow for expanded virtual tours of Senate 

office suites. At the House, the AOC successfully deployed 

upgraded room selection software (featuring real-time 

notifications and the ability to compare suites) and modified 

the member suite selection lottery process to accommodate 

the suites’ availability during the Cannon Renewal Project. 

See also Infographic 116th Congressional Transition 

Moves Completed.

 Hosted Congressional Events: The USBG hosts dozens of 

congressional evening events each year in the Conservatory. 

In FY 2019, the USBG was asked to expand these events to 

include the outdoor spaces within the gated National Garden 

to the west of the Conservatory. Evening events were a great 

success throughout the year with guests enjoying the indoor 

and outdoor gardens. The USBG hosted 27 congressional 

This fiscal year, the AOC helped senators, representatives, congressional 

staffs and committees move into newly renovated suites to support the 116th 

congressional transition. 

 

 

INFOGRAPHIC 116th Congressional Transition Moves Completed
Gardens Across America Exhibit

The Architect of the Capitol serves as the acting director of the U.S. 

Botanic Garden (USBG) and reports on its operation to Congress. The 

USBG is dedicated to demonstrating the aesthetic, cultural, economic, 

therapeutic and ecological importance of plants through their public 

programs — which include tours, educational programs, exhibits and 

conservation efforts. 

In May 2019, the USBG opened the new Gardens Across America exhibit 

to spotlight the diversity and beauty of the more than 600 public 

gardens in the United States. Twenty educational displays showcased 

American gardens, including the Fort Worth Botanic Garden’s begonia 

collection and a display of the Pittsburgh Botanic Garden’s efforts to 

clean mine water and create new gardens. Displays featured iconic 

plants such as cacti and agaves from the Tucson Botanical Garden and 

carnivorous pitcher plants from the Atlanta Botanical Garden’s bog 

garden. Large sculptures included a school bus (Bookworm Gardens, 

Wisconsin), flamingo and butterfly topiaries (Franklin Park Conservatory 

and Botanical Gardens, Ohio), and a wooden bee and honeycomb 

(Smithsonian Gardens).

This fiscal year, the USBG hosted three additional exhibits and hundreds 

of programs, workshops, lectures and tours. The USBG also cohosted the 

national conference for the American Public Gardens Association, where 

more than 1,100 members of the public garden community convened.

Capitol 

Highlights

events in FY 2019 that were attended by 4,805 people, 

including 72 members of Congress.

 Construction Division Emergency Services: The AOC’s 

Construction Division provided emergency services to repair 

a ruptured water line on the west side of the U.S. Capitol 

Building and to fill in sinkholes in front of the Rayburn House 

Office Building and the James Madison Memorial Building. 

Internal Customer Services 

 Workers’ Compensation Management System: The AOC 

implemented a new case management system to centralize 

all workers’ compensation claims, chargeback reports and 

other miscellaneous items and to assist in case review, 

claims tracking and return-to-work opportunities. The new 

system has increased the agency’s effectiveness in managing 

workers’ compensation cases and the attendant data. The 

AOC identified several permanent and light duty return-towork opportunities, resulting in approximately $425,000 of 

savings this fiscal year.

2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 23
24 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

Strategic Goal 3

Foster an Innovative and Empowered Workforce

The AOC’s strategic goal to Foster an Innovative and Empowered 

Workforce is intended to facilitate an organizational culture that 

attracts, develops and retains exceptional employees, empowers 

its workforce to be innovative and advances new programs and 

processes to accomplish its mission. This goal encourages the 

organization to embrace change through outstanding leadership 

and continuous improvement. As seen in Table 8, there are 

three strategic objectives, nine strategies and two high-level 

KPIs associated with this goal. The agency reached its targeted 

performance for both high-level KPIs. For an in-depth discussion 

of the indicator results and strategy outcomes, see Section II: 

Performance Information.

In addition, the AOC attained several accomplishments for the 

activities aligned with this strategic goal, including: 

 Office Reorganization to Create Positive Workplace Culture:

The AOC elevated the Diversity, Inclusion and Dispute 

Resolution office to report directly to the Architect of the 

Capitol. This organizational restructure emphasizes the 

agency’s focus on an integrated strategy for a healthy 

workforce culture with clear goals and accountability.

 Automated Safety Inspection Checklists: The AOC initiated 

a transition from paper to electronic safety checklists to 

facilitate monthly facility safety inspections of the Capitol 

Power Plant. In the FY 2019 pilot program, the AOC digitized 24 

of the 90 inspection checklists. The new checklists standardize 

inspections and improve data collection. This allows for better 

analysis of safety hazards and streamlines the process to 

identify needed repairs and initiate work orders. The AOC will 

convert the remaining checklists in FY 2020. 

 New Technology to Improve Operations and Administration:

The AOC replaced and updated various technology platforms 

to improve data analytics and reporting and enhance 

efficiency through process digitization. The implementation 

of Tableau software provides the agency with a state-of-theart data visualization tool that allows for the automation and 

improvement of reporting and performance management. 

The AOC also implemented the SATO E2 Solutions Travel 

System and joined the GSA SmartPay 3 program. In 

addition to reducing the agency’s system costs, these 

report migration and consolidation efforts improve data 

consistency, access and usability.

 Refrigeration Standard Operating Procedures and 

Education: To help ensure the agency maintains compliance 

with new and applicable environmental regulations, the 

AOC created materials to educate employees about changes 

to refrigerant regulations. In addition, the AOC developed 

comprehensive standard operating procedures for the new 

The AOC’s Foster an Innovative and Empowered Workforce strategic goal empowers the workforce to meet the AOC mission. The agency promotes programs to expand 

employee skill sets, support career growth and develop future leaders.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 25

equipment included in the Refrigeration Plant Revitalization 

Program. The AOC also developed an operator qualification 

program and provided Capitol Power Plant staff with training 

on the new technology and equipment.

 New Horticulture Positions Developed: The AOC developed 

new positions that recognize the importance of horticulture 

science. For instance, the Capitol Grounds and Arboretum 

jurisdiction created and hired a turfgrass manager to 

develop and implement a campuswide turf management 

program. This staff position will assist the AOC address the 

intensive reconstruction needs of the heavily used areas of 

the grounds after demonstrations, events and ceremonies. 

In addition, the AOC created a plant health care specialist 

position to enhance the workforce’s biological science skill 

set and develop the agency’s plant health program.

 Civility and Etiquette Handbook: The AOC’s Safety, Fire and 

Environmental Programs collectively created a standard 

of behavior for employees that is designed to advance a 

supportive and respectful workplace environment. This 

effort produced a handbook for civility and etiquette, 

published in April 2019.

TABLE 8 Foster an Innovative and Empowered Workforce Strategic Goal “At a Glance”

STRATEGIC OBJECTIVES

1. Strengthen employee performance through improved development and accountability practices

2. Cultivate high employee engagement in the workplace 

3. Provide for the security and safety of every AOC employee

STRATEGIES

1. Provide training to employees in job-related knowledge, skills and abilities (including training to 

industry standards) and/or desired behaviors

2. Provide supervisory training and coaching on effective employee performance management

3. Incorporate AOC core values and customer service philosophy into the Performance Communication 

and Evaluation System

4. Deploy a learning management system that provides supervisors with the ability to track 

required training

5. Reduce bureaucracy and promote innovation by enabling decision-making in support of service 

delivery at the lowest practical levels and/or streamlining processes to simplify and expedite 

service delivery

6. Promote fairness in rewards and recognition by refining the system for tracking awards and recognition 

to inform analysis and improvement of the awards and recognition system

7. Promote fairness in hiring and promotions by providing supervisor and employee training in 

hiring processes and providing feedback to all internal applicants not selected through standard 

recruiting processes

8. Develop and deliver training and communication to improve awareness, preparedness and safety/

security performance

9. Routinely self-identify and self-correct risks to ensure a safe and environmentally compliant 

work environment

HIGH-LEVEL KEY

PERFORMANCE INDICATOR FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 

TARGET

FY 2019 

RESULTS

Favorability Ranking in Best Places to Work. 

Improve the AOC’s ranking in the Partnership for 

Public Service Best Places to Work in the Federal 

Government.

N/A 7th

Baseline N/A 11th

Not Met N/A <11th 9th

Met

Employee Nonmandatory Training. Provide 

training to employees in knowledge, skills and 

abilities applicable to their responsibilities.

N/A N/A N/A N/A N/A 33.3% 36.4%

Met

Injuries and Illnesses Rate. Reduce the annual 

injuries and illness rate.*

2.79

Met

4.28

Not Met

3.14

Met

2.37

Met

2.33

Met <2.33 2.23

Met

*Information adjusted from that reported in the FY 2018 PAR.
26 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

Strategic Goal 4

Operate as One Team, Dedicated to One Mission

The AOC’s strategic goal to Operate as One Team, Dedicated 

to One Mission is intended to foster a culture of learning, 

sharing, cooperation and teamwork that improves efficiency 

and effectiveness throughout the AOC. Collaboration across 

the organization and between jurisdictions allows the AOC to 

improve efficiency and reduce costs. As seen in Table 9, there 

are two strategic objectives and three strategies associated with 

this goal, and one high-level KPI, which the agency did not meet 

in FY 2019. For an in-depth discussion of the indicator results 

and strategy outcomes, see Section II: Performance Information.

In addition, the AOC attained several accomplishments aligned 

with this strategic goal, including:

 Architect’s Mobility Program: The Architect’s Mobility 

Program (AMP) offers career opportunities for high potential 

employees to cross-train within the agency. AMP provides 

these employees on-the-job training and formal training 

assignments that expand career possibilities. In FY 2019, 

16 employees actively participated in the AMP and eight 

employees graduated from the program.

 Enterprise Risk Management (ERM) Program: The AOC 

further developed the ERM program to comply with the 

latest Office of Management and Budget (OMB) Circular 

A-123 guidance. The AOC uses a maturity model approach 

to integrate risk management activities throughout 

the agency. The AOC completed a comprehensive risk 

assessment, identi fied enterprise level risks and prioritized 

those risks — contributing to the agency’s risk profile. The 

effort identified 12 enterprise level risks across several areas, 

including: strategy, operations, financial management, safety, 

compliance and cybersecurity. Based on this process, four 

risks were identified as key priority risks (see Summary of Key 

Risks in this report’s Management’s Discussion and Analysis).

 Integrated Talent Management Efforts: The AOC’s Human 

Capital Management Division (HCMD) met with each 

jurisdiction to discuss succession and workforce planning, 

talent acquisition and training requirements. This process 

provided HCMD with a better understanding of the 

jurisdictions’ workforce priorities, helped to develop 

The AOC’s Operate as One Team, Dedicated to One Mission strategic goal emphasizes the importance of teamwork and collaboration. Its initiatives encourage employees 

to develop an enterprise view, streamline processes and focus on the mission.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 27

succession planning strategies and identified workforce 

training requirements. The comprehensive talent 

management plans will serve as road maps in addressing the 

personnel requirements of each AOC jurisdiction. 

 Shared Craftsmanship Techniques: The Library Building and 

Grounds Carpentry Shop called upon the experience and 

best practices of the Senate Office Buildings’ carpenters to 

repair damaged wood carvings in the Jefferson Building’s 

Main Reading Room. Using the shared knowledge, the 

Library Buildings and Grounds jurisdiction adopted resin 

casting techniques that produced replicas of damaged 

rosettes for replacement on the wood carvings. This example 

of shared best practices demonstrates how the AOC is 

promoting efficiencies across the organization to meet 

its mission. 

 Small Business Day: The AOC hosted a Small Business Day 

in May 2019. Representatives from small businesses learned 

about the AOC, net worked and received information on 

doing business with the federal government. The event is 

designed to help the AOC identify small business concerns 

that provide products or services that are necessary to 

its mission.

 Capitol Hill Day: The AOC, in coordination with the Library 

of Congress, held the Second Annual Capitol Hill Day in 

September 2019. The event focused on family fun and 

educational activities and took place on the lawns outside 

the CVC entrance.

TABLE 9 Operate as One Team, Dedicated to One Mission Strategic Goal “At a Glance”

STRATEGIC OBJECTIVES

1. Support the success of others by prioritizing the AOC’s mission, values, vision and goals ahead of the 

interests of any individual, work group or business unit

2. Strategically plan, allocate and manage resources AOC-wide

STRATEGIES

1. Each business unit works to strengthen collaboration and alignment to shared purpose, with partners 

within and across business units by improving communication, clarifying roles and responsibilities and/

or improving processes

2. Each business unit establishes opportunities for its employees to work in or closely collaborate with the 

employees of other business units and for employees from other business units to work in or closely 

collaborate with its own business unit

3. Determine AOC’s current and estimated future resource requirements; consider strategic approaches to 

resource planning, allocation and management; and fully implement solutions

HIGH-LEVEL KEY

PERFORMANCE INDICATOR FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 TARGET

FY 2019 

RESULTS

Employees Placed in Cross-Organizational 

Opportunities. Business units place the 

equivalent of 2 percent of their workforce in crossorganizational opportunities.

N/A N/A N/A 100%

Met

100%

Met 100% 100%Met
28 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

The AOC’s Strategic Plan: Looking Toward the Future

Fiscal Year 2019 represented the midpoint in AOC’s five-year 

Strategic Plan. As such, it provided an opportunity for the 

organization to reflect on progress made in accomplishing its 

goals and implement adjustments to the strategies to reflect 

changes in the AOC’s operating environment. Over the past two 

fiscal years, the AOC defined strategic initiatives and realigned 

processes and roles to meet the strategic goals and objectives 

documented in the Strategic Plan. The AOC Performance Plan 

FY 2019–FY 2020 details these enterprise strategic initiatives. 

The agency identified three critical areas: 

1. Aligning Planning, Strategy and Risk: The AOC will take 

an enterprise approach to identify and manage risks 

to its strategic goals. The agency will embed risks to 

executing initiatives and actions to advance the strategic 

goals and objectives in the organization’s performance 

management and governance processes. As the AOC 

identifies and prioritizes risks to achieving the strategic 

goals and objectives, the agency will develop risk response 

plans to aid in managing risks to an acceptable level. 

2. Strengthening the Use of Data to Improve Performance:

The agency views data as a strategic asset and will draw 

upon new sources from automated systems, data marts 

and jurisdictional data gathering and reporting activities 

to provide the business intelligence necessary to manage 

and improve performance. As discussed in Section II: 

Performance Information, the AOC began refining its KPIs 

to assess progress on accomplishing strategic goals and 

operational performance. The AOC will continue to develop 

corporate and jurisdiction-level performance dashboards 

to provide agency leadership, managers and other analysts 

with access to data reporting, visualization and analytics that 

promote informed operational and strategic decisions. 

3. Improving Impact Assessments: The AOC will include a 

change management component in each of its strategic 

initiatives to ensure appropriate, early consideration is 

given to how the organization will integrate the initiatives 

with ongoing processes, policies and procedures. While 

all strategic initiatives may not require a detailed change 

management plan, the AOC will formalize an executive 

review of the resulting changes. 

The AOC’s Performance Plan FY 2020–FY 2021 notes how the 

organization is incorporating these areas into its governance 

and monitoring processes. 

Agency Awards and 

Recognition

American Society of Safety Professionals: Recognition

The American Society of Safety Professionals recognized AOC 

Safety Engineer Marjory Anderson as an Engineering Practice 

Specialty Safety Professional of the Year for 2018–19. 

Association of Government Accountants: Certificate 

of Excellence in Accountability Reporting

The AOC received the Certificate of Excellence in Accountability 

Reporting (CEAR) for the agency’s FY 2018 Performance and 

Accountability Report. In addition, the AOC received a special 

CEAR award for recognition of its staff contributions to the 

agency mission via a report feature that showcased employees 

who exemplified the agency’s “One Team, One Mission” 

strategic goal.

Association of Government Accountants: Certificate 

of Excellence in Citizen-Centric Reporting

The AOC received the Certificate of Excellence in CitizenCentric Reporting for the agency’s FY 2018 Performance and 

Accountability Highlights report.

Engineering News-Record MidAtlantic: 2019 

Legacy Award

Former Architect of the Capitol Stephen T. Ayers received the 

2019 Legacy Award for establishing a solid legacy of lifetime 

service to the construction industry, his colleagues and to the 

community.

Engineering News-Record MidAtlantic: Excellence in 

Safety Award of Merit 

The AOC received a 2019 Excellence in Safety Award of Merit for 

the cogeneration project at the Capitol Power Plant. 

Herb Society of America: Recognition

The Herb Society of America inducted Laura Anthony, U.S. 

Botanic Garden’s Special Events Coordinator, into the society’s 

Rosemary Circle. 

Office of Congressional Workplace 

Rights: Recognition

The Office of Congressional Workplace Rights and the National 

Safety Council identified several AOC shops that maintained 

a hazard-free workplace. These included: Capitol Building’s 

electric and labor shops, Capitol Power Plant’s electric shop, 

House Office Buildings’ elevator shop, Planning and Project 

Management’s construction and paint shops, and Supreme 

Court Building and Grounds’ electric, elevator, plumbing and 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 29

stonemason shops. In addition, David Hicks, a House Office 

Buildings safety and occupational health specialist, received 

an individual 115th Biennial Safety Advocate Award for his 

commitment to workplace safety.

TripAdvisor: Certificate of Excellence

TripAdvisor honored the U.S. Capitol Visitor Center with its 2019 

Certificate of Excellence. In praise of five consecutive years of 

consistently high ratings from travelers (2015–2019), the CVC 

also received a special Hall of Fame certificate. 

U.S. Capitol Historical Society: Freedom Award

The U.S. Capitol Historical Society presented the 2018 Freedom 

Award to the Architect of the Capitol in recognition of its 

ongoing mission. The ceremony also featured the unveiling 

of the official portrait of retiring 11th Architect of the Capitol, 

Stephen T. Ayers.

Washington Building Congress (WBC): 

Craftsmanship Awards 

The Cannon Renewal Project, Phase 1, received two 

Craftsmanship Awards. In the electrical category, WBC 

recognized that during the renovation of the largest wing of the 

Cannon Building, its remaining wings had to stay energized, all 

while remaining transparent to members of Congress and their 

staff. In the special construction category, WBC acknowledged 

the difficulty of protecting the historic features of the centuryold building during the demolition of its fifth floor and the 

construction of a temporary roof enclosure.

In November 2018, the U.S. Capitol Historical Society (USCHS) presented the Freedom Award to the AOC in recognition of its ongoing mission to care for the Capitol 

campus. Former Architects of the Capitol Alan M. Hantman and Stephen T. Ayers and former Acting Architect of the Capitol Christine A. Merdon were present to receive 

the award from USCHS Chairman Donald G. Carlson.
30 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

The AOC is committed to providing accountability and transparency for its financial resources. In FY 2019, the AOC received a clean independent audit opinion for the 15th 

consecutive year.

Financial Highlights

Introduction

This section provides an analysis and overview of the AOC’s 

financial statements that appear within Section III: Financial 

Information of this report. The principal financial statements, 

independently audited by Kearney & Company, include the 

Balance Sheet, Statements of Net Cost, Changes in Net Position 

and Budgetary Resources for the fiscal years ending September 

30, 2019 and 2018. Table 10 summarizes key data from the AOC’s 

financial statements. The financial highlights include:

 The AOC’s assets exceeded the liabilities at the close of FY 

2019 by $3.0 billion, an increase of $159 million (6 percent) 

over FY 2018. This change resulted from an increase in 

general property, plant and equipment, discussed below, 

and the fund balance with Treasury (FBWT).

 General property, plant and equipment (net of accumulated 

depreciation), the AOC’s largest asset, totaled $2.3 billion 

at the close of FY 2019, a $89 million increase over FY 2018. 

This increase is primarily a result of capitalization costs from 

various Capitol campus construction projects. 

 The agency’s net cost of operations amounted to $610 

million, a $59 million (11 percent) increase from the prior year. 

This increase reflects payroll and nonpay (e.g., inflationary 

and utility rate) increases and enhanced support for security 

services and capital projects. 

 The AOC’s financial activities resulted in a $159 million 

positive change in net position from the prior year. Of this 

amount, unexpended appropriations increased $75 million 

and the cumulative results of operations rose $84 million.

Independent Financial Statement Audit

The AOC received an unmodified (clean) financial statement 

audit opinion for FY 2019 — the 15th consecutive year in which 

the agency received a clean audit opinion. An unmodified 

opinion provides reasonable assurance that the financial 

statements are free of material misstatement. Reasonable 

assurance, while not absolute, is nonetheless a high level of 

assurance. The audit also resulted in no material weaknesses or 

significant deficiencies. Figure 11 shows the number of material 

weaknesses and significant deficiencies for each fiscal year that 

the AOC submitted its four principal financial statements for an 

audit. As the AOC’s financial management processes matured, 

the average audit internal control findings dropped from 5.2 per 

year between FY 2005–FY 2010 to just 1.1 per year between FY 

2011–FY 2019. 

Guide to the Financial Statements

Federal government improvements in financial transparency 

and accountability led to the enactment of mandatory uniform 

accounting and reporting standards for executive branch 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 31

TABLE 10 Summary Financial Statement Data (Dollars in Thousands)

BALANCE SHEET SUMMARY FY 2019 FY 2018 PERCENT CHANGE

Fund Balance with Treasury $1,094,152 $1,020,087 7%

Investments 35,264 33,151 6%

General Property, Plant and Equipment, Net 2,250,783 2,161,475 4%

Other Assets 4,240 5,251 -19%

Total Assets $3,384,439 $3,219,964 5%

Debt Held by the Public $70,082 $79,740 -12%

Contingent and Environmental Liabilities 79,243 77,952 2%

Federal Employee Benefits 84,840 87,903 -3%

Advances from Others 50,365 46,001 9%

Contract Holdbacks and Other Liabilities 124,924 112,515 11%

Total Liabilities $409,454 $404,111 1%

Unexpended Appropriations $895,155 $820,284 9%

Cumulative Result of Operations 2,079,830 1,995,569 4%

Total Net Position $2,974,985 $2,815,853 6%

Total Liabilities and Net Position $3,384,439 $3,219,964 5%

STATEMENT OF NET COST SUMMARY

Gross Cost $678,618 $614,565 10%

Less: Earned Revenue (69,109) (63,929) 8%

Net Cost of Operations $609,509 $550,636 11%

STATEMENT OF BUDGETARY RESOURCES SUMMARY

Unobligated Balance Brought Forward $694,922 $616,191 13%

Appropriations* 749,803 743,323 1%

Spending Authority from Offsetting Collections 55,746 37,679 48%

Other Resources 6,608 7,478 -12%

Total Budgetary Resources $1,507,079 $1,404,671 7%

* Appropriations of $749.8 million in FY 2019, as reported on the Statement of Budgetary Resources, includes direct appropriations of $733.7 million, $16.0 million 

in the Judiciary appropriation (administered by the AOC for the care of the U.S. Supreme Court Building and grounds) and minor special funds receipts. In FY 

2018, the AOC received $712.1 million in direct appropriations, $16.2 million in the Judiciary appropriation and a transfer of $15.0 million from the House of 

Representatives appropriation.
32 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

agencies. As a legislative branch agency, the AOC is not bound 

by these standards. However, as a best practice, the AOC 

complies with the spirit of the executive branch requirements. 

As a result, the financial statements have been prepared from 

the AOC’s accounting records in conformity with generally 

accepted accounting principles (GAAP). GAAP, for federal 

entities, are the standards prescribed by the Federal Accounting 

Standards Advisory Board (FASAB). To facilitate analysis, the AOC 

has organized these financial highlights as follows:

 Financial Position Overview: Balance Sheet

 Operational Results: Statement of Net Cost

 Cumulative Overview: Statement of Changes in Net Position

 Combined Statement of Budgetary Resources

 Limitations of the Principal Financial Statements

Financial Position Overview: Balance Sheet

The Balance Sheet provides a snapshot of the AOC’s financial 

position at a fixed point in time. It displays the amounts of 

current and future economic benefits owned or available for use 

(Assets), amounts owed (Liabilities) and residual amounts (Net 

Position) at the end of the fiscal year. 

Assets: As of September 30, 2019, the AOC reported total assets 

of $3.4 billion. This represents an increase of $164 million (5 

percent) over FY 2018 total assets of $3.2 billion. This change is 

primarily due to the $89 million increase in general property, 

plant and equipment (PP&E) and the $74 million increase in fund 

balance with Treasury (FBWT). These two asset classes account 

for 99 percent of the agency’s total assets.

The FBWT increase from the prior fiscal year was primarily due 

to additional multiyear ($227 million) and no-year ($72 million) 

project funding received for major campus restoration projects. 

This major capital project funding (including $62 million for 

the Cannon Renewal Project and $10 million for the House 

Historic Buildings Revitalization Trust Fund) covers needed 

building and system upgrades for the Capitol campus. When 

appropriated, the construction project funding increases the 

FBWT account immediately, although the amounts are obligated 

over the term of the appropriation (typically, five years) due 

to the long-term nature of such projects. Thus, while annual 

operating funds are generally both obligated and disbursed in 

the year appropriated, multiyear or no-year capital project funds 

are disbursed over the life of the appropriation — resulting in 

a higher FBWT balance in the year appropriated. The balance 

will decline over time as the construction program amounts 

 

 

FIGURE 11 Audit Material Weaknesses and Significant Deficiencies

FIGURE 12 Summary of Total Assets
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 33

are disbursed. Figure 12 summarizes the total assets by major 

component at September 30, 2019.

PP&E is the AOC’s largest asset, representing over 66 percent 

of total assets. PP&E, net of accumulated depreciation, equaled 

near $2.3 billion at fiscal year-end, an $89 million increase from 

the FY 2018 balance. The increase in PP&E from the prior year 

is primarily due to the capitalization of construction project 

improvements, net of depreciation expense. Major capitalized 

improvements included Phase 1 of the Cannon Renewal Project 

($153 million), the Rayburn House Office Building Garage Interior 

Restoration ($31 million), the House of Representatives Child Care 

Center ($16 million) and the Russell Exterior Envelope Project 

($13 million). Figure 13 summarizes the PP&E balances by asset 

class at September 30, 2019. The largest asset class of AOC’s 

PP&E balance is building improvements ($1.2 billion, 52 percent 

of total PP&E). The majority of the AOC’s building portfolio is 

made up of historic buildings whose ages exceed the standard 

40-year accounting useful life and most of the original costs of 

the buildings are fully depreciated. The remaining balance sheet 

value is in improvements. This category is followed by buildings 

($631 million, 28 percent) and construction work-in-progress ($222 

million, 10 percent). In FY 2019, the largest construction work-inprogress projects included Phase 2 of the Cannon Renewal Project 

($28 million), the Rayburn Building Security Window Installation 

($15 million), the U.S. Capitol Building Exterior Stone and Metal 

Preservation Project ($15 million) and Phase 2 of the Senate 

Underground Garage and Landscape Restoration ($14 million). The 

AOC expects the PP&E balance to continue to increase in future 

years due to capital cost accumulations related to the Cannon 

Renewal Project and various campus restoration projects. 

The remainder of the AOC’s assets are comprised of investments, 

accounts receivable, retail inventory held for sale in the CVC gift 

shops and other assets such as travel advances. Investments are 

composed of two primary instruments: the Capitol Visitor Center 

Revolving Fund held with the U.S. Department of Treasury (near 

$25 million) and an escrow balance held with the public related 

to the Thurgood Marshall Federal Judiciary Building3

 (near $11 

million). Total investments equaled $35 million, representing a net 

increase of $2 million, or 6 percent from FY 2018. This increase is 

primarily a result of increased Treasury security holdings (and the 

corresponding investment income earned) from monies received 

from sales by the CVC gift shops, net of expenses and commissions 

3

 The AOC’s investments include funds held by a trustee outside of the U.S. 

Department of Treasury as a result of financing the construction of the 

Thurgood Marshall Federal Judiciary Building. Congress did not appropriate 

funds for this building’s construction but, instead, authorized the use of private 

financing to cover its cost. In 1989, the AOC entered into a development 

management agreement with Boston Properties for its design, development 

and construction. Shearson Lehman Hutton, Inc. and Kidder, Peabody, & Co., 

Inc., issued 30-year Serial Zero Coupon Certificates of Participation to finance 

the construction. Pursuant to a Trust Agreement, the proceeds were received by 

a trustee, The United States Trust Company of New York (now the Bank of New 

York Mellon). The Operating Reserve Fund is held in reserve to cover the future 

renovation needs of the building.

from vendor food service operations at the Capitol Cafe. The CVC 

Revolving Fund investments are first available for the operation 

of the gift shops and — after consultation with the appropriate 

oversight committees — any remaining funds may be used for 

the operation of the CVC. The escrow reserve fund supporting the 

Marshall Building may be used for renovations to that facility. 

The annual trend in the AOC’s total assets for FY 2014 through 

FY 2019 is presented in Figure 14. As displayed, the total assets 

increased by $772 million, or 30 percent, over this period. 

This increase is principally the result of a $429 million (24 

percent) increase in general property, plant and equipment 

(net of accumulated depreciation) and a $343 million increase 

(46 percent) in the fund balance with Treasury (FBWT). The 

largest single component of the FBWT increase is related to 

the appropriations designated for the AOC’s House Historic 

Buildings Revitalization Trust Fund. Since FY 2014, Congress has 

enacted more than $187 million in appropriations to support 

the revitalization of major historic buildings and assets of the 

U.S. House of Representatives, which the AOC is responsible for 

maintaining and preserving. Multiyear/no-year appropriations 

to the AOC’s jurisdictions make up the remaining component 

of this FBWT increase. The AOC uses multiyear and no-year 

appropriations to fund many of its long-term construction 

projects. The agency’s FY 2016–FY 2019 budgets each included 

$62 million in direct appropriations for the restoration and 

renewal of the Cannon House Office Building. The general 

property, plant and equipment increase was a result of the 

capitalization of multiple large construction projects over this 

period, including the U.S. Capitol Dome restoration, Phases 0 

and 1 of the Cannon Renewal Project, the cogeneration plant 

and multiple stone restoration and preservation projects.

FIGURE 13 Net PP&E by Asset Class
34 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

The AOC maintains an important collection of heritage assets 

(including artwork, architectural features, reference and library 

materials, archival collections and living botanical assets) and 

stewardship land (including the U.S. Capitol Grounds). Heritage 

assets and stewardship land have historic or natural significance, 

are of cultural, educational or artistic importance, or have 

significant architectural characteristics. In accordance with the 

FASAB standards, the Balance Sheet does not include a dollar 

value for its heritage assets and stewardship land. Instead, as 

these assets are expected to be preserved indefinitely, they are 

carried at a zero dollar amount on the agency’s Balance Sheet.4

The reporting standards include an exception for multiuse 

heritage assets — namely, heritage assets that are primarily used 

for general government operations. The AOC’s multiuse heritage 

assets are included on its Balance Sheet at its cost of acquisition or 

betterment and identified in Table 11.

Liabilities: At the end of FY 2019, the AOC’s total liabilities 

amounted to $409 million, a $5 million (1 percent) increase 

from FY 2018. Major liability changes included a $12 million (11 

percent) increase in Contract Holdbacks and Other Liabilities — 

due to a $4 million (32 percent) increase in contract holdbacks 

from construction project work, a $4 million (9 percent) increase 

in Advances from Others and a $1 million (2 percent) increase in 

Contingent and Environmental Liabilities. These increases were 

offset by a $3 million (3 percent) decrease in federal employee 

benefits — mainly due to a decrease in workers’ compensation 

— and a $10 million (12 percent) decline in debt held by the 

public due to required semiannual bond payments attributable 

to the Marshall Building’s construction.

4

 In addition, federal entities are required to provide a description of major 

heritage asset categories, physical unit information at the end of the reporting 

period, physical units added or withdrawn during the year, a description of 

the methods of acquisition and withdrawal, and condition information. For 

further detail, see the Notes to the Financial Statements (Note 9) and Required 

Supplementary Information, both in Section III: Financial Information of 

this report.

Figure 15 provides the total liabilities by component as of 

September 30, 2019. The AOC’s largest component of total 

liabilities was federal employee benefits, which accounted 

for $85 million (21 percent) of the total liabilities. This balance 

included the workers’ compensation liabilities associated with 

the Federal Employees’ Compensation Act (FECA) ($61 million) 

and accrued payroll and annual leave ($24 million). Other major 

liabilities included contingent and environmental liabilities 

($79 million or 19 percent) related to estimated asbestos-

 

FIGURE 14 Trend in Total Assets

TABLE 11 Multiuse Heritage Assets at the AOC

FACILITY AOC JURISDICTION

U.S. Capitol Building Capitol Building

Main Boiler Building Capitol Power Plant

East Refrigeration Plant Capitol Power Plant

Old Generator Building Capitol Power Plant

Cannon House Office Building House Office Buildings

Longworth House Office Building House Office Buildings

Rayburn House Office Building House Office Buildings

East and West House 

Underground Garages House Office Buildings

Ford House Office Building House Office Buildings

Thomas Jefferson Building Library Buildings and Grounds

John Adams Building Library Buildings and Grounds

James Madison Memorial Building Library Buildings and Grounds

Russell Senate Office Building Senate Office Buildings

Dirksen Senate Office Building Senate Office Buildings

Hart Senate Office Building Senate Office Buildings

Senate Underground Garage Senate Office Buildings

Daniel Webster Page Residence Senate Office Buildings

U.S. Supreme Court Building Supreme Court Building 

and Grounds

Thurgood Marshall Federal 

Judiciary Building

Supreme Court Building 

and Grounds

Conservatory U.S. Botanic Garden

Administration Building U.S. Botanic Garden
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 35

related cleanup costs, debt held by the public ($70 million or 17 

percent) related to the 30-year Serial Zero Coupon Certificates of 

Participation to finance the Marshall Building’s construction.

The AOC presents the annual trend in total liabilities for FY 

2014 through FY 2019 in Figure 16. Since FY 2014, the AOC’s 

total liabilities have increased by $58 million or 16 percent. This 

change was primarily driven by the following account increases: 

a $57 million increase in long-term debt to Washington Gas for 

the cogeneration plant, $41 million in advances from others, $20 

million in other liabilities, $9 million in contract holdbacks and 

$7 million in accrued annual leave. These increases were offset 

by declines in the following liability balances: $44 million in 

debt held by the public related to the financing of the Marshall 

Building’s construction, $17 million previously owed to the 

General Services Administration (GSA) related to the O’Neill 

House Office Building construction, $6 million in contingent and 

environmental liabilities, $6 million in federal employee benefits 

and $3 million in capital lease payments.

Operational Results: Statement of Net Cost

The Statement of Net Cost presents the AOC’s total net cost of 

operations by responsibility segment (jurisdiction). Net cost 

includes total program costs less all earned revenues attributed 

to and permitted to be offset against those costs. The AOC’s net 

cost of operations in FY 2019 totaled $610 million, an increase 

of $59 million or 11 percent from FY 2018. The increase in net 

costs was a result of increased operational and program costs 

for facilities maintenance and repairs, mandatory cost-ofliving payroll increases, higher nonpay (e.g., inflationary and 

utility rate) costs and enhanced support for security services 

and capital projects. The trend in the net cost of operations is 

displayed in Figure 17.

A comparison of the AOC’s total net cost by responsibility 

segment for FY 2019 and FY 2018 is displayed in Figure 18. 

Significant increases, year over year, included: 

 House Office Buildings: Net costs increased by $28 million (34 

percent) due to support costs for the Cannon Renewal Project, 

the realignment of operating costs for the O’Neill House Office 

Building, the branded restaurant installation and other minor 

construction projects, along with a decrease in the lump-sum 

rent and utility payments from the Department of Health and 

Human Services for space used in the O’Neill Building.

 Senate Office Buildings: Net costs increased by $12 million 

(15 percent) due to increased payroll due to inflationary costs 

for pay and benefit programs, along with higher facilities 

maintenance costs — including lease escalation costs.

FIGURE 15 Summary of Total Liabilities

FIGURE 16 Trend in Total Liabilities

 

FIGURE 17 Trend in Net Cost of Operations
36 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

 Capitol Building: Net costs increased by $7 million (14 

percent) due to increased facilities management and support 

costs related to the U.S. Capitol Building Exterior Stone and 

Metal Preservation Project and other improvement projects.

 Capitol Police Buildings, Ground and Security: Net costs 

increased by $5 million (17 percent) due to increased 

operating costs due to inflationary costs for pay and nonpay 

programs, along with enhanced support for security services.

 Library Buildings and Grounds: Net costs increased by $5 

million (12 percent) due to increased costs for operations 

and facilities maintenance, including general repairs and 

warehouse structural repairs.

Significant decreases in the net cost of operations included: 

 Supreme Court Building and Grounds: Net costs decreased by 

$3 million (13 percent) primarily due to an increase in offsetting 

reimbursements for capital improvements and increased 

revenue from operating expenses for the Marshall Building.

 U.S. Capitol Visitor Center: Net costs decreased by $1 

million (5 percent) due to the cost capitalization of 

construction work-in-progress projects such as the House 

of Representatives’ parking lot curb installation, Cultural 

Landscape Report and other smaller projects.

Earned Revenues by Source: As depicted in Figure 19, the 

AOC’s primary source of revenue was intragovernmental 

reimbursements from the judiciary branch for facility operations 

in the U.S. Supreme Court Building and Marshall Building ($35 

million, 51 percent). This represented a 15 percent increase 

from $31 million in FY 2018. Other principal revenue sources 

were from rent, recycling proceeds and miscellaneous revenues 

earned at multiple AOC jurisdictions, which amounted to $16 

million (23 percent) of all earned revenues, and reimbursements 

paid to the Capitol Power Plant for the provision of steam and 

chilled water to nonlegislative branch entities near the Capitol 

campus, which increased from $10 million to $11 million. This 10 

percent increase was primarily due to a 7 percent rise in the rate 

for steam and chilled water. Other revenue sources include rent 

from the Administrative Office of the U.S. Courts for space in 

the Marshall Building, U.S. Capitol Visitor Center gift shop sales 

and restaurant commissions and other reimbursements. Overall, 

 

 

 

FIGURE 18 Summary of Net Cost of Operations by AOC Responsibility Segment

FIGURE 19 Earned Revenue by Source
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 37

revenues increased by 8 percent from $64 million in FY 2018 to 

$69 million in FY 2019. 

Cumulative Overview: Statement of Changes in 

Net Position

The Statement of Changes in Net Position identifies the 

difference between all financing sources available to and used 

by the AOC to support its net cost of operations. Increases or 

decreases in an organization’s net financial position are an 

indicator of its financial health. Net position is the sum of two 

components: cumulative results of operations and unexpended 

appropriations. Each component is displayed separately to 

facilitate more detailed understanding of the changes to net 

position as a whole. 

The AOC’s net position at September 30, 2019, shown on 

both the Balance Sheet and the Statement of Changes in 

Net Position, was $3.0 billion, a $159 million increase from FY 

2018. This change was due to an increase of $84 million to the 

cumulative results of operations and a $75 million increase in 

unexpended appropriations. As depicted in Figure 20, net 

position has steadily increased over the past six years — from 

$2.3 billion in FY 2014 to $3.0 billion in FY 2019, a $715 million 

(32 percent) increase. This increase stemmed from an increase in 

appropriations for multiyear and no-year capital projects.

Combined Statement of Budgetary Resources

The Combined Statement of Budgetary Resources (SBR) reports 

how the AOC obtained its budgetary resources and the status 

of these resources at the end of the fiscal year. This statement 

displays the key budgetary equation — Total Budgetary 

Resources equals total Status of Budgetary Resources. 

The AOC develops its budget request to make the investments 

necessary to preserve and maintain the national treasures 

entrusted to its care. Congress enacts separate appropriations 

for each AOC jurisdiction. For FY 2019, the legislative branch 

budgetary resources provided to the AOC amounted to $733.7 

million, comprised of four components. The agency’s operating 

budget was the largest component of the AOC’s enacted 

appropriations, at $435 million (59 percent). The operating 

budget funds payroll, utilities, facilities maintenance, centralized 

activities, infor mation services, power plant operations and 

maintenance, grounds care, safety operations and mainte nance, 

and architecture, engineering, visitor and curatorial services. The 

multiyear capital projects budget, at $227 million (31 percent), 

was the second largest component of the AOC appropriations 

and remained steady from FY 2018 levels to support the ongoing 

construction, upgrades, improvements and preservation of 

the facilities under the AOC’s stewardship. No-year funding of 

$62 million (8 percent) for the restoration and renovation of 

the Cannon House Office Building remained consistent with 

FY 2018’s funding level. The fourth component of $10 million (1 

percent) was added to the House Historic Buildings Revitalization 

Trust Fund5

 (the Fund) — an equivalent amount to the previous 

fiscal year. Congress created the Fund in FY 2010 to support the 

revitalization of the major historic buildings and assets of the 

U.S. House of Representatives. Amounts deposited into the Fund 

are available until expended. In the six fiscal years between FY 

2014 and FY 2019, appropriations of $187 million were deposited 

into the Fund. The AOC is not required to prepare stand-alone 

financial statements for the Fund and its balance and activity 

is contained within the House Office Buildings responsibility 

segment of the AOC’s consolidated financial statements. 

Figure 21 provides the AOC’s enacted appropriations over 

the last six fiscal years. The AOC’s FY 2019 appropriations level 

reflects an increase of more than $21 mil lion from FY 2018 levels. 

This increase was chiefly due to the provision of operating 

resources to meet mandatory payroll and inflationary nonpayroll increases and provide resources to support and oversee 

the agency’s expanding footprint. The differences between 

the enacted spending lev els displayed in this figure and the 

5

 The House Historic Buildings Revitalization Trust Fund, despite its name, is a 

general appropriation fund. As a result, this account is not classified as “Funds 

from Dedicated Collections” on the Balance Sheet.

Did You Know?

You can read the Architect of the Capitol’s written statements 

to the appropriations committees of the U.S. House of 

Representatives and U.S. Senate with respect to the agency’s 

FY 2020 budget request at: www.aoc.gov/testimony

 

 

 

FIGURE 20 Trend in Net Position by Category
SBR balance of $749.8 million includes $16.0 million in funds 

administered by the AOC for the care of the U.S. Supreme 

Court Building and its grounds, and minor special funds 

receipts. Per legislation, the AOC is responsible for the care 

of the U.S. Supreme Court Building and its grounds although 

the corresponding bud getary resources are included in the 

federal government’s judiciary branch, not the legislative 

branch, appropriations.6

Limitations of the Principal Financial Statements

The principal financial statements are prepared to report the 

financial position and results of operations of the AOC consistent 

with the requirements of 31 U.S.C. § 3515(b). The statements 

are prepared from the AOC’s books and records in accordance 

with federal GAAP and in the spirit of the formats prescribed by 

OMB. Reports used to monitor and control budgetary resources 

are prepared from the same books and records. The financial 

statements should be read with the realization that they are for 

a component of the U.S. government, a sovereign entity.

6

 40 U.S.C. §§ 6111 and 6112 established the AOC’s responsibility for the 

structural and mechanical care of the U.S. Supreme Court Building, including 

the care and maintenance of its grounds.

 

 

 

 

 

 

 

Note: The enacted appropriations represents legislative branch funding 

to the AOC. The display excludes the judiciary branch appropriation for 

the AOC's care of the Supreme Court Building and Grounds

FIGURE 21 Trend in Total Enacted Appropriations

Heritage Asset Conservation

One of the AOC’s core functions is to preserve the Capitol campus. This 

preservation mission encompasses a wide range of heritage assets that 

include historic buildings and structures, artwork and architectural 

features. A list of the major categories of AOC’s heritage assets is included 

in the Required Supplementary Information section of this report.

As part of the ongoing care of the Statue of Freedom following its 

restoration in 1993, the AOC maintained the sculpture for the eighth time 

during FY 2019. Conservators performing the work accessed the Statue of 

Freedom atop the Dome via a scaffold constructed around the outside of 

the sculpture. Treatment began with examination and documentation of 

interior and exterior surfaces of the statue. Conservators then washed the 

sculpture with mild detergent, tested for leaks, refilled seams with new 

epoxy, filled pits and reapplied a protective coating. In addition, the Capitol 

Sheet Metal Shop removed and sharpened the lightning points and then 

reinstalled by the conservators. The Statue of Freedom is scheduled for 

maintenance again in three to five years.

Additionally, the AOC structurally reinforced and maintained the 16 

historic benches located in the Capitol Rotunda to ensure their long-term 

preservation. Fourteen of the benches incorporate original elements 

from the benches that were designed for the Hall of the House of 

Representatives in 1859 and used there in 1859 and 1860. The steel plate 

reinforcement systems will mitigate damage and fully stabilize the benches' 

structural integrity. Conservators also performed regular maintenance on 

the benches.

Capitol 

Highlights

38 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 39

Financial Management Systems Framework and Strategy

The AOC’s core financial management system accounts for 

the AOC’s funds through approximately 780,000 annual 

transactions. Figure 22 depicts the AOC’s financial management 

system framework.

Key Financial and Reporting Systems

The AOC’s core financial management system, Legislative 

Branch Financial Management System (LBFMS), conforms to the 

requirements of the Federal Financial Management Improvement 

Act of 1996 (FFMIA). The system uses commercial-off-theshelf (COTS) software (Momentum®) designed for the federal 

government. Momentum® includes the following financial 

system modules: Budget Execution, Acquisitions, Purchasing, 

Receiving, Accounts Payable, Automated Disbursements, 

General Ledger, Credit Card, Fixed Assets, Workload, Contract 

Closeout, Travel and Project Cost Accounting. In addition 

to Momentum®, the AOC’s key financial and reporting 

systems include: 

 Capitol Visitor Center Point of Sale System (CVC POS) is a 

standalone back office retail inventory management system 

used to record daily CVC gift shop sales and inventory 

transactions. The CVC POS has a manual batch interface 

with LBFMS.

 Central Contractor Registration Connector (CCRC) is a 

Momentum® application that downloads the latest vendor 

information from the System for Award Management and 

updates the FMS vendor records.

 NEW! Citibank credit the card interface transmits credit card 

transaction data to LBFMS via a batch file. Before November 

2018, the AOC used a JPMorgan Chase credit card interface. 

 Data Marts assist in data management, including staging 

data during off-peak times and simplifying data structure for 

use by multiple systems. 

 Inventory Control System (ICS) is COTS software (Maximo®) 

used to track the AOC’s inventory of materials, supplies and 

accountable property. With 150 users, ICS uses a life cycle 

and asset management system. Momentum® obli gations, 

the receipt of transactions and inventory draw-downs are 

integrated via batch interfaces.

 

FIGURE 22 Financial Management Systems Framework
40 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

 Invoice Processing Platform (IPP) is a secure, web-based 

electronic invoicing system provided by the U.S. Department 

of Treasury. IPP allows federal agen cies to simplify the 

management of vendor invoices and intragovernmental 

transactions. IPP interfaces with Momentum®. 

 National Finance Center (NFC) provides payroll and 

personnel services to the AOC as part of a cross-servic ing 

agreement with the U.S. Department of Agriculture. The NFC 

submits payroll transactions to Momentum® via a batch file 

through the Operational Data Store.

 Operational Data Store (ODS) is the AOC’s payroll and 

personnel database and is used as a warehouse for detailed 

employee payroll information. The ODS receives a batch 

file of NFC payroll data and creates a batch file of payroll 

transactions for export to Momentum®.

 Project Information Center (PIC) is an AOC-developed system 

used to track the status of projects. Momentum® provides 

budget and obligation data to PIC.

 NEW! Reporting and Analytics business intelligence tools 

used by the AOC include Microsoft SQL Server Reporting 

Services and Tableau.

 NEW! SATO E2 Solutions Travel System (E2 Solutions) was 

deployed by the AOC this fiscal year. The system provides 

end-to-end travel management services via a secure web 

portal and interfaces with Momentum®. The E2 Solutions 

system is part of the GSA E-Gov Travel Service, a federalwide, web-based, shared travel management service.

 System for Award Management (SAM) is an official website 

created by the GSA to aid vendors interested in doing 

business with the federal government. The CCRC, the only 

system within SAM used by the AOC, provides information 

to the agency on vendors that do business with the 

federal government.

 U.S. Department of Treasury Systems allow the AOC to 

rec oncile and report on the agency’s funds. These systems 

include the Governmentwide Treasury Account Symbol 

Adjusted Trial Balance System (GTAS) for monthly trial 

balance reporting, Governmentwide Financial Report System 

(GFRS) to support governmentwide financial statements, 

Treasury Payment Automation Manager (PAM) and IntraGovernmental Payment and Collection (IPAC) supporting 

intra-agency transactions. In addition, the AOC utilizes 

Treasury’s Pay.gov website to seamlessly manage the 

collections of fees and other payments.

Financial Systems Strategy 

The AOC’s financial systems strategy supports mission 

performance, facilitates interagency planning and improves 

transparency and accountability. Continued standardization 

of financial activities within a shared services environment 

improves the agency’s business processes, leading to greater 

efficiencies and cost stabilization. 

Since FY 2016, the AOC has used Legislative Branch Financial 

Management System (LBFMS), a shared-service financial 

management system hosted by the Library of Congress. 

An infographic on Page 41 (Legislative Branch Financial 

Management System) displays the participating agencies 

and the systems included in this shared environment. LBFMS 

operations and hosting continued as a major focus in FY 2019, 

including opening the solicitation process for financial system 

support services and hosting. This fiscal year, the AOC deployed 

single sign-on user authentication for Momentum®, improving 

the end-user experience and security.

The AOC also joined the General Services Administration (GSA) 

SmartPay 3 program and transitioned to Citibank purchase 

cards. The GSA SmartPay 3 program provides federal agencies 

with shared service purchase card payment solutions. The GSA 

SmartPay 3 program offers streamlined transaction processing, 

increased accountability and robust data tools. The AOC also 

transitioned from JPMorgan Chase to a new service provider, 

using the Library of Congress’ Citibank interface. For this 

project, the AOC and Citibank teams conducted heavy testing 

and error resolution in an agile system environment. As a result, 

the AOC was one of the first federal agencies to successfully roll 

out the program. 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 41

During FY 2019, the AOC also implemented E2 Solutions — 

a secure, web-based, automated service. The LBFMS system 

provides the AOC with online travel management functions 

using processes and procedures consistent with the Federal 

Travel Regulations, Agency Travel Policy and other applicable 

travel guidance. The deployment of this system eliminated the 

need for manual, paper-based travel processes and improved 

the AOC’s management of travel spending, access to FedRooms 

(the U.S. government hotel program) and GSA contract fares, 

improved customer service and expanded internal controls. The 

Government Accountability Office (GAO) paved the way for the 

GSA e-Travel interface within the LBFMS, thereby reducing the 

AOC’s overall system deployment efforts and costs.

Efforts to replace legacy financial reporting tools continued this 

fiscal year. The replacement tools allow for better management 

and reporting of big data. In addition to reduc ing the agency’s 

system costs, these report migration and consolidation efforts 

help agency users by improving data consistency, access, 

usability and context. This fiscal year, the AOC began using 

Tableau software to produce management dashboards. 

These dashboards allow the Chief Financial Officer (CFO) to 

support the agency in a more strategic role by helping the 

AOC’s Performance, Strategy and Innovation team report on 

agency performance. Associated with this effort, the CFO is 

implementing a governance strategy and processes to ensure 

the integrity of agency reporting and the underlying data.

Next fiscal year, the AOC will expand its suite of Apple iPhone 

Maximo® Anywhere applications by implementing an issues 

and return application. Once implemented, this application 

will allow employees to use their AOC-issued iPhones for 

inventory management functions. The AOC also intends to 

implement CGI Federal’s interface to the Bureau of the Fiscal 

Service’s Collections Information Repository (CIR) in December 

2019. CIR is a web-based tool that automates the recording of 

cash collections, thus eliminating the need for the AOC staff to 

manually enter Pay.gov, OTCnet and Card Acquiring Services 

transactions into Momentum®. 

SYSTEMS INCLUDED:

MOMENTUM®  CORE FINANCIAL MANAGEMENT SYSTEM

MAXIMO®  INVENTORY CONTROL SYSTEM

SATO E2 SOLUTIONS TRAVEL SYSTEM  TRAVEL MANAGEMENT SERVICES SYSTEM

ARCHITECT OF

THE CAPITOL

CONGRESSIONAL

BUDGET OFFICE

GOVERNMENT 

ACCOUNTABILITY OFFICE

 LIBRARY OF CONGRESS

THE MEDICARE PAYMENT

ADVISORY COMMISSION

OFFICE OF CONGRESSIONAL 

WORKPLACE RIGHTS

OPEN WORLD 

LEADERSHIP CENTER 

U.S. CAPITOL POLICE

INFOGRAPHIC Legislative Branch Financial Management System
42 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

Management Assurances and Other Financial Compliances

Federal Managers’ Financial Integrity Act 

The AOC’s leadership is responsible for establishing and 

maintaining effective internal control and financial management 

systems that meet the objectives of the Federal Managers’ 

Financial Integrity Act of 1982 (FMFIA). The FMFIA requires 

agencies to establish internal control and financial systems that 

provide reasonable assurance that the following objectives 

are achieved: effective and efficient operations, compliance 

with applicable laws and regulations, and financial reporting 

reliability. The Office of Management and Budget (OMB) 

Circular A-123, Management’s Responsibility for Enterprise 

Risk Management and Internal Control, implements the FMFIA 

and defines management’s responsibilities for enterprise risk 

management and internal control. The FMFIA requires agencies 

to provide an annual statement addressing internal accounting 

and administrative controls and to perform ongoing evaluations 

and reporting of the adequacy of the controls within the agency.

As a legislative branch agency, the AOC is not subject to FMFIA 

requirements. Nonetheless, the AOC considers internal control 

to be an integral part of the systems and processes it uses 

to manage daily operations in support of its strategic goals 

and objectives. The AOC holds its managers accountable for 

efficiently and effectively performing their duties in compliance 

with applicable laws and regulations and for maintaining the 

integrity of their activities through the use of internal controls. 

Within the AOC, the internal control program is managed by 

the Chief Financial Officer. The Risk Management Officer has 

the responsibility to manage the ongoing internal control 

components of the organization-wide program that follows 

the principles of OMB Circular A-123, Appendix A, Management 

of Reporting and Data Integrity Risk and the Government 

Accountability Office’s (GAO) Green Book. The internal control 

components under evaluation include the following: control 

environment, risk assessment, control activities, information 

and communication, and monitoring. The AOC also provided 

a Summary of Financial Statement Audits and Management 

Assurances, as required by OMB Circular A-136, Financial 

Reporting Requirements, revised, in this report’s Section IV: 

Other Information.

Financial Reporting

This fiscal year, the AOC relied on the independent financial 

statement audit to support the agency’s assessment of internal 

controls over financial reporting.

Risk Management

Consistent with the latest OMB A-123 guidance, the AOC 

is taking a maturity model approach to how Appendix A 

is implemented and how risk management activities are 

integrated throughout the agency. The AOC will continue to 

The AOC continues to expand its enterprise risk management program with a vision to integrate risk management concepts into operational and strategic 

decision-making.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 43

explore logical integration points between enterprise risk 

management activities and internal control processes to 

preserve organizational value and enhance decision-making.

Further implementation of the ERM program will build upon 

the AOC’s strategic review process established by the GPRA 

Modernization Act of 2010. 

At the AOC, future-planned activities include the linkage of 

ERM to the agency’s strategic goals, objectives and outcomes 

— enabling the AOC to improve its mission delivery. To that 

end, successful implementation requires the AOC to continue 

fostering a transparent culture that encourages the open 

communication about potential risks. The AOC’s ERM program 

is an opportunity to help the agency improve its processes and 

performance, while also formalizing the impressive work already 

undertaken by its personnel.

Financial Systems

As discussed in the Federal Financial Management Improvement 

Act section of the PAR, FFMIA requires federal agencies’ financial 

management systems to provide reliable financial data that 

complies with federal financial system requirements, applicable 

federal accounting standards and the U.S. Government Standard 

General Ledger at the transaction level. To assess conformance, 

the agency uses internal control assessments based on 

implementation guidance from OMB, results of OIG reports and 

reports from the annual independent financial statement audit. 

The overall assessment relies upon the evaluations made under 

the OMB Circular A-123, Appendix A. When applicable, particular 

importance is given to any material weakness or significant 

deficiency identified during the internal control assessments.

Overall Assessment

Based on the procedures performed, the AOC does not consider 

any identified deficiencies to be material weaknesses in internal 

controls that would warrant a less than unqualified assertion 

on internal control over reporting or significant deficiency 

reporting for FMFIA systems purposes. 

Other Information

A summary of the management assurances is provided in 

Section IV: Other Information. For additional information, please 

refer to The AOC Inspector General’s Statement of Management 

Opportunities and Performance Challenges, also located in 

Section IV.
Acting Architect’s Statement of Assurance

44 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 45

Summary of Financial Statement Audit Material 

Weaknesses and Nonconformances 

At the close of FY 2019, the AOC had no material weaknesses 

or other nonconformances in internal control over program 

operations and compliance with applicable laws and 

regulations. Material weaknesses and reportable conditions are

determined by management. Using a variety of information 

sources, the AOC managers and staff continuously assess and 

improve the effectiveness of internal control for program 

operations. These information sources include, but are not 

limited to, management knowledge gained from the daily 

operation of programs and systems, management reviews, 

program evaluations and the annual independent financial 

statement audit.

Material Weaknesses Summary 

A material weakness is defined as a reportable condition 

that the agency head determines to be significant enough 

to be reported outside the agency. In FY 2019, zero audit 

material weaknesses were identified in the agency’s financial 

statement audit.

Nonconformances Summary 

A reportable condition is defined as a control deficiency, or 

combination of control deficiencies, that in management’s 

judgment represent significant deficiencies in the design or 

operation of internal controls that could adversely affect the 

organization’s ability to meet its internal control objectives. In 

FY 2019, zero nonconformances were identified in the agency’s 

financial statement audit. 

Other Financial Compliances

Anti-Deficiency Act 

The Anti-Deficiency Act, as amended, prohibits federal agencies 

from obligating or expending federal funds in advance or in 

excess of a congressional appropriation and from accepting 

voluntary services. The agency had no Anti-Deficiency Act

violations for FY 2019.

Debt Collection Improvement Act

The Debt Collection Improvement Act of 1996 requires that any 

nontax debt or claim owed to the U.S. government that is 180 

days delinquent, with certain exceptions, will be referred to 

the U.S. Department of the Treasury (Treasury) for collection. 

Debt that is in litigation or foreclosure, with a collection agency 

or designated federal debt collection center, or that will be 

disposed of under an asset sales program, is exempt from 

transfer. The AOC did not refer any debts to Treasury for 

collection in FY 2019.

Digital Accountability and Transparency Act 

The Digital Accountability and Transparency Act of 2014 (DATA Act) 

was implemented in May 2017 for the federal executive branch. 

The DATA Act sets the standards for federal financial data to 

make federal spending data more accessible, searchable and 

reliable. As a legislative branch agency, the AOC is not required 

to comply with the DATA Act and is not participating in the 

report submissions.

Federal Financial Management Improvement Act 

The Federal Financial Management Improvement Act of 1996 

(FFMIA) requires that federal agencies’ financial management 

systems comply with federal accounting standards, federal 

system requirements and the U.S. Standard General Ledger 

(USSGL) at the transaction level. An agency achieves substantial 

compliance when the agency’s financial management systems 

routinely provide reliable and timely financial information for 

managing day-to-day operations, as well as producing reliable 

financial statements. The AOC substantially complied with the 

FFMIA in FY 2019. 

Federal Information Security Modernization Act

The Federal Information Security Modernization Act of 2014 

(FISMA) requires each executive branch agency to develop, 

document and implement an agencywide program to 

provide security for government information and information 

systems that support agency operations and assets. FISMA 

is inapplicable to legislative branch agencies and the AOC, 

therefore, is not required to comply with its requirements. 

Nonetheless, the AOC references FISMA and the U.S. GAO 

Federal Information System Controls Audit Manual and the 

National Institute of Standards and Technology (NIST) Special 

Publications for guidance on its risk-based information 

security program. 

The AOC, with support from an independent third party, 

reaccredits its information systems every three years and tests 

approximately one-third of all controls each intermediate 

year. This effort evaluates the information security controls 

consistent with the AOC’s policies. The AOC’s risk management 

and continuous monitoring strategy is based on current 

NIST guidelines.

Last year, the AOC improved its information systems security 

posture by becoming the first legislative branch agency to 

deploy two-factor authentication for all system access. In FY 

2019, the AOC improved its security by revamping the agency’s 

computer security awareness training, testing controls and 

procedures (including phishing and spear phishing tests); 

enforcing procedures and processes for detecting, reporting 

and responding to security incidents; improving vulnerability 
46 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

scanning; and remediating and patching systems in a 

timely manner.

The AOC tested and monitored the incident response program 

in FY 2019. This monitoring used internal agency procedures, 

along with managed security monitoring and enterprise 

infrastructure, provided by Security Information and Event 

Management (SIEM) services. Independent tests verified that 

managed SIEM protects the AOC against cybersecurity threats, 

provides immediate assessment and response to security 

incidents, and adheres to regulatory requirements for log 

auditing, security and compliance reporting. The AOC also 

used enhanced industrial security controls to strengthen the 

cybersecurity of its computer-controlled systems.

The AOC uses annual independent assessments and multiple 

audits to evaluate information systems and security programs. 

In addition, this fiscal year, the AOC Office of Inspector General 

(OIG) conducted an evaluation of the AOC’s cybersecurity 

program in response to a request from the U.S. House 

Committee on Administration. The OIG made three findings 

and three recommendations, and the AOC concurred with each 

recommendation. Through these activities, the AOC improves 

information system documentation and mitigates cybersecurity 

risks and weaknesses.

Improper Payments Information Act and Other Legislation

Please refer to Section IV: Other Information for a brief summary 

of additional financial management legislation — the Improper 

Payments Information Act and the Fraud Reduction and Data 

Analytics Act — and their applicability to the AOC. 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 47

The deferred maintenance and capital renewal backlog is the agency’s most critical management challenge. The aging infrastructure necessitates routine repairs and 

maintenance to prevent the further deterioration of the facilities under the AOC's care.

Forward-Looking Information

The AOC faces unique challenges in meeting its mission to serve 

Congress and the Supreme Court, preserve America’s Capitol 

and inspire memorable visitor experiences. By identifying and 

defining the most difficult challenges facing the agency, the 

AOC can mitigate barriers to operational success and identify 

opportunities for improvement. This subsection of the report 

outlines the AOC’s most significant challenges, as determined by 

management and the steps the AOC has taken to address them. 

At the close of FY 2019, the AOC management identified 

six management challenges. The AOC’s Office of Inspector 

General (OIG) also identified nine management opportunities 

and performance challenges, four of which address similar 

challenges identified by AOC management. Section IV: Other 

Information includes the OIG’s statement defining the identified 

management opportunities and performance challenges. The 

AOC management has reviewed the OIG’s recommendations 

and pledges to address the matters and take appropriate 

actions in a timely fashion. Figure 23 provides a summary of the 

opportunities and performance challenges identified by AOC 

management and the OIG. Together, these 11 areas comprise 

the challenge areas facing the AOC. 

The following section summarizes the six challenges identified 

by AOC management.

FIGURE 23 Summary of AOC Management 

Challenges and OIG Management Opportunities 

and Performance Challenges

MANAGEMENT CHALLENGE AOC MANAGEMENT AOC OIG

Backlog in Deferred Maintenance 

and Capital Renewal 

Campus Security/Cybersecurity  

Energy Stewardship and 

Sustainability 

Management of Concurrent 

Construction Projects  

Attracting and Retaining a Skilled 

and Engaged Workforce / Human 

Capital Management

 

Workplace Safety and Health/

Balancing Safety and Security 

with Preservation and Heritage

 

Auditability and Documentation 

to Support Decisions (previously 

Data Quality Monitoring)



Lack of Whistleblower Protection 

Property Accountability and 

Surplus Property Disposal 

Managing UserRequested Changes 

Duplication of Effort without a 

Working Capital Fund 
48 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

Backlog in Deferred Maintenance and 

Capital Renewal

Challenge: Fiscal constraints prevent the AOC from fully 

addressing the maintenance needs for the aging historic 

infrastructure under its stewardship. At the close of FY 2019, the 

estimated deferred maintenance and capital renewal backlog for 

the Capitol campus was estimated at $1.77 billion. Of this total 

backlog, $593 million is needed to bring “poor” and “fair” facilities 

to “good” condition. At the fiscal year-end, 22 percent of AOC’s 

major buildings were assessed to be in “poor” condition. These 

facilities require significant investment for preservation and the 

safety of building occupants and visitors. Continued deferral will 

cause the facilities’ condition to decline further, increasing the 

time and cost needed to address the backlog.

AOC Initiatives: The AOC identified the deferred maintenance 

and capital renewal backlog as the agency’s top enterprise level 

risk and management challenge. As such, the AOC recognizes 

the need for increased funding to address the backlog. In FY 

2019, the AOC budget increased to $733.7 million (up from 

$712.1 in FY 2018), including $298.7 million for capital projects. 

This funding allows the AOC to continue deferred maintenance 

projects such as the U.S. Capitol Building Exterior Stone and 

Metal Preservation Project, Russell Exterior Envelope Project, 

Rayburn Garage Interior Rehabilitation, Senate Underground 

Garage and Landscape Restoration, Thomas Jefferson Building 

Roof Replacement and the U.S. Botanic Garden Conservatory 

Façade and Roof Restoration.

The AOC uses a draft Capitol Complex Master Plan (CCMP) 

to guide its long-range planning. The CCMP provides a 20-

year strategy for infrastructure priorities, investments and 

projects. From the CCMP, the AOC develops a Five-Year Capital 

Improvements Plan and conducts facility condition assessments 

(FCAs). In FY 2019, the AOC completed assessments for the 

Ford House Office Building, O’Neill House Office Building, Hart 

Senate Office Building, Packard Campus, Taft Memorial, Special 

Facility Center and the Senate Employee Child Care Center. The 

assessments provide the AOC with an objective condition rating, 

the Facility Condition Index (FCI). The FCI score is a standard 

facility benchmark to objectively assess a facility’s current 

and projected condition. Figure 24 shows the number and 

percentage of the AOC’s major buildings in each FCI category 

(i.e., poor, fair, good and very good) for the current fiscal year 

and in five years (FY 2024), assuming the AOC receives no 

additional deferred maintenance funding.

Looking ahead, the AOC will continue to use its existing 

planning tools and develop new functionality to prioritize, 

manage and respond to the deferred maintenance and capital 

renewal needs of congressional facilities. By the end of calendar 

year 2019, the AOC will establish a draft action plan for the 

deferred maintenance and capital renewal enterprise level 

risk. Facility condition assessments will continue to inform the 

AOC’s prioritization of restoration and repair projects, subject 

to the availability of funds and staff capacity. The AOC’s FY 

2020 budget request focused on the need for resources to fund 

capital improvement projects. 

 

 

FIGURE 24 Number and Percentage of AOC Major Buildings in Each FCI Rating Category, 

FY 2019 versus FY 2024 (Projected)
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 49

Campus Security

Challenge: The AOC is responsible for supporting the U.S. 

Capitol Police’s efforts to provide security for the Capitol 

campus. Securing government facilities and their perimeter 

from external threats, such as natural disasters or violent 

attacks, is a formidable task for all federal agencies. Keeping 

the agency’s physical and technology infrastructure secure 

and accessible, coordinating construction project security 

and managing the personnel suitability program — while 

also minimizing the impact of security protocols on visitors 

and those who work on the Capitol campus — remains a 

crucial challenge.

AOC Initiatives: The AOC addresses this challenge with a 

combination of new initiatives and long-term programs. These 

efforts support continuity of operations, critical infrastructure 

protection, congressional continuity, emergency management, 

employee and contractor suitability, construction project 

security and support for the U.S. Capitol Police.

In FY 2019, the agency implemented multiple security 

improvements. For example, the AOC continued collaborating 

with the U.S. Capitol Police on the phased repair and 

replacement to barriers and security kiosks across the Capitol 

campus. Using updated designs, the new kiosks will reduce the 

time and cost of recurring repair and maintenance. In addition, 

the AOC convened a multiagency task force to address the 

campus’ project security, resulting in a draft document on 

baseline security standards for construction projects. Further, 

the Architect of the Capitol sits on the Capitol Police Board and, 

in accordance with the Board priorities, the AOC implemented 

suitability process improvements to counter insider threats.

As the AOC’s mission critical facilities continue to age, their 

vulnerability increases. To address the risk of electrical outages, 

the agency began replacing the uninterruptible power 

supplies to ensure emergency management and congressional 

continuity will not experience downtime during routine 

maintenance. The AOC is also assessing and upgrading nearand long-term deficiencies in critical facilities and equipment.

To address the growing cybersecurity threat, the AOC prioritized 

a number of technology investments and activities. The agency 

holds sensitive material about the campus and its functions, and 

this information must be safeguarded. The AOC was the first 

legislative branch agency to deploy two-factor authentication for 

system access and the agency works closely with the Legislative 

Branch Cybersecurity Working Group to provide a comprehensive 

cybersecurity posture. At the same time, all agency employees 

receive annual cybersecurity training. Nonetheless, while the 

AOC has dedicated staff who focus on cyber defense, the AOC’s 

information technology funding is among the lowest in the federal 

government — 3 percent of its budget, compared to an average of 

11 percent. The AOC identified cybersecurity as one of the agency’s 

top enterprise level risks and management challenges. For that 

reason, the AOC’s FY 2020 budget submission requested support 

for three additional cybersecurity personnel. 

The AOC supports the U.S. Capitol Police and provides additional security functions for the Capitol campus, including the installation, upgrade and maintenance of 

security infrastructure.
Energy Stewardship and Sustainability

Challenge: After successfully meeting a 10-year, 30 percent 

energy reduction target in FY 2015, the AOC set a new target of 

reducing the agency’s energy usage by an additional 20 percent 

through FY 2025. This achievement would result in an aggregate 

50 percent energy reduction on the Capitol campus since FY 2005. 

Meeting this target will become more challenging as future energy 

reduction opportunities will be more scarce and costly to achieve. 

AOC Initiatives: During FY 2019, the agency continued to work on 

several energy savings projects. Most notably, the AOC concluded 

its first full year of cogeneration operations at the Capitol Power 

Plant. The cogeneration plant is a critical element of the AOC’s 

long-term energy savings strategy and will be the single largest 

factor in the reduction of the AOC’s energy consumption for years 

to come. Cogeneration uses highly efficient, clean, fuel-burning 

technology that supplies both steam and electricity to 23 facilities 

throughout the Capitol campus. With the completion of the 

cogeneration plant, the AOC expects to achieve future energy 

reduction targets, reduce environmental impacts and maintain 

a reliable source of chilled water and steam while decreasing 

unnecessary fuel consumption. After falling short of a 36 percent 

energy reduction target in FY 2018, the AOC met its FY 2019 target 

of 38 percent — demonstrating that cogeneration is already 

paying dividends for the agency.

In past fiscal years, the AOC used energy savings performance 

contracts (ESPCs) to accomplish infrastructure upgrades that 

have resulted in significant energy savings while limiting the 

upfront project costs. Congress authorized such contracts in 

The Energy Policy Act of 1992, which allows for the use of private 

sector financing to implement energy conservation methods 

and energy-efficiency technologies by federal entities. The 

AOC implemented previous successful ESPC projects in the U.S. 

Capitol and the House and Senate office buildings — saving 

the AOC more than $9 million in annual energy costs. Building 

on this strategy, in FY 2019, the AOC awarded a multiyear 

ESPC for the facilities managed by the Library Buildings and 

Grounds jurisdiction. This project will install energy-efficient 

systems, such as lighting, HVAC controls and water conservation 

improvements in the Library of Congress facilities. The AOC has 

also continued to replace antiquated pneumatic air handler 

controls in the James Madison Memorial Building with energyefficient direct digital controls (DDCs). 

Thomas Jefferson Building Roof Replacement

The Library of Congress’ Thomas Jefferson Building opened in 1897 to 

serve as the American national library. In 1922, the AOC was assigned 

responsibility for the maintenance, operation and care of the building. 

For almost a century, the AOC has worked to repair, renovate, restore and 

maintain the historic fabric of the grand structure. The AOC replaced the 

Jefferson Building’s copper roof, dome and torch in 1998. However, since 

then, significant water intrusion issues necessitated expensive temporary 

fixes until the roof could be replaced. 

During FY 2019, the jurisdiction completed a project to repair and replace 

the copper roof and the failed skylight over the West Main Pavilion. The 

project replaced approximately 9,000 square feet of copper roofing, 

installed six additional roof drains and replaced catwalks and the Great 

Hall skylight. These repairs addressed major water intrusion issues that 

had caused significant interior deterioration. In an associated follow-on 

effort, the AOC artisans restored damaged interior finishes including 

plaster walls, ceilings, ornamental elements and heart pine floors. 

At the same time, this fiscal year, the AOC also began renovations of the 

building’s East Main Pavilion roof, which protects the ornate Rare Book 

Reading Room and rare book storage vaults, which house some of the 

most important collections. The roof replacement project will continue 

through early FY 2020. 

Upon completion, these roof replacement projects will improve 

protection of the Thomas Jefferson Building’s historic fabric and 

artwork, as well as the valuable and rare collections contained in the 

nation’s library.

Capitol 

Highlights

50 Section 1 • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 51

After selecting an energy service company and completing 

an investment grade audit to outline the scope of work under 

the ESPC, the AOC will enter the implementation phase of the 

contract in FY 2020. The energy savings capital improvements 

in the Library of Congress’ facilities will be completed in late 

2021. The installation of energy-efficient DDCs in the Thurgood 

Marshall Federal Judiciary Building and the O’Neill House Office 

Building will provide additional savings. The AOC is developing 

a long-range Building Automation System master plan to 

identify additional energy savings opportunities through 

infrastructure upgrades and performance monitoring. In 

addition to energy savings, the AOC is focusing on sustainable 

practices — for example, ways to use water more efficiently — 

to reduce operating costs. For additional information, see the 

Energy and Sustainability Performance Management Report 

located in Section IV: Other Information.

Management of Concurrent Construction Projects 

Challenge: The AOC manages and executes multiple, 

simultaneous, high-visibility, large-scale and long-term projects 

to meet the critical infrastructure needs of the Capitol campus. 

These include projects such as the Cannon Renewal Project 

and the Capitol Power Plant’s Refrigeration Plant Revitalization 

Program, plus other large construction programs such as the 

U.S. Capitol Building Exterior Stone and Metal Preservation 

Project. The agency must successfully manage schedules, risks 

and costs for these large-scale, phased projects that, due to 

their criticality, are occurring simultaneously. Management 

must ensure the timely, safe and cost-efficient completion of 

these projects, while minimizing operational disruptions and 

sustaining the administrative support needed to manage the 

increased construction. 

AOC Initiatives: The AOC is enhancing its project planning, 

tools and development and management processes to ensure 

the efficient, effective delivery of its large portfolio of design 

and construction projects. These include the development 

of an assignment matrix to clarify roles, responsibilities and 

accountability of all participants in the project delivery process 

throughout the project life cycle. The AOC recently completed 

an analysis of the design-build project delivery method, 

including an investigation of best practices and an evaluation of 

lessons learned. 

The AOC recognizes the importance of project planning and 

initiation, including an analysis of client impact. This year, 

the AOC evaluated and refined project delivery metrics to 

provide transparency on the status of its managed design 

and construction projects. In addition, the AOC continued 

the process of implementing a new project management 

information system to replace the current obsolete system. 

This will enable the agency to more effectively track, manage 

and resource a portfolio of major construction projects. Once 

implemented, the new system will assist in the life cycle design 

and construction management process. This will permit project 

managers to provide better project execution data, including 

information as costs, schedules, resources and data analytics. 

In addition, the AOC will continue to advocate for more 

funding to bring staff to an adequate level to manage multiple 

approved restoration projects. As validated in the recently 

completed workforce study, this includes direct staff such as 

project managers, construction managers, project controllers, 

engineers, planners and construction inspectors. Just as 

important, the agency has begun to communicate the need for 

the administrative staff to support this workload — including 

the procurement, human resources and financial workforce to 

manage the contracts, staff and invoice payments associated with 

additional construction activity. In the short run, the AOC staff 

have actively stepped in to address needed functions. The agency 

has also used temporary staff and contracted construction 

managers and inspectors. However, these are not permanent 

solutions and risks to project execution develop when staff is 

overworked and taking on additional duties. 

The AOC continues to improve project management while 

also focusing on how the entire capital project portfolio is 

coordinated. By improving high-level analytical tools, as well 

as investing in the e-Builder project management information 

system, the agency will enhance its effectiveness and its 

understanding of project and program interdependencies. 

Attracting and Retaining a Skilled and 

Engaged Workforce 

Challenge: Attracting and retaining a highly qualified workforce 

is essential to carrying out the AOC's mission. The AOC requires 

a high-performing and engaged workforce of talented 

The AOC uses a multipronged approach to address its energy stewardship and 

sustainability challenges, including utilizing diverse energy sources such as solar, 

steam, natural gas and electric.
52 Section I • Management’s Discussion and Analysis ARCHITECT OF THE CAPITOL

tradespeople and professionals who can generally earn higher 

wages in the private sector. This challenge is compounded by the 

aging demographic of the AOC’s workforce. With a median age 

of 49 years, and the potential loss of institutional knowledge due 

to employee retirements and separations, succession planning is 

critical to the agency’s continued ability to meet its mission. 

AOC Initiatives: In FY 2019, the AOC undertook numerous 

initiatives focused on recruitment, employee development 

and workforce succession. These areas drive the agency’s 

short- and long-term human capital strategies that tie to the 

AOC’s Strategic Plan. This fiscal year, the AOC coordinated with 

its jurisdictions to identify staffing requirements and develop 

integrated talent management strategies to address the 

agency’s unique workforce needs.

The AOC’s FY 2019 recruitment efforts focused on hard-to-fill 

positions that require unique skill sets and competencies. Skilled 

tradespeople — such as construction contract specialists, 

electronic industrial controls mechanics, stonemasons and 

decorative plasterers — comprise more than 50 percent of the 

agency’s workforce. As a result, the AOC implemented succession 

planning strategies to mitigate the loss of institutional knowledge 

and expertise if a long-tenured employee were to retire. 

The AOC leveraged opportunities to brand itself as an employer 

of choice through the use of creative and flexible recruitment 

strategies. To attract individuals to the federal workforce, 

the AOC participated in numerous job fairs and college and 

university visits and promoted its Student Loan Repayment 

Program. To recruit experienced and skilled candidates, the AOC 

used its direct hire authority to expedite the hiring process. 

The AOC’s FY 2019 workforce retention efforts focused 

on improving employee satisfaction through expanded 

development opportunities and improved transparency of 

the performance evaluation processes. Improvements to the 

agency’s learning management system increased access to 

online training resources. The AOC also implemented employee 

The U.S. Capitol Grounds are comprised of 295 acres. This area includes lawns, 

parks, trees, horticultural display beds, gardens and decorative elements.

The Cannon Renewal Project, currently underway, will provide a comprehensive upgrade to the century-old Cannon House Office Building serving the 

U.S. House of Representatives.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Management’s Discussion and Analysis • Section I 53

development programs that provided opportunities to expand 

leadership and technical skills. 

These strategies focus on the development of an internal pipeline 

of qualified candidates. The AOC’s career development programs, 

which include the Architect’s Mobility Program, provide staff with 

opportunities to cross-train and develop skill sets so they will be 

better able to fill positions as vacancies occur. 

As the AOC looks to the future, its strategic workforce planning 

efforts will mitigate employee recruitment and retention 

challenges and allow the agency to identify and meet its 

staffing needs. The completion of the talent acquisition plans 

will include hiring strategies for skilled trade positions and 

other mission critical positions, and the agency will continue 

to use recruitment and retention incentives to fill positions as 

appropriate. To retain the workforce, the AOC will continue to 

provide employees with career advancement opportunities and 

implement enhancements to the learning and performance 

management systems.

Workplace Safety and Health

Challenge: The AOC is responsible for providing a safe and 

healthy environment for all who work in or visit the Capitol 

campus. Agency leadership strives to meet this responsibility by 

integrating safety and fire protection planning, environmental 

compliance and emergency preparedness into its operations 

and projects. Ensuring access to public buildings and preserving 

the AOC facilities’ historic and architectural integrity while 

meeting the safety and security requirements of the Capitol 

campus is a significant management challenge. 

AOC Initiatives: The AOC is focused on supporting a robust 

culture of safety. The agency continually works to integrate 

precautionary measures into its operations and construction 

projects. This fiscal year, the AOC’s safety team supported 

construction projects across the Capitol campus, from their 

design through the receipt of a certificate of occupancy. This 

support included design reviews, fire and life safety code 

compliance, fire alarm testing, walk-through inspections, 

construction specifications and hazardous waste management.

This fiscal year, the AOC’s injuries and illnesses (I&I) rate was 2.23 

per 100 employees, a significant decrease of 0.56 (20 percent) 

from the FY 2018 rate of 2.79. This reduction is attributable to an 

improved process to share best practices across the agency. This 

fiscal year, the AOC also continued to familiarize employees with 

the Safety Observations and Reflections (SOAR) program, which 

promotes a culture of safety for all employees. The AOC created 

an agencywide SOAR application and management dashboard 

to record workplace observations, encourage more safety 

conversations between staff and supervisors, support better data 

analysis and enhance management’s awareness of workplace 

hazards and safety issues. 

In addition, the AOC launched an Integrated Safety Management 

System (ISMS) in FY 2019. The ISMS is based on a proactive,

enterprisewide approach to incorporating standard safety 

practices. It also addressed better communications to improve 

safety culture and awareness (see Capitol Highlights: Integrated 

Safety Management System). In conjunction with these efforts, 

the agency created an electronic tracking tool so that inspectors 

could document findings and easily create work orders to 

correct identified hazards. To aid in implementation, the agency 

provided training on both the new electronic tools and handson training for inspectors.

The complex nature of the AOC and the partnerships with 

various emergency support agencies necessitates strong 

emergency response planning. In FY 2019, the AOC assisted 

jurisdictions in updating their emergency action response 

plans. In addition, the AOC developed and coordinated 

exercises focused on emergency incident communications. 

A campuswide emergency preparedness training exercise 

tested communications capabilities; more than 130 employees 

participated in the exercise. The agency also developed 

and piloted an emergency preparedness training program 

for the CVC that covered topics such as active shooter and 

incident response.

Looking ahead, ongoing management reviews of safety data 

will assist leadership in assessing safety risks and implementing 

mitigation efforts. The AOC will continue to align safety 

programs with the ISMS framework to further develop a 

robust safety culture, recognize and manage risks and improve 

safety compliance.

The AOC’s safety programs promote a robust safety culture that recognizes and 

manages risks and improves safety compliance. Shown above, a member of the 

Capitol Grounds and Arboretum jurisdiction inspects an AOC vehicle.
54 The Year in Photos ARCHITECT OF THE CAPITOL

The Year in Photos

The AOC installed a new marble base in the U.S. 

Capitol’s Brumidi Corridors to protect historic murals. The AOC installed an exhibit on stone preservation in the U.S. Capitol Crypt.

The AOC’s Senate upholstery shop supported the 116th congressional 

transition moves.

The AOC cares for more than 4,000 trees located throughout the 

U.S. Capitol Grounds.
The Year in Photos 55

From the day-to-day activities of the AOC to major projects 

and special events, our photographers document the activities of the 

agency. These photos defined the fiscal year

at the Architect of the Capitol.

The U.S. Capitol Building Exterior Stone and Metal Preservation Project 

addresses deferred maintenance at this historic building.

The AOC supported the lying in state and memorial ceremony for 

President George H.W. Bush.

The U.S. Botanic Garden holds more than 3,400 individual orchids, the 

largest component of its plant inventory.

The AOC completed the first phase of the House of Representatives Child 

Care Center project.

In November 2018, the official portrait for the 11th Architect of the 

Capitol, Stephen T. Ayers, was unveiled.

The AOC performed restoration work to the North Wall of the Russell 

Senate Office Building.
The U.S. Capitol Visitor Center has informed, involved and inspired millions 

of visitors. At the Visitor Center, visitors may see a brief orientation film, 

experience its exhibits, dine in its restaurant or peruse its gift shops.
Introduction

This section presents the Architect of the Capitol’s (AOC) Fiscal 

Year (FY) 2019 performance and progress toward achieving 

the goals identified in the AOC Strategic Plan FY 2017–2021. 

The Strategic Plan defines four strategic goals that focus 

the agency’s efforts to execute the mission, leverage core 

competencies, live the agency values and pursue the AOC 

vision as a trusted partner of Congress and the Supreme Court. 

The first two goals, Maintain Awe-Inspiring Facilities (AIF) and 

Provide Extraordinary Services (ES), are program oriented 

and align with the agency’s core mission areas. The next two 

goals, Foster an Innovative and Empowered Workforce (IEW) 

and Operate as One Team, Dedicated to One Mission (OTOM), 

promote employee engagement and accountability, and a 

culture of innovation, collaboration and safety.

The Strategic Plan defines strategic objectives for each strategic 

goal that reflect the outcome or impact that the AOC is trying 

to achieve. Strategies further define the efforts the AOC will 

undertake to meet each strategic objective. Key performance 

indicators (KPIs) allow the AOC to measure performance 

against specific targets to monitor progress toward meeting 

the strategies, strategic objectives and strategic goals. Table 

12 identifies the number of strategic objectives and KPIs, by 

strategic goal for FY 2019.

TABLE 12 Strategic Objectives and Key 

Performance Indicators by Strategic Goal

STRATEGIC GOAL

STRATEGIC 

OBJECTIVES

KEY PERFORMANCE 

INDICATORS

Maintain Awe-Inspiring Facilities 2 5

Provide Extraordinary Services 1 4

Foster an Innovative and 

Empowered Workforce 3 13

Operate as One Team, Dedicated 

to One Mission 2 9

Total 8 31

This section lists each strategic goal with its associated strategic 

objectives, strategies and KPIs. Each KPI includes a definition, 

targets, current year results, five prior years of data (when 

available) and data sources. In FY 2019, the AOC tracked 31 KPIs, 

aligned with 8 strategic objectives. As shown in Figure 25, the 

AOC met the performance targets for 13 of 23 indicators that 

had a performance target for this fiscal year. The AOC did not 

meet the target for nine indicators and did not measure nine 

indicators due to ongoing work to improve the quality and 

consistency of the underlying business processes and data. 

Performance 

Information

SECTION II

2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 57
58 Section II • Performance Information ARCHITECT OF THE CAPITOL

To further strengthen the implementation of the Strategic 

Plan, the AOC transitioned from separate business unit-level 

action plans to a single enterprise level Performance Plan in FY 

2019. This Performance Plan defines a set of strategic initiatives 

intended to boost the agency’s ability to accomplish its strategic 

goals, as well as a governance framework to support effective 

executive engagement and key stakeholder accountability. 

The AOC will refresh the Performance Plan annually to adapt 

its approach to changes in internal and external operating 

environments. For more information on the AOC’s Strategic Plan, 

please refer to: www.aoc.gov/publications.

Performance Management

As a legislative branch agency, the AOC is not required to report 

performance information but chooses to do so as a best practice for 

transparency and accountability. The AOC is not required to submit 

its performance results to the Office of Management and Budget 

(OMB) and this Performance Information section is not linked to the 

executive branch’s performance and accountability website, www.

performance.gov. Similarly, the AOC does not contribute to OMB’s 

Cross-Agency Priority (CAP) goals used to accelerate progress on 

select presidential priority areas where implementation requires 

active collaboration among multiple agencies. 

Data Validation 

and Verification

The AOC is committed to ensure the completeness, reliability 

and quality of all performance data included in the PAR and 

has mechanisms in place to validate and verify the accuracy 

of reported information. These efforts primarily entail regular 

internal agency assessments that address standards and 

processes, data entry, transfer, integrity, limitations, stewardship 

and governance. The assessments occur frequently in the 

development stages of dashboards and reports to mitigate errors 

that may occur before deployment. Subject matter experts and 

agency executives regularly conduct performance data meetings. 

The AOC’s data validation and verification includes: 

 Use of applied measurement techniques to identify sources, 

validate data and generate meaningful information 

 Identification and implementation of authoritative sources, 

calculations and standards

 Use of automated data collection systems whenever available

 Use of automated data checking procedures in addition to 

manual verification

 Analysis of data and identification of possible discrepancies 

for resolution 

 Implementation of controls such as restricting permissible 

values, flagging outliers for review and visualizing results for 

visual checks

 Reviews by data owners and data users

 Consolidation and deployment of enterprise tools for 

standardized reporting

 Review and discussion of performance results with the 

Executive Leadership Team

 Improve data integrity by ensuring that the agency’s internal 

reports and dashboards use the same data sources and 

support calculations

The AOC maintains documentation for each KPI. This 

documentation includes a description of the KPI’s relevance, 

data source and owners, the calculations used to build the 

KPI, data validation steps, definitions of relevant terms and 

a summary of data limitations and risks that might impair 

accuracy. The AOC uses this information to improve the validity, 

accuracy and depth of the data used to measure performance. 

In FY 2019, the AOC was not required to have, nor did it fund, 

research or program evaluations related to the agency’s 

understanding of program performance. As a result, this 

report does not include evaluation findings. However, the 

AOC conducted an internal evaluation of the gap between its 

strategic KPIs and mission areas to identify where performance 

measurements could help improve operational performance. 

For this effort, the agency’s leadership assessed where to focus 

future efforts to address risks, resource challenges and process 

improvement needs. Appendix H provides a summary of the 

changes to the KPIs tracked this fiscal year.

Key to Performance Results

 

FIGURE 25 Key Performance Indicator Results
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 59

Strategic Goal 1

Maintain Awe-Inspiring Facilities 

GOAL DESCRIPTION

The AOC’s mission centers on its stewardship 

of the structures and grounds of the Capitol 

campus. We must ensure every visitor to Capitol 

Hill experiences the grandeur of these historic 

treasures at their very best.

This strategic goal includes two strategic objectives and two 

strategies. In addition, the goal includes 10 strategic initiatives 

to preserve facilities and landscapes, ensure building equipment 

and systems function properly, reasonably protect employees 

from injuries and integrate sustainable practices into business 

operations to promote efficiency and reduce waste. The 

AOC monitored five KPIs for this strategic goal in FY 2019, 

summarized in Figure 26.

Strategic Objective 1.0: Reliably deliver 

high-quality capital projects

The AOC strives to deliver all capital projects on time, within 

budget, safely, with high quality and with minimal disruptions 

to mission critical client operations by FY 2021. One strategy and 

five strategic initiatives support this strategic objective.

FIGURE 26 Key Performance Indicator Results 

Achieved for Maintain Awe-Inspiring Facilities

The Maintain Awe-Inspiring Facilities strategic goal addresses the AOC’s core facilities and grounds stewardship responsibilities. In FY 2019, the AOC upgraded the 

audiovisual equipment and made Americans with Disabilities Act improvements in the Transportation and Infrastructure Committee Hearing Room in the Rayburn 

House Office Building.
60 Section II • Performance Information ARCHITECT OF THE CAPITOL

STRATEGY STRATEGIC INITIATIVE

Identify, analyze and strengthen 

critical management processes, 

resources and assignment of 

responsibilities for successful 

capital project delivery.

 Project metrics tracking

 Enhanced project planning

 Responsible, accountable, 

consulted and informed 

matrices (for large and 

in-house projects)

 Project Management 

Information System

 Unplanned disruptions 

minimized

Analysis of FY 2019 Results

In FY 2019, the agency developed and began piloting a 

Project Management Information System (PMIS) to prepare 

for its full-scale implementation across its capital project 

portfolio in FY 2021. The AOC analyzed practices that led to 

unplanned disruptions and began refining capital planning 

and construction processes, including refining key project 

planning and management processes and defining associated 

roles and responsibilities of key stakeholders across the agency 

in those processes. The AOC also finalized standard definitions 

for tracking the on time, on budget and safety elements of its 

project tracking metrics. 

Strategic Objective 2.0: Preserve, maintain 

and operate facilities and cultural and natural 

resources at the highest quality levels

The AOC will research, analyze and select the most appropriate 

industry standards and develop associated implementation 

plans for achieving desired levels of performance for each of the 

AOC’s key operational functions: facility management, gardens 

and grounds, cultural preservation, safety and compliance, 

sustainability and security/resilience. One strategy and five 

strategic initiatives support this strategic objective. 

STRATEGY STRATEGIC INITIATIVE

Research, analyze and select 

the most appropriate industry 

standards, desired levels of 

performance, and associated 

implementation plans for achieving 

desired levels of performance for 

each of the AOC's key operational 

functions.

 Integrated Safety Management 

System

 Facilities management/

emergency power standards

 Gardens/grounds standards

 Construction project security/

resilience standards

Analysis of FY 2019 Results

In FY 2019, the AOC reported progress toward this strategic 

objective using five KPIs. In addition, the AOC made efforts 

to address the strategic initiatives that support this strategic 

objective by beginning implementation of standards for 

emergency power, gardens and grounds, and security and 

resilience for construction projects and initiating efforts to 

develop an Integrated Safety Management System (ISMS) 

based on ISO 45001 Occupational Health and Safety to drive the 

continued improvement of the safety culture. 

Energy and Sustainability Targets (AIF KPI 1) 

This annual KPI measures the success of the AOC’s energy 

and sustainability program through five components: reduce 

energy intensity use, reduce potable water use, divert building 

occupancy waste, compost nonconstruction waste and divert 

construction and demolition debris. Each component has its 

own target and the KPI requires the AOC to meet the targets for 

all five components.

Reduce Energy Intensity Use: This component measures the 

AOC’s cumulative reduction of energy use. The target calls for 

a reduction of 2.0 percent annually from the prior year goal 

(i.e., a 38.0 percent target for FY 2019). The AOC met its energy 

reduction target for FY 2019, achieving a cumulative reduction of 

47.8 percent. Fiscal Year 2019 was the first full year of operation 

for the cogeneration plant and this was the primary source of the 

agency’s energy savings. In addition, completed energy savings 

performance contracts (ESPCs) in the U.S. Capitol Building and 

the House and Senate office buildings continue to provide energy 

and water savings. Further savings resulted from retro-commissioning of existing mechanical systems and improvements 

to building system monitoring. Implementation of large-scale 

campus infrastructure projects such as the Cannon Renewal 

Project and a new ESPC at the Library Buildings and Grounds will 

help the agency continue to meet its future targets.

Reduce Potable Water Use: This component measures the 

AOC’s cumulative reduction of potable water usage. The 

target calls for a 2.0 percent reduction from the prior year (i.e., 

a 24.0 percent target for FY 2019). The AOC met the target in 

FY 2019 with a reduction of 26.7 percent. The AOC focused on 

water consumption and continued to reconcile water usage, 

malfunctioning meters and billing. The agency also awarded a 

potable water survey to help reduce costs, improve efficiency 

and quantify savings.

Divert Building Occupant Waste: This component measures the 

amount of building occupant waste (e.g., paper, bottles, cans, 

printer cartridges and decommissioned computer equipment) 

the AOC diverted from landfills for recycling. The AOC’s target 
Senate Underground Garage and 

Landscape Restoration

The AOC’s multiyear project to renovate the Senate Underground 

Garage, which was originally constructed in 1932, continued this fiscal 

year. The project includes rehabilitation of the garage, central fountain, 

reflecting pool, planters and surrounding pavement; restoration of the 

exterior stonework and plaza walkway; excavation for major concrete and 

waterproofing repairs to the 20-foot underground garage south wall; and 

waterproofing repairs for the fountains, upper plaza and the pedestrian 

tunnel connecting the garage to the Russell Senate Office Building. 

The AOC collaborated with internal and external stakeholders to 

minimize the project’s impact on the Senate community and created 

temporary parking and office spaces to offset the loss of space during 

the renovation. This fiscal year, the AOC also removed most of the stone 

at Upper Senate Park and the Senate fountain for cleaning and repairs, 

excavated and removed waterproofing on the south garage wall for 

concrete restoration and waterproofing work, and began renovations 

on the office spaces within the garage. The AOC also began excavating, 

preparing and rewaterproofing the pedestrian tunnel.

Throughout the project, the garage and a large portion of Senate Park 

will remain inaccessible. Once completed in FY 2021, the restoration will 

mitigate water damage to the Senate Underground Garage and restore 

the fountain and plaza to their original grandeur.

www.aoc.gov/projects/senate-underground-garage-andlandscape-restoration

Capitol 

Highlights

for FY 2019 was to divert 46.0 percent of waste from landfills 

for recycling. The AOC did not meet the target, diverting 39.0 

percent of waste produced.

Compost Nonconstruction Waste: This component measures the 

amount of nonconstruction waste (e.g., food waste and organic 

waste) diverted from landfills for composting and reuse as mulch 

or fertilizer. The AOC’s annual target is to compost 8.0 percent of 

its nonconstruction waste. In FY 2019, the AOC met its target by 

composting 8.5 percent of its nonconstruction waste.

Divert Construction and Demolition Debris: This component 

measures the amount of construction and demolition debris 

(i.e., the byproduct of construction, remodeling, renovation and 

repair) diverted from landfills for recycling or reuse. The AOC’s 

annual target is to divert 90.0 percent of its construction waste. 

In FY 2019, the AOC met its target by diverting 94.0 percent of its 

construction and demolition debris. 

This fiscal year, as shown in Figure 27 on Page 62, the AOC 

met its targets for four of the five energy and sustainability 

components tracked. This KPI requires that the agency reach all 

five targets annually and, as a result, the AOC did not achieve its 

targeted performance for this KPI in FY 2019.

For more information, see the AOC’s annual Energy and 

Sustainability Performance Management Report, located in 

Section IV: Other Information.

Preventive and Corrective Maintenance Work Order 

Timeliness (AIF KPIs 2 and 3) 

These annual KPIs measure the AOC’s ability to maintain building systems and mitigate building system failures through the 

planned use of maintenance and repair resources. By ensuring 

these systems are in good work ing order, the AOC minimizes 

the risks and costs associated with equipment, systems or 

facilities failure. Preventive maintenance (PM) work orders are 

regularly scheduled appointments for the care and ser vicing 

of equipment, systems and facilities to keep them in good 

operating condition. Preventive maintenance actions include 

inspecting, detecting and correcting any failures before they 

occur or develop into major defects. Examples include monthly 

checks on air handler systems, elevators and generators. Each 

year, the AOC performs more than 235,000 PM work orders, 

accounting for approximately 45 percent of the estimated 

525,000 work orders logged within the agency. The number of 

annual work orders underscores the scale of work performed 

2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 61
62 Section II • Performance Information ARCHITECT OF THE CAPITOL

FIGURE 27 Energy and Sustainability Targets for Fiscal Year 2019

 

 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 63

on vital systems and the AOC’s dedication to maintaining the 

reliability and life span of its facility infrastructure. During the 

three fiscal years preceding FY 2019, the AOC achieved the 

targeted 90.0 percent on-time completion rate for PM work 

orders, as illustrated in Figure 28.

Corrective maintenance (CM) work orders are activities 

undertaken to identify, isolate and rectify an unscheduled 

deficiency of equipment or systems. These work orders serve to 

repair system deficiencies that, if left unchecked, could require 

costly remediation. Examples include a blown fuse, a broken 

faucet or a malfunctioning escalator. The AOC performs nearly 

158,000 CM work orders per year, representing approximately 

30.0 percent of the 525,000 total work orders recorded within 

the agency. The AOC is committed to timely repair of system 

components that require immediate service. For each of the five 

fiscal years preceding FY 2019, the AOC achieved its target of 

a 90.0 percent on-time completion rate for CM work orders, as 

illustrated in Figure 29.

In FY 2019, the AOC did not measure the KPIs for preventive and 

corrective maintenance. As part of the agency’s enhancements 

to its performance management framework and the planned 

introduction of new KPIs in subsequent fiscal years, the AOC 

plans to assess, improve and standardize its work order 

management processes. This effort will improve work order data 

consistency and allow facility program managers to optimize 

maintenance and repair resources across the agency’s facilities 

portfolio. After this work is complete, the AOC will resume 

reporting the KPIs for PM and CM work order timeliness. 

Facility Management Standards for Emergency 

Generators and Switchgear (AIF KPI 4)

This KPI measures the AOC’s progress toward implementing 

standards for the operation and maintenance of emergency 

generators and switchgear. The standards relate to a multiyear 

initiative to develop a resilient electrical infrastructure capable 

of supporting emergency operations. The AOC produced 

the standards in FY 2018 and established a FY 2019 target 

to initiate the two-year implementation process across 

the Capitol campus. This fiscal year, the AOC developed 

implementation plans, drafted memoranda of understanding 

between the Planning and Project Management Division and 

each jurisdiction to outline roles and responsibilities, revised 

standard operating procedures and preventive maintenance 

guidelines and began to implement the standards. Once fully 

implemented, these standards will reduce the risk of unplanned 

power outages that impact critical tenant and customer services 

within the AOC’s facilities.

 

FIGURE 29 Corrective Maintenance Work 

Order Timeliness

 

FIGURE 28 Preventive Maintenance Work 

Order Timeliness
64 Section II • Performance Information ARCHITECT OF THE CAPITOL

NEW! Gardens and Grounds Standards Established 

(AIF KPI 5)

This KPI measures the AOC’s progress toward implementing 

agencywide gardens and grounds standards. The FY 2019 target 

for this KPI was for the AOC to establish the standards. These 

standards articulate the processes and practices necessary to 

ensure the AOC’s gardens and grounds operations function at 

the highest possible level. The multiyear initiative to identify 

and implement gardens and grounds standards brought 

together experts from across the agency. The team conducted 

an internal assessment of existing processes and procedures and 

performed external research to identify relevant standards from 

industry, academia and regulatory organizations. The standards 

address tree care, snow removal, integrated pest management, 

irrigation turf and soils. The AOC will implement the standards 

beginning in FY 2020. 

Future Efforts

Looking ahead, the AOC will continue to implement enterpriselevel initiatives through the AOC’s Performance Plan. As a 

result of analysis performed during this fiscal year, the AOC will 

introduce new KPIs in FY 2020. The new KPIs will include:

 Capital Projects Performed On-Time: This will measure new 

projects delivered on-time, within the agreed timeline

 Capital Projects Performed On-Budget: This will 

measure new projects delivered on-budget, within the 

established budget

 Capital Projects Performed Safely: This will measure new 

projects delivered safely, using Occupational Safety and 

Health Administration guidelines

 Americans with Disabilities Act (ADA) External Findings 

Remediation: This will measure the number of ADA findings 

identified by the Office of Congressional Workplace Rights 

(OCWR) and assess their remediation

 Energy Usage by Building: This will measure the energy use 

reduction by AOC building

 Backlog of Deferred Maintenance: This will measure the 

AOC’s management of the backlog of deferred maintenance 

and capital renewal work elements, identified in the facility 

condition assessments (FCAs)

 Facility Condition Index: This index will measure the number 

of facilities rated in each condition category and the change 

from one assessment to another, as determined by the FCAs

In FY 2020, the agency will implement facility management 

standards for emergency power, finish the garden and grounds 

standards, and establish facility management standards for 

heating, ventilation and air conditioning. The two-year initiative 

to establish and implement construction project security 

and resilience standards is ahead of schedule. The AOC will 

complete the phased implementation of the Integrated Safety 

Management System in FY 2021. 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 65

Strategic Goal 2

Provide Extraordinary Services

GOAL DESCRIPTION

We support our prestigious occupants in their 

critical mission to govern our country. We fulfill 

the journey of visitors from across our nation 

and around the world to celebrate and discover 

the center and symbol of American democracy. 

Our internal and external services are equally 

essential in the successful fulfillment of our 

mission, values and vision. 

This strategic goal fosters an organizational culture where AOC 

employees take ownership of client needs and proactively 

coordinate with service providers to resolve issues. Under this 

goal, the term “client” includes members of Congress, their staff 

and constituents; visitors to Capitol Hill; employees of other 

federal agencies; and AOC employees. The goal includes one 

strategic objective supported by two strategies. In addition, the 

goal includes three strategic initiatives. Table 13 defines the 

types of customer services associated with this strategic goal.

The AOC monitored four KPIs for this strategic goal in FY 2019, 

summarized in Figure 30.

TABLE 13 Customer Types Associated with 

Provide Extraordinary Services Strategic Goal

CUSTOMER TYPE DESCRIPTION

Client/Tenant 

Customer Services

Client services include normal and special request 

services provided to internal clients, the public and 

other constituencies. A service call, written request 

or technician work order typically initiates normal 

client services (e.g., painting services, deliveries and 

picture framing). Client services also include special 

event support (e.g., presidential inauguration) and 

the biennial election year office moves.

Visitor Customer 

Services

Visitor services include the AOC efforts to provide 

a welcoming, informative and inspiring experience 

for Capitol campus visitors. The AOC provides public 

tours, training, exhibitions and lectures to enhance 

the visitor experience and manages restaurant and 

gift shop operations.

Internal Customer 

Services

The AOC has many collaborative partnerships 

among its business units and works as a team that 

aspires to provide extraordinary services to one 

another. Internal customer services may include 

human resources, contracting and procurement, 

information technology, security and safety.

The Provide Extraordinary Services strategic goal addresses the AOC’s client service mission. The AOC conducts annual multijurisdictional exercises to identify 

preparedness strengths and opportunities for improvement.
66 Section II • Performance Information ARCHITECT OF THE CAPITOL

Strategic Objective 1.0: Demonstrating our expertise 

while exhibiting responsiveness, ownership and 

courtesy to all internal and external customers 

This strategic objective ensures outstanding customer service 

to the AOC’s internal and external stakeholders. The AOC has 

two supporting strategies and three strategic initiatives to 

meet this strategic objective. The first strategy requires the 

agency to administer customer satisfaction surveys regularly for 

each major line of business. The customer satisfaction surveys 

provide insight into how the AOC’s clients view the services 

provided by the AOC. In FY 2019, the AOC conducted a Customer 

Satisfaction with Projects survey. See Figure 31 for the schedule 

of the AOC’s customer satisfaction surveys for FY 2019 and the 

remaining two years of the agency’s Strategic Plan.

The AOC introduced a second strategy in FY 2019. This strategy 

seeks to improve the AOC’s ability to understand and respond 

to customer needs and enhance the customer experience. 

Strategic initiatives to establish an AOC customer experience 

program and develop a pilot mobile wayfinding system for the 

visiting public support this strategy. 

STRATEGY STRATEGIC INITIATIVE

Regularly administer and refine, as 

appropriate, customer satisfaction 

surveys for each major line of 

business in the AOC.

 Enhanced customer service 

analytics

Enhance the AOC’s ability to 

understand and respond to 

customer needs and enhance the 

customer experience.

 Customer experience program

 Mobile wayfinding pilot

Analysis of FY 2019 Results 

The AOC met two of the four KPIs associated with this strategic 

objective in FY 2019. The AOC did not measure two of the KPIs 

— those associated with service request work order timeliness 

(ES KPI 2) and favorability ratings for peer customer satisfaction 

(ES KPI 3) — while the agency made improvements to the 

measurement of these two indicators this fiscal year. 

Customer Satisfaction with Projects (ES KPI 1)

This annual KPI measures customer satisfaction with AOC-led 

design services and construction management to ensure the 

AOC delivers the best product to its customers. A customer 

satisfaction survey following the completion of projects 

provides the data for this KPI. In FY 2019, the AOC conducted 

36 project surveys, including surveys related to the design 

services for the Senate Office Buildings’ gift shop renovation, 

exterior stone repair and roof replacement at the U.S. Botanic 

Garden and restroom renovation in the Longworth House 

Office Building. The target for this KPI is a 90.0 percent 

satisfaction rating. 

In FY 2019, the AOC achieved a 95.2 percent satisfaction rating 

on the completed project surveys. This is the highest rating the 

AOC received in three years and the 10th year in a row where 

the AOC has met or exceeded its goal — see Figure 32. This 

fiscal year, the AOC implemented a redesigned survey that 

incorporated questions and themes aligned to attributes with 

the Maintain Awe-Inspiring Facilities goal. The new post-project 

survey scored questions linked to schedule, budget, quality, 

safety, minimized disruptions and collaboration. The free text 

field solicited recommendations for improvement that the 

AOC used to develop process adjustments improvements for 

future work.

Service Request Work Order Timeliness (ES KPI 2)

This annual KPI demonstrates the AOC’s commitment to provide 

timely service to all stakeholders by responding quickly and 

thoroughly to requests that impact members of Congress, 

the Library of Congress, Supreme Court staff, AOC colleagues 

and the visiting public. Service request work orders are ad hoc 

requests that provide specific services to building occupants 

 

FIGURE 30 Key Performance Indicator Results 

Achieved for Provide Extraordinary Services

FIGURE 31 FY 2019–FY 2021 Customer 

Satisfaction Survey Schedule
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 67

or stakeholders based upon customer preferences. Examples 

of service request work orders are requirements to paint a wall 

a new color or to hang a painting. During FY 2019, the AOC 

realigned this KPI from the Maintain Awe-Inspiring Facilities goal 

to the Provide Extraordinary Services goal. The AOC performs 

over 102,000 service request work orders per year. This accounts 

for 19.4 percent of the 525,000 total work orders logged within 

the agency. The AOC target for this KPI is to close 90 percent of 

service request work orders within the cycle time. 

In FY 2019, the AOC did not measure data for this KPI. Although 

the AOC continued to collect service request work order data 

in FY 2019, a data improvement effort necessitated a strategic 

pause in reporting on its work order results. As part of the 

agency’s enhancements to its performance measurement and 

management approach and to understand service request 

trends, the AOC is evaluating options to improve its work order 

management processes and standards. This effort will improve 

work order data consistency across the agency. For each of the 

five fiscal years preceding FY 2019, the AOC achieved its target 

of a 90.0 percent on-time completion rate for service request 

work orders, as illustrated in Figure 33.

Favorability Ratings for Peer Customer Satisfaction 

(ES KPI 3)

This KPI measures how employees rate the services provided 

to them by other AOC business units. The AOC has historically 

addressed this KPI through a biennial peer satisfaction survey 

(last conducted in FY 2017). Instead of conducting the survey in 

FY 2019, the AOC revamped the approach to focus on defining 

measures for internal customer service functions, benchmarking 

best practices and identifying new methods for capturing 

satisfaction information. Measuring refined customer service 

metrics and methods will provide more timely performance 

management and actionable insights. This new approach will 

provide more regular data that will allow the AOC to analyze 

performance and make ongoing improvements to operations. 

The AOC plans to implement the new approach and redesign 

the peer satisfaction survey in FY 2020.

NEW! Customer Experience Program (ES KPI 4)

This KPI falls under the new strategy the AOC developed for 

this strategic objective in FY 2019. The target for this KPI is to 

establish a customer experience program. In FY 2019, the AOC 

established a customer experience action committee that 

included representatives from all jurisdictions and offices. The 

action committee conducted an internal analysis of customer 

service practices including processes and systems, as well as 

methods of gathering customer feedback. The group also 

assessed current levels of internal and external customer 

satisfaction and developed a road map that includes strategies 

to strengthen AOC’s customer experience activities by focusing 

on the following key elements: 

 

 

 

FIGURE 32 Customer Satisfaction with Projects

 

FIGURE 33 Service Request Work 

Order Timeliness
Library Garden Commemorates the 

19th Amendment

In collaboration with the Library of Congress’ educational programs and 

exhibits, the AOC planted a flower bed outside of the Thomas Jefferson 

Building to commemorate the centennial of the 19th Amendment, which 

granted women the national right to vote. On June 4, 1919, Congress 

passed the 19th Amendment to the Constitution. In celebration of the 

100th anniversary of its passage and in coordination with the Library of 

Congress’ exhibit, Shall Not Be Denied: Women’s Fight for the Vote, the 

flower beds honor the suffragist movement. 

The colors of the flower bed — purple, white and gold — reflect those 

adopted by various suffrage groups, particularly the Congressional Union 

(later known as the National Woman’s Party). The Suffragist newsletter 

identified these colors as: “Purple is the color of loyalty, constancy to 

purpose, unswerving steadfastness to a cause. White, the emblem of 

purity, symbolizes the quality of our purpose. Gold, the color of light and 

life, is as the torch that guides our purpose, pure and unswerving.” Gold 

was also a color favored by the early suffragists, including Elizabeth Cady 

Stanton and Susan B. Anthony.

The Library of Congress exhibit tells the story of one of the largest reform 

movements in American history using documents, photos and artifacts. 

It is a story about determined women who organized, lobbied, paraded, 

petitioned, lectured and picketed to win the right to vote. The exhibit 

runs through September 2020.

www.loc.gov/exhibitions/women-fight-for-the-vote/about-thisexhibition/

Capitol 

Highlights

 Capacity Building — Engaging the AOC workforce and 

equipping them with the knowledge and skills to work 

according to AOC’s core values and to deliver service 

according to our customer service philosophy

 Customer Experience Standards — Developing agencywide 

standards to deliver a consistent customer experience

 Customer Experience Mapping and Relationship 

Management — Using state-of-the-art tools and techniques 

to understand our customer needs and experiences

 Customer Experience Measurement and Metrics — Gathering 

and analyzing data to drive results to improve customer 

satisfaction and the process that leads to effective service delivery

 Structure and Accountability — Championing governance 

to ensure an integrated approach that includes internal 

coordination, collaboration and process improvement to 

meet customer needs

The AOC met the FY 2019 target to establish the customer 

experience program. This program will transform the AOC’s 

customer service delivery from a group of transactions to 

a culture of understanding customers and predicting and 

meeting their needs.

Future Efforts

The AOC’s planned future efforts will follow the Customer 

Experience Program Roadmap developed in FY 2019. The 

roadmap includes activities for people, processes, tools and 

technology. In FY 2020, the AOC will develop an enhanced set 

of metrics to provide actionable insights into the customer 

experience. In addition, the AOC will develop a comprehensive 

customer experience feedback program for tenant, public and 

internal customers. The new feedback mechanisms will include 

periodic and transactional surveys to provide insight into the 

AOC’s performance. 

68 Section 2 • Performance Information ARCHITECT OF THE CAPITOL
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 69

Strategic Goal 3

Foster an Innovative and Empowered Workforce

GOAL DESCRIPTION

An empowered workforce will exercise greater 

responsibility for its performance, and proactively 

apply well-informed judgment and innovation, 

to solve problems with solutions that focus 

on results.

This goal drives the AOC’s efforts to create a work environment 

that rewards excellence and creativity and assists the AOC in 

attracting, developing and retaining exceptional employees. 

The goal includes three strategic objectives and nine strategies. 

In addition, the goal includes 12 strategic initiatives. The AOC 

monitored 13 KPIs for this strategic goal in FY 2019, summarized 

in Figure 34.

Strategic Objective 1.0: Strengthen employee performance 

through improved development and accountability practices

This strategic objective promotes stronger performance 

and technical competency across the agency by ensuring 

AOC employees receive regular training and development 

opportunities. Four strategies and six initiatives support this 

strategic objective. 

The Foster an Innovative and Empowered Workforce strategic goal creates an organizational culture to attract, develop and retain exceptional employees. Shown here, 

an AOC employee cleans and restores the bronze exterior signage at the Hart Senate Office Building.

FIGURE 34 Key Performance Indicator 

Results Achieved for Foster an Innovative and 

Empowered Workforce
70 Section II • Performance Information ARCHITECT OF THE CAPITOL

STRATEGY STRATEGIC INITIATIVE

Provide employee training in 

job-related knowledge, skills and 

abilities and/or desired behaviors.

 AOC individual development 

plan

Provide supervisory training and 

coaching on effective employee 

performance management.

Incorporate the AOC core values 

and customer service philosophy 

into the PCES.

 Enhance employee 

Performance Communication 

and Evaluation System (PCES)

Deploy a training management 

system that enables supervisors to 

track the required training.

 Learning management system

Analysis of FY 2019 Results

In FY 2019, the AOC met one of the three KPIs associated with 

this strategic objective. The AOC did not conduct the peer 

survey in FY 2019 and, therefore, did not measure the two KPIs 

associated with the survey.

The AOC also made progress on this strategic objective through 

performance plan initiatives. The AOC developed templates 

for individual development plans and included guidelines 

for supervisors and employees in the agency’s training and 

development policy. To improve efficiency of the AOC’s internal 

learning management system, the AOC implemented several 

enhancements, including employee access to personal training 

history, self-registration and enhanced reporting capabilities. 

Peer Survey Favorability Ratings for Competency and 

Customer Service Dimensions (IEW KPIs 1 and 2)

The AOC did not conduct the Peer Survey in FY 2019. Instead, 

the AOC began developing an enhanced customer feedback 

approach including a new internal customer service survey. The 

new approach focuses on after-action assessments from surveys 

and automated systems to provide more timely data related to 

the quality of services provided. The AOC will implement this 

new approach in FY 2020.

NEW! Employee Nonmandatory Training (IEW KPI 3)

This KPI measures the AOC’s efforts to provide professional 

training that strengthens the knowledge, skills and abilities 

of the entire workforce. While the AOC’s mandatory training 

requirements (e.g., computer security awareness, fraud 

awareness and standards of conduct) provide a universal 

foundation for all agency employees, the nonmandatory 

training provides opportunities for employee development and 

learning that expands or deepens their knowledge base. The 

target for this KPI is for one-third of the workforce to receive 

nonmandatory training each fiscal year and for 100 percent 

of the workforce to receive nonmandatory training every 

three fiscal years. The AOC provided nonmandatory training 

to 36.4 percent of its workforce in FY 2019, meeting its annual 

performance target.

Strategic Objective 2.0: Cultivate high employee 

engagement in the workplace

This strategic objective promotes the AOC’s commitment to 

increasing employee engagement in the workplace through 

improved employee development and accountability practices. 

Three strategies and three strategic initiatives support this 

strategic objective. 

STRATEGY STRATEGIC INITIATIVE

Reduce bureaucracy and 

promote innovation to enable 

decision-making that supports 

service delivery.

 Continuous process 

improvement program 

Promote fairness by refining 

the system for tracking rewards 

and recognition.

 AOC rewards and 

recognition program

Promote fairness in hiring 

and promotions by providing 

supervisors and employee 

training in hiring processes and by 

providing feedback to all internal 

applicants not selected in standard 

recruiting process.

 Biennial training for 

supervisors and employees in 

the hiring process and career 

management

Analysis of FY 2019 Results

In FY 2019, the AOC measured progress toward this objective 

through five KPIs. To cultivate employee engagement through 

the reduction of bureaucracy and to promote innovation, the 

agency began training a cohort of process-improvement leaders 

that will champion efforts to simplify procedures and drive 

operational efficiency in FY 2019. The agency is also working to 

ensure fairness in its rewards and recognitions through detailed 

analysis and targeted improvements in its processes and 

programs. The AOC also continues to offer its semiannual Hiring 

101 course to train supervisors to administer the hiring and 

promotions processes fairly. To support career development for 

agency employees, the AOC regularly offers CareerPath training 

throughout the year.

The AOC’s Ranking in the Partnership for Public 

Service’s Best Places to Work in the Federal 

Government® (IEW KPI 4)

The AOC benchmarks its favorability rating against other 

federal government agencies through biennial participation 

in the Federal Employee Viewpoint Survey (FEVS) and the 

Partnership for Public Service’s Best Places to Work in the 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 71

Federal Government® analysis, which the AOC measures on a 

biennial basis. The AOC’s target for this KPI is to improve the 

agency’s Best Places to Work rankings as compared to the prior 

survey. Based on the FY 2018 rankings (first available in FY 

2019), the AOC ranked ninthout of the 27 midsized government 

agencies that participated in the FEVS survey.7

 This is a twoposition improvement over the AOC’s previous survey results, 

thus meeting the targeted KPI. See Figure 35. To improve 

employee engagement since the prior survey, the AOC provided 

all business units with their FEVS results — including the scores 

from all the question dimensions — to highlight opportunities 

for improvement. The AOC instructed each business unit to 

develop and implement an action plan addressing focused areas 

of improvement and report on their progress to the agency’s 

leadership. As a result of these efforts, over the past three survey 

cycles, the AOC increased its overall engagement score (from 

70.0 percent in FY 2014 to 72.9 percent in FY 2016 and 76.4 

percent in FY 2018), as well as the average score on each of the 

FEVS questions by at least 3 percent.

Business Units With a Bureaucracy Reduction 

(IEW KPI 5) 

This biennial KPI measures how AOC business units reduced 

bureaucracy and promoted innovation. The AOC’s target for 

this KPI is for 100 percent of business units to enable decisionmaking in support of service delivery at the lowest practical 

levels or to streamline processes to simplify and expedite service 

delivery. In FY 2019, 100 percent of business units created and 

implemented their plans, meeting the target.

NEW! Nonselected Internal Candidates Offered 

Feedback (IEW KPI 6) 

This KPI measures the AOC’s commitment to providing feedback 

to unsuccessful internal candidates for positions within the 

agency. The agency’s target was for 100 percent of applicants to 

receive feedback on their interview performance. This fiscal year, 

the AOC identified process documentation and challenges in 

implementing this new practice. Therefore, the AOC is adjusting 

the process and will facilitate agency supervisors’ feedback 

and tracking of feedback more completely in FY 2020. The AOC 

provided feedback to 89.7 percent of unsuccessful internal 

applicants in FY 2019. 

7

 The Partnership for Public Service defines midsize government agencies as 

those with 1,000 to 14,999 employees. The survey consists of three questions: 1) 

do you recommend your organization as a good place to work; 2) how satisfied 

are you with your job; and 3) how satisfied are you with your organization. 

NEW! Continuous Process Improvement Program 

Established (IEW KPI 7) 

This one-year KPI measures the AOC’s efforts to align performance 

processes with the strategic goals and customer expectations. 

The target for this KPI was the establishment of the Continuous 

Process Improvement Program that standardizes how the 

agency identifies, prioritizes, analyzes, designs and implements 

improvement projects. The program provides training, toolkits 

and other resources to develop a culture of continuous 

improvement at the AOC. In FY 2019, the AOC launched 

the program, trained the first cohort of continuous process 

improvement champions and developed tools and templates to 

facilitate process improvement projects.

FIGURE 35 The AOC’s Ranking in the Partnership 

for Public Service’s Best Places to Work in the 

Federal Government®
Strategic Objective 3.0: Provide for the security 

and safety of every AOC employee

The AOC is committed to ensuring the security and safety of AOC 

employees. To that end, the AOC mandates that all employees 

participate in regular safety, injury avoidance and emergency 

preparedness training. This training, along with regular safety 

communications, improves the awareness, preparedness and 

performance of safety and security programs. Two strategies and 

three strategic initiatives support this strategic objective. 

STRATEGY STRATEGIC INITIATIVE

Develop and deliver training 

and communication to improve 

awareness, preparedness and 

safety/security performance.

 AOC emergency exercises 

(central offices annually, 

jurisdictions biennially)

 Training to improve awareness, 

preparedness and safety/

security performance

Routinely self-identify and selfcorrect risks to ensure a safe and 

environmentally compliant work 

environment.

 Facility safety, fire and 

environmental inspection 

checklist

Integrated Safety Management System

The AOC is building a new framework for safety. To standardize safety 

procedures across the agency and foster and sustain a robust safety culture, 

the AOC is implementing an Integrated Safety Management System (ISMS).

Last fiscal year, employees from the AOC’s Safety, Fire and Environmental 

Programs met with frontline employees from each jurisdiction. The 

feedback received from those meetings, along with published safety 

standards,* were incorporated into the system’s design. The agency’s 

ISMS consists of seven elements:

 Leadership: Commit to safety through leadership actions and worker 

encouragement

 Planning: Identify work environment safety hazards and opportunities

 Operation: Implement safety controls and devise contingency plans

 Support: Allocate resources to safety and communicate safety 

information to all employees

 Performance evaluation: Use internal audits and other measures to 

evaluate progress, identify top risks and make informed decisions

 Improvement: Investigate incidents to determine causes and 

implement corrective actions

 Strategic context: Align the system to the agency’s unique mission

This fiscal year, to improve safety culture and awareness, the AOC 

developed enterprise solutions for observing safety behaviors and 

practices, capturing data and enhancing communications and messaging. 

One product of these efforts was the creation of an annual Personal 

Safety Trade Show — an opportunity for employees to showcase and 

share best practices about the tools, equipment and technology used on 

their respective projects to ensure a safe environment. 

The highlight of FY 2019 ISMS efforts was executive-level review of safety 

measures and programs for resourcing safety mitigation efforts and 

improving data and analysis. Looking ahead, the AOC will continue to 

align agency safety programs within the ISMS framework.

* Standard-setting bodies referenced by the AOC included the International 

Organization for Standardization (ISO 45001) and the American National Standards 

Institute (ANSI Z10).

Capitol 

Highlights

72 Section II • Performance Information ARCHITECT OF THE CAPITOL
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 73

Analysis of FY 2019 Results

The AOC measures progress toward this objective through 

six KPIs. The AOC met the targets for two KPIs in FY 2019. In 

addition, this fiscal year, the AOC implemented initiatives 

to customize emergency action and response plans and 

conducted emergency exercises to strengthen staff awareness 

and preparedness for various potential emergencies. The 

AOC also worked to align the internal Emergency Action and 

Response Plans (EARPs) to the Base Emergency Action Response 

Plan and coordinated two agencywide exercises. The AOC also 

developed and piloted an emergency preparedness training 

program for the U.S. Capitol Visitor Center and began training 

additional jurisdictions. Additionally, the AOC developed a 

32-point inspection checklist to aid in facility safety, fire and 

environmental inspections of operating space and facilitated 

agencywide training that provided a sample site walkthrough 

using the checklist. 

Injuries and Illnesses Rate (IEW KPI 8)

This annual KPI assesses the AOC’s ability to ensure a safe 

workplace. The AOC’s target is to achieve a lower rate of injuries 

and illnesses (I&I) in FY 2019 than in FY 2018. In FY 2019, the AOC 

achieved an I&I rate of 2.23 — a slight improvement over the 

FY 2018 rate of 2.33. See Figure 36. To reduce the agency’s I&I 

rate, the AOC’s Safety, Fire and Environmental Programs office 

developed a streamlined process to improve injury and illness 

reporting across the agency and to support better data analysis. 

The most common injuries in FY 2019 were from sprains and 

strains, while the most frequent causes of injury were related to 

inattention and overexertion. To address these causes, the AOC 

created a handout for supervisors and employees that identified 

the AOC’s top reported injury types and provided helpful tips for 

preventing these injuries. The AOC distributed the handout at 

an agencywide wellness fair, posted it to the employee intranet 

and promoted it within the supervisor’s safety newsletter. The 

AOC also began implementing ISMS to build and sustain an 

enterprise approach to safety and to incorporate best safety 

behaviors and procedures (for more information, see Capitol 

Highlights: Integrated Safety Management System). 

Injuries and Illnesses Rate (Rolling Five-Year Average) 

(IEW KPI 9)

This annual KPI measures the long-term AOC workplace safety 

trends through the rolling average I&I rate for the previous five 

fiscal years. The AOC uses the five-year rolling average because 

 

 

 

 

 

 

 

 

 

 

 

 

FIGURE 37 Injuries and Illnesses Rate (Rolling 

Five-Year Average)

 

 

 

 

 

 

 

 

 

 

 

 

 

FIGURE 36 Injuries and Illnesses Rate
74 Section II • Performance Information ARCHITECT OF THE CAPITOL

this calculation minimizes the impact of a given fiscal year. The 

target for this KPI is a reduction over the five-year average from 

the prior fiscal year. As shown in Figure 37, the AOC achieved 

a five-year rolling average of 2.72 in FY 2019, marking the 

fourth consecutive fiscal year of steady reduction in the rolling 

average I&I rate. The agency is committed to creating a culture 

of safety, offering a suite of safety training classes and videos, 

and continuing to enhance tools that allow leadership to learn 

from safety and injury data trends and, therefore, make strategic 

shifts and more focused mitigation efforts. 

Business Units That Have Reviewed Emergency 

Procedures Within the Fiscal Year (IEW KPI 10) 

This annual KPI measures the adherence to the AOC’s policy 

that all business units complete an annual review of emergency 

procedures with all employees. The target for this KPI is that 

100 percent of the AOC business units review their procedures. 

As shown in Figure 38, the AOC business units achieved a 94.1 

percent rate for this important safety task in FY 2019. 

Business Units That Conducted Emergency Exercises 

Within the Fiscal Year (IEW KPI 11) 

This annual KPI measures the AOC’s commitment to emergency 

preparation by conducting emergency exercises. The target for 

this KPI is that all AOC jurisdictions conduct two exercises each 

year and that all agency business units conduct one exercise 

annually. This fiscal year, 100 percent of business units and 

jurisdictions conducted emergency exercises, achieving the 

target for the third consecutive year. See Figure 38. 

Jurisdictions That Completed All Routine Internal 

Inspections On Time (IEW KPI 12)

This KPI measures the ability of jurisdictions to complete routine 

internal inspections on-time. Adherence to routine internal 

inspections can prevent external safety and environmental 

inspection findings and result in quicker mitigation of issues 

before they result in injury or regulatory noncompliance. The 

target for this KPI is that jurisdictions complete 100 percent 

of internal safety and environmental self-inspections on time. 

As shown in Figure 38, the AOC completed 82.4 percent of 

the relevant agency inspections as scheduled. This marks the 

second year in a row the AOC has missed this target. 

External Safety and Environmental Inspection 

Findings (IEW KPI 13) 

This KPI measures the number of environmental and safety 

inspection findings identified by the Office of Congressional 

Workplace Rights (OCWR), which protects over 30,000 employees 

in the federal legislative branch nationwide. During each 

congressional cycle, the OCWR assesses the AOC’s spaces for 

hazards that require corrective action. The target for this measure 

is to have fewer findings than the rolling six-year average. The 

OCWR found 1,700 more instances of noncompliance during 

the current two-year congressional cycle than the previous. See 

Figure 39. This is in part due to a change in OCWR’s methodology 

that results in documenting the same finding in multiple locations 

as separate findings. To address this trend and enhance workplace 

safety, the AOC is training staff to perform self-inspections in 

their work areas and correct instances of noncompliance. The 

agency also developed an inspection checklist for the top 10 most 

common fire and life safety findings, along with an electronic 

tracking tool for these items so that jurisdiction inspectors can 

document their findings and easily create work orders to correct 

the identified hazards. 

 

 

FIGURE 38 Jurisdiction Emergency Procedures 

and Routine Inspections Measures
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 75

Future Efforts

In FY 2020, the AOC will continue to implement strategic 

initiatives to advance employee performance and engagement 

and improve the work environment. Initiatives will include 

the implementation of an enhanced employee performance 

communication and evaluation system, which will include 

training for supervisors on communication skills. The AOC 

will cultivate high employee engagement by scaling the 

continuous process improvement program and analyzing 

awards and recognition system data to improve processes and 

programs. To ensure a safe and secure workplace, the AOC will 

augment its emergency exercises and response plans with 

new hazard scenarios and update its emergency management 

program to parallel the Federal Emergency Management 

Agency’s guidance.

FIGURE 39 External Safety and Environmental 

Inspection Findings
76 Section II • Performance Information ARCHITECT OF THE CAPITOL

Strategic Goal 4

Operate as One Team, Dedicated to One Mission

GOAL DESCRIPTION

We must recognize and value that what may 

appear to be competing priorities, for different 

AOC functions are ultimately in service to our 

united mission, vision and values. 

This goal promotes collaboration within and among the 

agency’s jurisdictions and administrative offices to create a 

more efficient and effective organization. The goal includes 

two strategic objectives and three strategies. In addition, the 

goal includes five strategic initiatives that guide the AOC to 

strengthen collaboration by learning from colleagues and 

external partners. Achieving this goal will improve work 

processes by increasing cross-jurisdictional collaboration and 

reducing redundancies through intra-agency cooperation. The 

AOC monitored nine KPIs for this strategic goal in FY 2019. See 

Figure 40.

Strategic Objective 1.0: Support the success of others by 

prioritizing the AOC’s mission, values, vision and goals ahead 

of the interests of any individual, work group or business unit

This strategic objective promotes employee collaboration 

and learning through cross-functional projects and activities 

that require a high level of communication, cooperation and 

alignment to a shared purpose. Two strategies and three 

strategic initiatives support this objective.

The AOC’s Operate as One Team, Dedicated to One Mission strategic goal fosters a culture of learning, sharing, cooperation and teamwork. These principles translate into 

improved efficiency and effectiveness throughout the organization.

FIGURE 40 Key Performance Indicator Results 

Achieved for Operate as One Team, Dedicated to 

One Mission
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 77

STRATEGY STRATEGIC INITIATIVE

Each business unit works to 

strengthen collaboration and 

alignment to a shared purpose, 

with partners within and across 

business units by improving 

communication, clarifying roles 

and responsibilities and/or 

improving processes.

 Communities@AOC

 Compass redesign

 Integrated inventory 

management system

Each business unit establishes 

opportunities for its employees 

to work in, or closely collaborate 

with, the employees in other 

business units and establishes 

opportunities for employees from 

other business units to work in or 

closely collaborate with its own 

business unit.

 Talent Hub (FY 2020)

Analysis of FY 2019 Results

The AOC measured progress toward this objective through 

six KPIs. The AOC did not conduct the peer survey in FY 2019 

and, therefore, the AOC only measured three of the six KPIs 

associated with this objective. The AOC also made progress 

toward this objective through a strategic initiative to create 

communities of practice that provide forums for employees 

to share experiences and collaborate on establishing best 

practices. The AOC proposed four communities as pilot 

organizations. In addition, the AOC worked on a redesigned 

internal website to provide employees with better access to 

content and improve intra-agency communications. 

Business Units With Successfully Implemented 

Partnering Plans (OTOM KPI 1) 

This annual KPI measures the prevalence of partnering plans 

across the agency. Partnering plans ensure that business units 

coordinate cross-organizational work — driving employee 

collaboration, communication and alignment. The AOC’s target 

for this KPI is that 100 percent of business units implement their 

plans during the fiscal year. In FY 2019, 58.8 percent of AOC 

business units implemented their plans, falling short of the 

target for the first time in three years. See Figure 41.

Employees Placed in Cross-Organizational 

Opportunities (OTOM KPI 2)

This annual KPI provides an indication of the AOC’s success 

in promoting increased collaboration across business units 

and in sharing enhanced knowledge, lessons learned and 

best practices to assist each jurisdiction in its own operations. 

The target for this KPI is for each business unit to place 

the equivalent of 2 percent of their workforce in crossorganizational opportunities — e.g., official detail assignments 

and acceptance into the Architect’s Mobility Program (AMP) that 

offer opportunities for employees who occupy career-limiting 

positions and lack qualifying experience to enter other career 

fields. As shown in Figure 42, the AOC met this target for the 

third straight year.

Cross-Organizational Employee Opportunities 

(OTOM KPI 3)

This annual KPI measures the AOC’s success in promoting 

increased internal collaboration by looking at the number of 

business units that created opportunities for employees from 

outside their organization to work in their organization. The 

target for this indicator is for 100 percent of business units 

to make cross-organizational opportunities available to an 

equivalent of 2 percent of its workforce. As shown in Figure 

42, this fiscal year, 88.2 percent of business units created 

opportunities and welcomed employees from other business 

units in FY 2019. The AOC’s large volume of projects and office 

moves kept personnel at capacity and limited the availability 

of cross-organizational opportunities within the agency. This is 

the second consecutive year the agency missed the target for 

this KPI. 

 

FIGURE 41 Business Units With Successfully 

Implemented Partnering Plans
78 Section II • Performance Information ARCHITECT OF THE CAPITOL

Favorability Ratings for AOC Peer Survey 

Collaboration, Communication and Alignment 

Dimensions (OTOM KPIs 4, 5 and 6)

The AOC did not conduct the peer survey in FY 2019. Instead, the 

AOC researched alternative methods to assess peer satisfaction 

using existing processes and systems that capture customer 

service information and redesigned the peer survey approach. 

The new approach focuses on after action assessments from 

surveys and automated systems to provide more timely 

data related to the quality of services provided. The AOC will 

implement this new approach in FY 2020.

Strategic Objective 2.0: Strategically plan, 

allocate and manage resources AOC-wide

This strategic objective ensures that the AOC deploys resource 

planning, allocation and management capabilities in a 

systematic manner. One strategy and two strategic initiatives 

support this strategic objective.

STRATEGY STRATEGIC INITIATIVE

Determine the AOC's current and 

future resource requirements.

 Strategic resource planning

 Integrated talent management

Analysis of FY 2019 Results

The AOC measured progress toward this objective through three 

KPIs. In addition, this fiscal year, the AOC made progress toward 

this strategic initiative by completing a pilot workforce study 

to determine the agency’s estimated resource requirements. 

Additionally, the AOC began development of comprehensive 

talent management plans for each jurisdiction. These plans 

focus on workforce and succession planning, talent acquisition 

and talent development. Finally, the agency is preparing a 

planning, programming, budgeting, execution and evaluation 

framework that incorporates risk and strategic planning into 

budget formulation and execution. 

NEW! Workforce Study Pilot of the Planning and 

Project Management Division and Present Findings 

(OTOM KPI 7)

This one-year KPI focuses on efforts to determine the AOC’s 

current and estimated future resource requirements, beginning 

with a workforce study pilot for the Planning and Project 

Management office. The target for this KPI was the completion 

of the workforce study pilot by the end of FY 2019. The AOC 

accomplished this initiative, thus meeting the targeted 

performance. The study pilot provided recommendations for 

resource planning and produced a data model for analyzing 

current and future resource needs as capacity and workload 

fluctuate. 

NEW! Adopt an Integrated Planning, Programming, 

Budgeting, Execution and Evaluation Framework 

(OTOM KPI 8)

This one-year KPI measures the AOC’s efforts to align the 

planning, programming, budgeting, execution and evaluation 

processes with strategy, enterprise risk management and 

performance management. The target for this KPI was to 

implement this process framework for the FY 2021 budget cycle. 

The AOC achieved this target, in part, by convening agency 

budget, risk and strategic planning stakeholders to establish and 

align processes and timelines for adapting the framework for 

OMB Circular A-11, Preparation, Submission, and Execution of the 

Budget. This framework allows the agency to align long-term 

planning with annual budget formulation and execution and 

remain cognizant of risk areas when making budget decisions. 

 

 

FIGURE 42 Cross-Organizational Opportunities
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 79

NEW! Develop Jurisdiction Talent Management Plans 

(OTOM KPI 9)

This one-year KPI measures the AOC’s efforts to provide a 

tailored approach to talent acquisition, succession planning and 

learning management. The target for this KPI was to develop 

jurisdiction talent management plans for each jurisdiction 

by the end of FY 2019. The AOC developed comprehensive 

talent management plans for most jurisdictions that addressed 

workforce requirements, succession planning strategies, and 

training needs this fiscal year and expects to complete all plans 

by the first quarter of FY 2020. Due to competing priorities, the 

AOC did not implement all plans in FY 2019 and therefore did 

not meet the target.

Future Efforts

In FY 2020, the agency will execute initiatives that foster 

greater cross-jurisdictional collaboration by piloting additional 

communities of practice, pursuing an integrated inventory 

management system, refining the AOC’s intranet site. The 

agency will design and pilot a “Talent Hub” that will enable 

employees to discover cross-jurisdictional work opportunities. 

The AOC will also determine current and estimated future 

resource requirements by executing talent management plans 

for each jurisdiction and continue to explore cost effective 

resource estimation methods for all business units. The AOC 

will research, assess and design a strategy to attract and retain 

qualified technicians who can troubleshoot and fix direct 

digital control systems that regulate and automate building 

HVAC systems.

The AOC uses its key performance indicators to evaluate its success in meeting its responsibilities to care for the Capitol campus. 
Operate as

One Team, 

Dedicated to 

One Mission
Glenn DeVinney

Senate Office Buildings

Glenn has proven himself an outstanding supervisor and mentor. 

He has worked for the AOC for more than 20 years and holds 

extensive experience in all five masonry trades — brick, plaster, 

tile, concrete and stonework. 

Christopher Beyer

Safety, Fire and Environmental Programs

Chris collaborated on the development and implementation of a 

pilot program to train all Capitol Visitor Center staff on multiple 

emergency preparedness topics.

Eric Paff

Chief Administrative Officer

Eric is a 28-year AOC employee and an indispensable member 

of the curatorial staff. He has helped produce numerous books 

about the art and architecture of the U.S. Capitol.

Reginald Anderson

Capitol Police Buildings, Grounds and Security

Reginald displayed a high level of customer service in his 

response and support of a lead-containing paint and dust 

cleanup project. His commitment ensured that all activities were 

completed in a timely manner.

Laila Atayee

Supreme Court Building and Grounds

A management and program analyst, Laila worked closely 

with the Supreme Court and the Administrative Office of the 

U.S. Courts to develop new quarterly financial review process 

improvements.

Katie Serock

Capitol Grounds and Arboretum

As a gardener supervisor, Katie’s leadership and demeanor 

motivates and inspires her team to consistently perform at

their best. 

Marvin Cortez

Human Capital Management Division

As Chief of the Talent Acquisition and Classification Branch, 

Marvin provides outstanding support to AOC leaders, hiring 

officials and his team. He works tirelessly to meet critical agency 

workforce needs.

Nora O’Reilly

U.S. Capitol Visitor Center

A visitor guide, Nora is consistently recognized for service 

excellence and her welcoming personality. She was voted as the 

CVC’s 2018 Employee of the Year.

Cyndi Yocubik

Planning and Project Management

Cyndi was instrumental in developing the AOC construction 

safety program improvements, including training and improved 

metrics and reporting.

Juanita Kennedy

Library Buildings and Grounds

Juanita is a reliable, professional and dedicated facility 

operations specialist. In FY 2019, she took on extra project 

management responsibilities at the Packard Campus and Fort 

Meade facilities to improve overall facilities operations.

Richard Edmonds

Capitol Power Plant

An industrial engineering technician, Richard proactively seeks 

out new maintenance strategies and works collaboratively with 

personnel at all levels to initiate improvements at the Capitol 

Power Plant.

Not pictured:

Richard Tompkins

U.S. Botanic Garden

A Horticulture Division gardener, Richard consistently provides 

excellent customer service to internal and external clients.

Alfreda Warley

Capitol Building

Alfreda is a 15-year employee of the AOC and has built a 

reputation for courtesy, respectfulness, responsiveness and 

attention to detail. 

Charlene Young

House Office Buildings

In her role as custodial worker, Charlene is a regular recipient of 

praise from staffers and members of Congress for her work ethic. 

She is highly respected for her willingness to share knowledge.

The AOC fosters a culture of learning, sharing, cooperation and teamwork. In FY 2019, the following employees exemplified the AOC’s 

mission to serve, preserve and inspire (pictured from left to right):
The AOC serves as steward for the Capitol campus, which 

encompasses more than 18.4 million square feet of facility space, 

27 major buildings and more than 570 acres of grounds.
Introducing the Principal Financial Statements

The Architect of the Capitol (AOC) prepared its Principal 

Financial Statements to report the financial position and results 

of operations. The Statements have been prepared from the 

books and records of the AOC in accordance with formats 

prescribed by the Office of Management and Budget (OMB) in 

OMB Circular A-136, Financial Reporting Requirements, revised. 

The Statements are in addition to financial reports prepared by 

the AOC in accordance with OMB and U.S. Department of the 

Treasury (Treasury) directives to monitor and control the status 

and use of budgetary resources, which are prepared from the 

same books and records. The Statements should be read with 

the understanding that they are for a component of the U.S. 

government, a sovereign entity. The AOC has no authority to 

pay liabilities not covered by budgetary resources. Liquidation 

of such liabilities requires enactment of an appropriation.

Balance Sheet. Provides comparative information on the 

AOC’s assets, liabilities and Net Position (Unexpended 

Appropriations and Cumulative Results of Operations). Net 

Position represents the Net Investment of the U.S. government 

in the AOC’s assets less liabilities.

Statement of Net Costs. Provides the comparative gross costs 

incurred by responsibility segment (AOC jurisdiction), net of any 

exchange or earned revenue from activities. Exchange revenue 

includes income from steam and chilled water provided to 

governmental or private entities, gift shop sales, recycling and 

others. The net cost of operations is prepared on the proprietary 

basis of accounting and, unlike budgetary accounting, includes 

costs of services provided by other entities, accruals and 

noncash expenses such as depreciation and amortization.

Statement of Changes in Net Position. Provides, on a 

comparative basis, the beginning Net Position, the transactions 

that affected Net Position during the period and the ending Net 

Position.

Combined Statement of Budgetary Resources. Presents 

comparative information on the budgetary basis of accounting, 

including how budgetary resources were made available and 

their status at the end of the year.

Financial

Information

SECTION III

2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 83
84 Section III • Financial Information ARCHITECT OF THE CAPITOL

Message from the Acting Chief Financial Officer

I am honored to have the opportunity to serve as the AOC’s 

Acting Chief Financial Officer (CFO) and to oversee the financial 

operations of the organization during this time of leadership 

transition. I am equally proud of the professional staff of the 

CFO who are dedicated to ensuring we provide exemplary 

contributions toward our agency’s mission to serve Congress 

and the Supreme Court, preserve America’s Capitol and inspire 

memorable experiences. 

The AOC’s Chief Financial Officer provides an essential role in 

the management of the funds appropriated to the agency. In 

support of our efforts to be good stewards of the public funds 

entrusted to the AOC, I am pleased to present the Fiscal Year 

(FY) 2019 Performance and Accountability Report (PAR), which 

provides a transparent and comprehensive explanation of how 

we utilize and account for our financial resources. 

For the first time since 2010, the AOC received full-year funding 

at the beginning of the fiscal year. The availability of funds at the 

outset of the fiscal year allowed us greater ability to manage our 

resources, execute projects and fulfill our mission. In FY 2019, 

the AOC received appropriations of $733.7 million, an increase 

of $21.6 million, or 3.0 percent, over the FY 2018 funding level. 

This total included $298.7 million to fund multiyear capital 

infrastructure projects, plus an additional $1.8 million to fund 

critical information technology and cybersecurity initiatives, and

allowed us to invest over $275 million to staff, train and outfit 

our workforce. To better manage our funds, we improved our 

data analytics capabilities this fiscal year. The AOC initiative to 

implement data visualization tools and increase its reliance on 

data marts produced more meaningful financial reports and 

improved our decision-making process. 

Annual Financial Statement Audit

For the 15th consecutive year, the AOC received an unmodified 

(“clean”) opinion of our annual financial statement audit, with 

no material weaknesses and no significant deficiencies. As 

dedicated stewards of the funds Congress appropriates to us, 

we are proud of this record of achievement. A clean opinion 

confirms that our financial statements accurately present 

the financial position of our agency, are free of material 

misstatements, are in conformity with generally accepted 

accounting principles and ensure public trust that every 

dollar spent delivers results. As part of our annual audit, it was 

determined that there were no instances of noncompliance with 

the laws, regulations and contracts applicable to the AOC. 

I am also proud to report that the AOC received multiple awards 

from the Association of Government Accountants (AGA) for our 

financial reporting. For the eighth consecutive year, the AOC’s 

PAR received AGA’s Certificate of Excellence in Accountability 

Reporting (CEAR). Also, the FY 2018 PAR received an AGA CEAR 

Best-in-Class Award, which recognized us for documenting the 

agency staff’s contributions to our mission, and a Certificate of 

Excellence in Citizen-Centric Reporting for our FY 2018 CitizenCentric Report. 

Our Achievements

In FY 2019, the AOC expanded the use of technology to improve 

our financial processes and adopted shared service tools 

that use governmentwide best practices. For example, the 

AOC implemented the GSA SmartPay 3 program to increase 

payment efficiencies. Additionally, the AOC joined the SATO E2 

Solutions Travel System (E2 Solutions) program; a secure, webbased automated service for managing the agency’s travel. E2 

Solutions allows AOC’s employees to benefit from federalwide 

standardized travel management practices, thus improving the 

control of travel spending. Also, we implemented a new Funding 

Authorization Document management process to provide an 

improved online system for the administrative control of funds 

and ensure that obligations are limited to enacted amounts.

This year, we improved our business processes and customer 

service by expanding the use of technology for routine 

transactions. Also, the AOC expanded the use of Treasury’s 

Pay.gov, a web-based tool to automate collections and minimize 

manual entries for routine transactions such as the collection of 

electric vehicle charging fees.

The AOC continues to use the Legislative Branch Financial 

Management System (LBFMS), a shared service financial 

management system hosted by the Library of Congress. 

The AOC also gained a seat on Treasury’s Office of Financial 

Innovation and Transformation (FIT) Momentum Working 

Group, joining the U.S. Department of State, U.S. Department 

of Justice and other federal agencies. The FIT group prioritizes 

system enhancements, addresses common issues and shares 

best practices for government agencies to become more 

efficient and transparent in federal financial management.

The status of our internal control environment continues to 

improve. Enterprise risk management provides the AOC with 

insight into potential risks and allows the agency to address those 

issues before they affect our operations and funds management. 

Pursuant to the latest OMB Circular A-123 guidance, the AOC uses 

a matured model approach to implement OMB standards and 

integrate risk management throughout the agency. In FY 2019, 

the AOC developed risk-response strategies that help leadership 

make better decisions, identify opportunities to improve 

efficiency and manage enterprise level risks.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 85

The AOC also continues to pursue opportunities to promote 

efficiency and economy. To identify staffing and resource 

allocation needs, the AOC completed the workforce study 

of our Planning and Program Management office. This study 

included staffing recommendations based upon workload 

analysis. Additionally, the FY 2019 appropriations bill included 

an AOC-requested administrative provision that increased our 

small purchase contracting authority to $250,000. Further, 

lessons learned from Phase 1 of the Cannon Renewal Project 

have assisted us in developing procedures to improve the 

management of construction projects and change orders. 

These procedures will help ensure that future projects remain 

within budget and on time. 

Looking Forward

Looking ahead to the future, we are committed to sustaining 

our financial statement audit progress, reducing manual 

processes and improving data quality. The AOC continually 

monitors other federal agency best practices and initiatives 

to further advance our financial functions. For example, this 

year we reached an agreement with the U.S. Department of 

Treasury (Treasury) to implement their Budget Formulation and 

Execution Manager application. While still in its implementation 

stage, this application will standardize and improve the 

AOC’s budget formulation processes. We are also working to 

implement Treasury’s G-Invoicing platform, which will help 

improve the agency’s intragovernmental purchase and sale 

processes. Although the AOC is not subject to the Digital 

Accountability and Transparency Act, we are standardizing our 

financial data for cleaner reporting and improved transparency. 

Conclusion

The annual financial statement audit is an essential element in 

the AOC’s internal control program and a check of our financial 

management processes. I would like to thank Congress for its 

continued support in allowing the AOC to preserve our nation’s 

capital for future generations. I also thank our audit partners 

for their assistance and professionalism. Most importantly, 

I would also like to thank the AOC’s talented staff who work 

throughout the year toward our goal of sound stewardship 

of our appropriated funds. We are proud of our achievements 

and hope that this report provides a thorough and candid 

explanation of how the AOC manages our funds and achieves 

our mission. 

Sincerely,

Jonathan Kraft

Acting Chief Financial Officer

November 15, 2019

The AOC’s talented financial staff helps to manage the agency’s resources with integrity and accuracy.
86 Section III • Financial Information ARCHITECT OF THE CAPITOL

FOR OFFICIAL USE ONLY

FOR OFFICIAL USE ONLY

DATE: November 18, 2019 

TO: Thomas J. Carroll III 

 Acting Architect of the Capitol

FROM: Christopher P. Failla, CIG 

Inspector General

SUBJECT: Audit of Fiscal Year 2019 Financial Statements

(Audit Report OIG-AUD-2020-01) 

We contracted with the independent public accounting firm of Kearney & Company (Kearney), 

P.C. to audit the financial statements of the Architect of the Capitol (AOC) as of and for the 

fiscal years that ended September 30, 2019, and 2018, and to provide reports on internal control 

over financial reporting and on compliance and other matters. The contract required that the 

audit be performed in accordance with auditing standards generally accepted in the United States 

of America; the standards applicable to financial audits contained in Government Auditing 

Standards, issued by the Comptroller General of the United States; Office of Management and 

Budget Bulletin No. 19-03, Audit Requirements for Federal Financial Statements; the U.S. 

General Accountability Office’s (GAO) Federal Information System Controls Audit Manual; and

the GAO/Council of the Inspectors General on Integrity and Efficiency Financial Audit Manual. 

In its audit of the AOC, Kearney reported: 

• the financial statements were fairly presented, in all material respects, in accordance with 

U.S. generally accepted accounting principles;

• no material weaknesses1

 in internal control over financial reporting; 

• no instances in which the AOC’s financial management systems did not substantially 

comply; and

• no reportable noncompliance issues with provisions of laws tested or other matters.

Kearney is responsible for the attached auditor’s report dated November 15, 2019 and the 

conclusions expressed therein. We do not express opinions on the AOC’s financial statements or 

internal control over financial reporting, or conclusions on compliance and other matters. 

 

1 A material weakness is a deficiency, or combination of deficiencies, in internal control, such that there is a 

reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or 

detected and corrected, on a timely basis.

 Office of Inspector General

 Fairchild Bldg.

 499 S. Capitol St., SW, Suite 518

 Washington, D.C. 20515 United States Government 202.593.1948

 www.aoc.gov MEMORANDUM

Inspector General Transmittal
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 87

FOR OFFICIAL USE ONLY

FOR OFFICIAL USE ONLY

If you have any questions or wish to discuss this report, please contact Erica Wardley, at 

202.593.0081 or Erica.Wardley@aoc.gov. 

Distribution List:

Jonathan Kraft, Acting Chief Financial Officer, 

William O’Donnell, Chief Administrative Officer

Jason Baltimore, General Counsel 

Jay Wiegmann, Chief Information Officer 

Curtis McNeil, Risk Management Officer

Mary Jean Pajak, Senior Advisor to Chief Operating Officer

Inspector General Transmittal (continued)
88 Section III • Financial Information ARCHITECT OF THE CAPITOL

Independent Auditor’s Report

1701 Duke Street, Suite 500, Alexandria, VA 22314

PH: 703.931.5600, FX: 703.931.3655, www.kearneyco.com

INDEPENDENT AUDITOR’S REPORT

To the Architect of the Capitol and Inspector General of the Architect of the Capitol

Report on the Financial Statements

We have audited the accompanying financial statements of the Architect of the Capitol (AOC),

which comprise the balance sheets as of September 30, 2019 and 2018, the related statements of 

net cost and changes in net position, and the combined statements of budgetary resources 

(hereinafter referred to as the “financial statements”) for the years then ended, and the related 

notes to the financial statements.

Management’s Responsibility for the Financial Statements

Management is responsible for the preparation and fair presentation of these financial statements 

in accordance with accounting principles generally accepted in the United States of America; this 

includes the design, implementation, and maintenance of internal control relevant to the 

preparation and fair presentation of financial statements that are free from material misstatement, 

whether due to fraud or error.

Auditor’s Responsibility

Our responsibility is to express an opinion on these financial statements based on our audits. We 

conducted our audits in accordance with auditing standards generally accepted in the United 

States of America; the standards applicable to financial audits contained in Government Auditing 

Standards, issued by the Comptroller General of the United States; and Office of Management 

and Budget (OMB) Bulletin No. 19-03, Audit Requirements for Federal Financial Statements.

Those standards and OMB Bulletin No. 19-03 require that we plan and perform the audit to 

obtain reasonable assurance about whether the financial statements are free from material 

misstatement. 

An audit involves performing procedures to obtain audit evidence about the amounts and 

disclosures in the financial statements. The procedures selected depend on the auditor’s

judgment, including the assessment of the risks of material misstatement of the financial 

statements, whether due to fraud or error. In making those risk assessments, the auditor 

considers internal control relevant to the entity’s preparation and fair presentation of the financial 

statements in order to design audit procedures that are appropriate in the circumstances, but not 

for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. 

Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness 

of accounting policies used and the reasonableness of significant accounting estimates made by 

management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a 

basis for our audit opinion.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 89

Independent Auditor’s Report (continued)

Opinion

In our opinion, the financial statements referred to above present fairly, in all material respects, 

the financial position of the AOC as of September 30, 2019 and 2018, and its net cost of 

operations, changes in net position, and budgetary resources for the years then ended, in 

accordance with accounting principles generally accepted in the United States of America.

Other Matters

Required Supplementary Information

Accounting principles generally accepted in the United States of America require that 

Management’s Discussion and Analysis and Required Supplementary Information (hereinafter 

referred to as the “required supplementary information”) be presented to supplement the 

financial statements. Such information, although not a part of the financial statements, is 

required by OMB and the Federal Accounting Standards Advisory Board (FASAB), who 

consider it to be an essential part of financial reporting for placing the financial statements in an 

appropriate operational, economic, or historical context. We have applied certain limited 

procedures to the required supplementary information in accordance with auditing standards 

generally accepted in the United States of America, which consisted of inquiries of management 

regarding the methods of preparing the information and comparing it for consistency with 

management’s responses to our inquiries, the financial statements, and other knowledge we 

obtained during our audits of the financial statements. We do not express an opinion or provide 

any assurance on the information because the limited procedures do not provide us with 

sufficient evidence to express an opinion or provide any assurance.

Other Information

Our audits were conducted for the purpose of forming an opinion on the financial statements 

taken as a whole. Other Information, as named in the Performance and Accountability Report 

(PAR), is presented for purposes of additional analysis and is not a required part of the financial 

statements. Such information has not been subjected to the auditing procedures applied in the 

audits of the financial statements; accordingly, we do not express an opinion or provide any 

assurance on it.
90 Section III • Financial Information ARCHITECT OF THE CAPITOL

Independent Auditor’s Report (continued)

Other Reporting Required by Government Auditing Standards

In accordance with Government Auditing Standards and OMB Bulletin No. 19-03, we have also 

issued reports, dated November 15, 2019, on our consideration of the AOC’s internal control 

over financial reporting and on our tests of the AOC’s compliance with provisions of applicable 

laws, regulations, contracts, and grant agreements, as well as other matters for the year ended 

September 30, 2019. The purpose of those reports is to describe the scope of our testing of 

internal control over financial reporting and compliance and the results of that testing, and not to 

provide an opinion on internal control over financial reporting or on compliance and other 

matters. Those reports are an integral part of an audit performed in accordance with Government 

Auditing Standards and OMB Bulletin No. 19-03 and should be considered in assessing the 

results of our audits.

Alexandria, Virginia

November 15, 2019
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 91

Independent Auditor’s Report on Internal

Control Over Financial Reporting

1701 Duke Street, Suite 500, Alexandria, VA 22314

PH: 703.931.5600, FX: 703.931.3655, www.kearneyco.com

INDEPENDENT AUDITOR’S REPORT ON INTERNAL CONTROL OVER 

FINANCIAL REPORTING

To the Architect of the Capitol and Inspector General of the Architect of the Capitol

We have audited, in accordance with auditing standards generally accepted in the United States 

of America; the standards applicable to financial audits contained in Government Auditing 

Standards, issued by the Comptroller General of the United States; and Office of Management 

and Budget (OMB) Bulletin No. 19-03, Audit Requirements for Federal Financial Statements,

the financial statements of the Architect of the Capitol (AOC) as of and for the year ended 

September 30, 2019, and the related notes to the financial statements, which collectively 

comprise the AOC’s financial statements, and we have issued our report thereon dated 

November 15, 2019.

Internal Control over Financial Reporting

In planning and performing our audit of the financial statements, we considered the AOC’s 

internal control over financial reporting (internal control) to determine the audit procedures that 

are appropriate in the circumstances for the purpose of expressing our opinions on the financial 

statements, but not for the purpose of expressing an opinion on the effectiveness of the AOC’s 

internal control. Accordingly, we do not express an opinion on the effectiveness of the AOC’s 

internal control. We limited our internal control testing to those controls necessary to achieve 

the objectives described in OMB Bulletin No. 19-03. We did not test all internal controls 

relevant to operating objectives as broadly defined by the Federal Managers’ Financial Integrity 

Act of 1982 (FMFIA), such as those controls relevant to ensuring efficient operations. 

A deficiency in internal control exists when the design or operation of a control does not allow 

management or employees, in the normal course of performing their assigned functions, to

prevent, or detect and correct, misstatements on a timely basis. A material weakness is a 

deficiency, or combination of deficiencies, in internal control, such that there is a reasonable 

possibility that a material misstatement of the entity’s financial statements will not be prevented,

or detected and corrected, on a timely basis. A significant deficiency is a deficiency, or 

combination of deficiencies, in internal control that is less severe than a material weakness, yet 

important enough to merit attention by those charged with governance.

Our consideration of internal control was for the limited purpose described in the first paragraph 

of this section and was not designed to identify all deficiencies in internal control that might be 

material weaknesses or significant deficiencies. Given these limitations, during our audit, we did 

not identify any deficiencies in internal control that we consider to be material weaknesses.

However, material weaknesses may exist that have not been identified. In the accompanying 

Appendix A, we provide a status of prior-year deficiencies.

We noted certain additional matters involving internal control over financial reporting that we 

will report to the AOC’s management in a separate letter. 
92 Section III • Financial Information ARCHITECT OF THE CAPITOL

Independent Auditor’s Report on Internal

Control Over Financial Reporting (continued)

Purpose of this Report

The purpose of this report is solely to describe the scope of our testing of internal control and the 

results of that testing, and not to provide an opinion on the effectiveness of the AOC’s internal 

control. This report is an integral part of an audit performed in accordance with Government 

Auditing Standards and OMB Bulletin No. 19-03 in considering the entity’s internal control. 

Accordingly, this communication is not suitable for any other purpose. 

Alexandria, Virginia 

November 15, 2019
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 93

Independent Auditor’s Report on Internal

Control Over Financial Reporting (continued)

APPENDIX A: STATUS OF PRIOR YEAR DEFICIENCIES

In the Independent Auditor’s Report on Internal Control over Financial Reporting within the 

audit report on the Architect of Capitol’s (AOC) fiscal year (FY) 2018 financial statements, 

Kearney & Company, P.C. (Kearney) did not identify any issues related to internal control over 

financial reporting.
94 Section III • Financial Information ARCHITECT OF THE CAPITOL

Independent Auditor’s Report on Compliance with 

Laws, Regulations, Contracts, and Grant Agreements

1701 Duke Street, Suite 500, Alexandria, VA 22314

PH: 703.931.5600, FX: 703.931.3655, www.kearneyco.com

INDEPENDENT AUDITOR’S REPORT ON COMPLIANCE WITH LAWS, 

REGULATIONS, CONTRACTS, AND GRANT AGREEMENTS

To the Architect of the Capitol and Inspector General of the Architect of the Capitol

We have audited, in accordance with auditing standards generally accepted in the United States 

of America; the standards applicable to financial audits contained in Government Auditing 

Standards, issued by the Comptroller General of the United States; and Office of Management 

and Budget (OMB) Bulletin No. 19-03, Audit Requirements for Federal Financial Statements,

the financial statements of the Architect of the Capitol (AOC) as of and for the year ended 

September 30, 2019, and the related notes to the financial statements, which collectively 

comprise the AOC’s financial statements, and we have issued our report thereon dated 

November 15, 2019.

Compliance and Other Matters

As part of obtaining reasonable assurance about whether the AOC’s financial statements are free 

from material misstatement, we performed tests of its compliance with certain provisions of 

laws, regulations, contracts, and grant agreements, noncompliance with which could have a 

direct and material effect on the determination of financial statement amounts. However, 

providing an opinion on compliance with those provisions was not an objective of our audit, and

accordingly, we do not express such an opinion. The results of our tests disclosed no instances 

of noncompliance or other matters that are required to be reported under Government Auditing 

Standards and OMB Bulletin No. 19-03.

Purpose of this Report

The purpose of this report is solely to describe the scope of our testing of compliance and the 

results of that testing, and not to provide an opinion on the effectiveness of the entity’s 

compliance. This report is an integral part of an audit performed in accordance with Government 

Auditing Standards and OMB Bulletin No. 19-03 in considering the entity’s compliance.

Accordingly, this communication is not suitable for any other purpose. 

Alexandria, Virginia 

November 15, 2019
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 95

Acting Architect of the Capitol’s Response to the Inspector General
96 Section III • Financial Information ARCHITECT OF THE CAPITOL

2019 2018

ASSETS

Intragovernmental Assets

Fund Balance with Treasury (Note 3) $ 1,094,152 $ 1,020,087 

Investments (Note 5) 24,591 22,700 

Accounts Receivable (Note 6) 1,857 2,239 

Other (Note 10) 834 927 

Total Intragovernmental $ 1,121,434 $ 1,045,953 

Cash and Other Monetary Assets (Note 4) 45 49 

Investments (Note 5) 10,673 10,451 

Accounts Receivable, Net (Note 6) 876 1,348 

Inventory and Related Property, Net (Note 7) 624 684 

General Property, Plant and Equipment, Net (Note 8) 2,250,783 2,161,475 

Other (Note 10) 4 4 

TOTAL ASSETS (Note 2) $ 3,384,439 $ 3,219,964 

Stewardship PP&E (Note 9)

LIABILITIES

Intragovernmental Liabilities

Accounts Payable $ 262 $ 141 

Unfunded FECA (Note 12) 9,159 9,067 

Advances from Others 50,365 46,001 

Other Liabilities (Note 16) 57 50 

Total Intragovernmental $ 59,843 $ 55,259 

Accounts Payable 3,328 5,227 

Debt Held by the Public (Note 13) 70,082 79,740 

Actuarial FECA (Note 12) 52,073 57,031

Contingent and Environmental Liabilities (Note 14) 79,243 77,952 

Accrued Annual Leave and Other (Note 12) 23,608 21,805 

Capital Lease Liability (Note 15) 4,408 5,029 

Contract Holdbacks 14,442 10,913 

Other Liabilities (Note 16) 102,427 91,155

TOTAL LIABILITIES (Note 11) $ 409,454 $ 404,111 

COMMITMENTS AND CONTINGENCIES (NOTE 14)

NET POSITION

Unexpended Appropriations $ 895,155 $ 820,284 

Cumulative Results of Operations 2,079,830 1,995,569 

TOTAL NET POSITION $ 2,974,985 $ 2,815,853 

TOTAL LIABILITIES AND NET POSITION $ 3,384,439 $ 3,219,964 

The accompanying footnotes are an integral part of these financial statements.

Financial Statements

Architect of the Capitol

Balance Sheet

As of September 30, 2019 and 2018 ($ in Thousands)
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 97

PROGRAM COSTS 2019 2018

Capital Construction and Operations

Gross Costs $ 102,401 $ 102,172 

Less: Earned Revenue (822) (370)

Net Program Costs 101,579 101,802 

Capitol Building

Gross Costs 61,726 54,198 

Less: Earned Revenue (515) (463)

Net Program Costs 61,211 53,735 

Capitol Grounds and Arboretum

Gross Costs 14,120 14,833 

Less: Earned Revenue (77) (82)

Net Program Costs 14,043 14,751 

Capitol Police Buildings, Grounds and Security

Gross Costs 34,030 29,007 

Less: Earned Revenue — —

Net Program Costs 34,030 29,007 

Capitol Power Plant

Gross Costs 106,524 101,422 

Less: Earned Revenue (11,335) (10,332)

Net Program Costs 95,189 91,090 

House Office Buildings

Gross Costs 120,533 94,131 

Less: Earned Revenue (10,058) (11,580)

Net Program Costs 110,475 82,551 

Library Buildings and Grounds

Gross Costs 50,369 46,833 

Less: Earned Revenue (1,519) (3,146)

Net Program Costs 48,850 43,687 

Senate Office Buildings

Gross Costs 91,785 78,386 

Less: Earned Revenue (2,795) (1,269)

Net Program Costs 88,990 77,117 

Supreme Court Building and Grounds

Gross Costs 54,531 52,946 

Less: Earned Revenue (35,428) (31,010)

Net Program Costs 19,103 21,936 

U.S. Botanic Garden

Gross Costs 14,924 13,381 

Less: Earned Revenue — — 

Net Program Costs 14,924 13,381 

U.S. Capitol Visitor Center

Gross Costs 27,675 27,256 

Less: Earned Revenue (6,560) (5,677)

Net Program Costs 21,115 21,579 

Net Cost of Operations (Note 23) $ 609,509 $ 550,636 

The accompanying footnotes are an integral part of these financial statements.

Architect of the Capitol

Statement of Net Cost

For the Years Ending September 30, 2019 and 2018 ($ in Thousands)
98 Section III • Financial Information ARCHITECT OF THE CAPITOL

2019 2018

UNEXPENDED APPROPRIATIONS

Beginning Balance $ 820,284 $ 717,962 

Budgetary Financing Sources

Appropriations Received (Note 19) 742,744 728,258 

Appropriations Transferred In/Out (Note 19) — 15,000 

Other Adjustments (1,974) (3,994)

Appropriations Used (665,899) (636,942)

Total Budgetary Financing Sources 74,871 102,322 

Total Unexpended Appropriations $ 895,155 $ 820,284 

CUMULATIVE RESULTS OF OPERATIONS

Beginning Balance $ 1,995,569 $ 1,882,143 

Budgetary Financing Sources

Appropriations Used 665,899 636,942 

Nonexchange Revenue 229 321 

Other Financing Sources (Nonexchange)

Transfers In/(Out) Without Reimbursement 1,000 (8) 

Imputed Financing from Costs Absorbed by Others (Note 17) 26,642 26,807 

Total Financing Sources 693,770 664,062 

Net Cost of Operations (609,509) (550,636)

Net Change 84,261 113,426

Cumulative Results of Operations $ 2,079,830 $ 1,995,569 

NET POSITION $ 2,974,985 $ 2,815,853 

The accompanying footnotes are an integral part of these financial statements.

Architect of the Capitol

Statement of Changes In Net Position

For the Years Ending September 30, 2019 and 2018 ($ in Thousands)
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 99

2019 2018

BUDGETARY RESOURCES

Unobligated Balance from Prior Year Budget Authority, Net (Note 22) $ 694,922 $ 616,191 

Appropriations (Note 19) 749,803 743,323 

Borrowing Authority 6,608 7,478 

Spending Authority from Offsetting Collections 55,746 37,679 

Total Budgetary Resources $ 1,507,079 $ 1,404,671 

STATUS OF BUDGETARY RESOURCES

New Obligations and Upward Adjustments $ 901,105 $ 748,576 

Unobligated Balance, End of Year:

Exempt from Apportionment, Unexpired Accounts 585,996 634,920 

Unexpired Unobligated Balance, End of Year 585,996 634,920 

Expired Unobligated Balance, End of Year (Note 3) 19,978 21,175 

Total Unobligated Balance, End of Year 605,974 656,095 

Total Budgetary Resources $ 1,507,079 $ 1,404,671 

OUTLAYS, NET

Outlays, Net (Total) (Discretionary and Mandatory) 654,579 621,952 

Agency Outlays, Net (Note 23) $ 654,579 $ 621,952 

The accompanying footnotes are an integral part of these financial statements.

Architect of the Capitol

Combined Statement of Budgetary Resources

For the Years Ending September 30, 2019 and 2018 ($ in Thousands)
100 Section III • Financial Information ARCHITECT OF THE CAPITOL

Index

NOTE 1: Summary of Significant Accounting Policies ................................................................................................................................................................. 101

A. Reporting Entity ........................................................................................................................................................................................................ 101

B. Basis of Accounting and Presentation ................................................................................................................................................................. 101

C. Fund Balance with Treasury .................................................................................................................................................................................... 101

D. Accounts Receivable ................................................................................................................................................................................................. 101

E. Investments ................................................................................................................................................................................................................ 101

F. Trust and Revolving Funds ...................................................................................................................................................................................... 102

G. Recognition of Financing Sources ........................................................................................................................................................................ 103

H. Operating Materials and Supplies ......................................................................................................................................................................... 104

I. Inventory ..................................................................................................................................................................................................................... 104

J. Public-Private Partnerships .................................................................................................................................................................................... 104

K. General Property, Plant and Equipment, Net .................................................................................................................................................... 104

L. Stewardship PP&E ..................................................................................................................................................................................................... 105

M. Liabilities ...................................................................................................................................................................................................................... 105

N. Personnel Compensation and Benefits ............................................................................................................................................................... 106

O. Statement of Net Cost .............................................................................................................................................................................................. 106

P. Use of Estimates ......................................................................................................................................................................................................... 106

Q. Classified Activities ................................................................................................................................................................................................... 107

NOTE 2: Non-Entity Assets ................................................................................................................................................................................................................. 107

NOTE 3: Fund Balance with Treasury ............................................................................................................................................................................................... 107

NOTE 4: Cash and Other Monetary Assets ..................................................................................................................................................................................... 107

NOTE 5: Investments ............................................................................................................................................................................................................................ 108

NOTE 6: Accounts Receivable, Net ................................................................................................................................................................................................... 109

NOTE 7: Inventory and Related Property, Net ............................................................................................................................................................................... 109

NOTE 8: General Property, Plant and Equipment, Net .................................................................................................................................................................110

NOTE 9: Stewardship PP&E ..................................................................................................................................................................................................................110

NOTE 10: Other Assets ............................................................................................................................................................................................................................112

NOTE 11: Liabilities Not Covered by Budgetary Resources ...........................................................................................................................................................112

NOTE 12: Payroll-Related Liabilities ....................................................................................................................................................................................................112

NOTE 13: Debt Held by the Public .......................................................................................................................................................................................................113

NOTE 14: Commitments and Contingencies ....................................................................................................................................................................................113

NOTE 15: Leases ........................................................................................................................................................................................................................................115

NOTE 16: Other Liabilities ......................................................................................................................................................................................................................116

NOTE 17: Imputed Financing ................................................................................................................................................................................................................117

NOTE 18: Net Cost of Operations Related to Payroll .......................................................................................................................................................................117

NOTE 19: Reconciliation of SCNP Appropriations to SBR ..............................................................................................................................................................118

NOTE 20: Undelivered Orders ...............................................................................................................................................................................................................118

NOTE 21: Explanation of Differences Between the Combined Statement of Budgetary Resources 

 and the Budget of the United States Government .......................................................................................................................................................119

NOTE 22: Net Adjustments to Unobligated Balance Brought Forward, October 1 ................................................................................................................119

NOTE 23: Reconciliation of Net Cost to Net Outlays .......................................................................................................................................................................119

ARCHITECT OF THE CAPITOL

Notes to the Financial Statements

For the Years Ending September 30, 2019 and 2018
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 101

NOTE 1

Summary of Significant 

Accounting Policies

A. Reporting Entity 

The Architect of the Capitol (AOC) is an agency within the 

legislative branch of the federal government. Initially authorized 

by Congress to provide “suitable buildings and accommodations 

for the Congress of the United States,” its role has expanded 

to include responsibility for the maintenance, operation, 

development, and preservation of the Capitol Building; Capitol 

Grounds and Arboretum; Capitol Police Buildings, Grounds and 

Security; House Office Buildings; Library Buildings and Grounds; 

Senate Office Buildings; Supreme Court Buildings and Grounds; 

Capitol Power Plant; U.S. Botanic Garden (USBG); and U.S. Capitol 

Visitor Center (CVC). 

The AOC is also responsible for:

 supporting Congress during official national events (e.g., 

Presidential Inaugural Ceremonies) held at the Capitol or on 

the Capitol Grounds and Arboretum

 providing steam and chilled water to the Supreme Court, 

Thurgood Marshall Federal Judiciary Building (TMFJB), Union 

Station, and the Folger Shakespeare Library, and steam-only 

to the Government Publishing Office (GPO) and the Postal 

Square building, and

 providing visitor guide services at the CVC and USBG

B. Basis of Accounting and Presentation 

As a legislative branch agency of the federal government, AOC 

is not required to follow the accounting standards promulgated 

by the Federal Accounting Standards Advisory Board (FASAB). 

The AOC has not formally adopted the Government Management 

and Reform Act of 1994, the Federal Managers Financial Integrity 

Act of 1982, the Federal Financial Management Improvement Act of 

1996, or the Government Performance and Results Modernization 

Act of 2010, as these apply only to executive branch agencies. 

Nonetheless, AOC refers to these acts as a general guide for best 

practices and incorporates them into its financial management 

practices, as appropriate. The AOC’s financial statements have 

been prepared in conformity with U.S. generally accepted 

accounting principles (GAAP) as promulgated by FASAB. The 

American Institute of Certified Public Accountants (AICPA) 

recognizes FASAB standards as GAAP for federal reporting 

entities. The AOC has adopted GAAP for financial reporting in a 

manner consistent with other federal agencies. 

The AOC records both proprietary and budgetary accounting 

transactions. Following the accrual method of accounting, 

revenues are recognized when earned and expenses are 

recognized when incurred, without regard to the actual 

collection or payment of cash.

Federal budgetary accounting recognizes the obligation, and 

use of budget authority, and other fund resources upon the 

establishment of a properly documented legal liability. The 

recognition of budgetary accounting transactions is essential for 

compliance with legal controls over the use of federal funds and 

compliance with budgetary laws.

C. Fund Balance with Treasury 

The AOC maintains most available fund balances with the U.S. 

Department of Treasury (Treasury). Fund Balance with Treasury 

(FBWT) represents the unexpended balances of expenditure 

and receipt accounts (see Note 3). Budget authority, receipts and 

disbursements are processed by Treasury, and AOC’s records are 

reconciled with those accounts on a regular basis. In addition to 

the FBWT, AOC also has other cash deposits and investments as 

described in Notes 4 and 5, respectively.

D. Accounts Receivable

Receivables may include, but are not limited to, food service 

commissions from operations at the CVC and Senate restaurants, 

flag-flying fees, employee payroll overpayments and rent 

collections from the Monocle Restaurant. If applicable, Accounts 

Receivable from non-federal sources may be reduced to net 

realizable value by the Allowance for Doubtful Accounts, which 

is based on management’s review of outstanding receivables. 

Intragovernmental accounts receivable are regarded as fully 

collectible (see Note 6). 

Accounts Receivable also includes reimbursement for supplying 

certain AOC and non-AOC entities on Capitol Hill with steam 

and chilled water (see Note 1.A). The AOC is legislatively 

authorized to collect a predetermined amount to recover the 

cost of supplying these services as offsetting collections. Any 

amount collected over the predetermined amount is credited 

to Treasury’s Miscellaneous Receipts account and is a nonentity asset.

E. Investments

All investments are reported at their acquisition (par) value, 

net of amortized premiums and discounts, as it is AOC’s intent 

to hold the investments to maturity. Purchases and sales of 

investments are recorded as of the trade date. Investment 

income is reported when earned. The market value of the 

investments is the current market value at the end of the 

reporting period.
102 Section III • Financial Information ARCHITECT OF THE CAPITOL

Intragovernmental (Investments Held With Treasury)

The CVC Revolving Fund was established under the Capitol 

Visitor Center Act of 2008 (2 U.S.C. §2201 et seq.) to provide for 

the sale of Gift Shop items and the deposit of miscellaneous 

Gift Shop receipts. A portion of related funds are invested in 

government securities through the Bureau of the Fiscal Service 

using their web-based application, Fed Invest. By law, interest 

income is credited to the fund.

Entity (Investments Held Outside Treasury)

The AOC has funds invested by a trustee outside of Treasury as 

a result of financing the construction of the TMFJB. Congress 

did not appropriate funds for the construction of the building 

but, instead, authorized the use of private financing to cover its 

cost. In 1989, AOC entered into a Development Management 

Agreement with Boston Properties for the design, development, 

and construction of the TMFJB. 

Shearson Lehman Hutton Inc. and Kidder, Peabody, & Co. Inc. 

issued 30-year Serial Zero Coupon Certificates of Participation to 

finance its construction. The discount on the purchase reflects 

the absence of coupon interest payments and is amortized over 

the life of these certificates.

Pursuant to the Trust Agreement, the proceeds were received 

by a trustee, The United States Trust Company of New York (now 

The Bank of New York Mellon). These proceeds were deposited 

into two funds, the Project Fund and the Operating Reserve 

Fund, to cover the costs of the construction project. In 2007, the 

Project Fund balance was transferred to the Operating Reserve 

Fund. The Operating Reserve Fund is held outside the Treasury 

by the trustee and, at AOC’s direction, the funds are invested 

and disbursed. The Operating Reserve Fund is held in reserve 

for future needs of the building (e.g., roof replacement or other 

major renovation) (see Note 5). 

F. Trust and Revolving Funds 

Trust and Special Funds

The AOC has stewardship responsibility for one trust fund 

account, the National Garden Trust Fund, and one special fund 

account, the Capitol Trust Account. 

The National Garden Trust Fund is subject to the direction 

of the Joint Committee on the Library (of Congress) and was 

established to accept gifts or bequests of money, plant material, 

and other property on behalf of the USBG. While this trust fund 

account still exists, it has a zero balance and is inactive. 

The Capitol Trust Account was established pursuant to P.L. 113-

76. The balance in this fund consists of permit fees collected 

by the United States Capitol Police (USCP) to cover costs 

incurred by the AOC as a result of commercial activity that is 

conducted in Union Square. Funds in this trust are available for 

maintenance, improvements, and projects with respect to Union 

Square, subject to the approval of the Committees of the House 

of Representatives and Senate.

Revolving Funds

The AOC has stewardship responsibility for seven revolving 

funds to account for various programs and operations. Each 

of these funds is a distinct fiscal and accounting entity that 

accounts for cash and other financial resources together with all 

related liabilities and equities. These revolving funds are:

 House (of Representatives) Gymnasium Revolving Fund 

 Senate Health and Fitness Facility Revolving Fund

 Senate Restaurant Revolving Fund

 Judiciary Office Building Development and Operations Fund 

 CVC Revolving Fund

 Recyclable Materials Revolving Fund, and

 Flag Office Revolving Fund

The House (of Representatives) Gymnasium Revolving Fund 

was established in the Treasury for AOC to deposit dues paid 

by members and other authorized users of the House of 

Representatives Wellness Center. The AOC may expend fund 

amounts to pay for the operation of the facility.

The Senate Health and Fitness Facility Revolving Fund was 

established to deposit membership dues collected from 

authorized users of the Senate Health and Fitness Facility 

and proceeds from AOC’s Senate recycling program. The 

AOC, subject to the approval of the Senate Committee on 

Appropriations, may expend fund amounts to pay for the 

preservation and maintenance of the facility. 

The Senate Restaurant Revolving Fund was established in 1961 

for the operation of the Senate restaurants. In 2008, control of 

the Senate restaurants was transferred to a private vendor and 

AOC took over its accounting functions. Following the transfer, 

the revolving fund is no longer used for the operation of the 

restaurants, but the account still exists for activities resulting 

from the conversion and continuing maintenance of the 

restaurants. Upon approval by the Senate Committee on Rules 

and Administration, available balances may be increased via 

transfers in from the U.S. Senate to AOC, as needed.

The Judiciary Office Building Development and Operations Fund 

is used to pay expenses related to the structural, mechanical, 

and domestic care, maintenance, operation, and utilities 

of the TMFJB. The fund includes an investment that is held 

outside Treasury with The Bank of New York Mellon, via a Trust 

Agreement established to finance the construction of the TMFJB.

The CVC Revolving Fund is used to administer funds from the 

sale of Gift Shop items, the deposit of miscellaneous Gift Shop 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 103

receipts such as net profits or commissions paid to the CVC 

for food service operations, and any fees collected from other 

functions within the CVC facility. This business-type revolving 

fund is invested in government securities through the Bureau of 

the Fiscal Service.

The Recyclable Materials Revolving Fund was established to 

collect the proceeds from the sale of recyclable materials from 

across AOC (excluding the Senate, which deposits such funds in 

the Senate Health and Fitness Facility Revolving Fund). The fund 

balance may be used to carry out recycling programs or other 

programs that promote energy savings at the AOC.

The Flag Office Revolving Fund was established pursuant to P.L. 

115-31 for services provided by the AOC Flag Office. This fund 

consists of flag fees collected by the Flag Office and is available 

for the Flag Office’s expenses, including: 

 supplies, inventories, equipment, and other expenses

 reimbursement of any applicable appropriations account for 

amounts used from such appropriations account to pay the 

salaries of employees of the Flag Office

 amounts necessary to carry out the authorized levels in the 

Fallen Heroes Flag Act of 2016

Funds from Dedicated Collections

Statements of Federal Accounting Standards (SFFAS) No. 27 

Identifying and Reporting Funds from Dedicated Collections, 

as amended by SFFAS No. 43, Dedicated Collections: Amending 

SFFAS 27, Identifying and Reporting Funds, defines funds from 

dedicated collections as financed by specifically identified 

revenues, provided to the government by non-federal sources, 

often supplemented by other financing sources, which remain 

available over time. These specifically identified revenues and 

other financing sources are required by statute to be used 

for designated activities, benefits, or purposes, and must be 

accounted for separately from the Government’s general 

revenues. As of the current reporting period, there are no AOC 

funds that meet the criteria for funds from dedicated collections.

G. Recognition of Financing Sources 

The AOC receives funding to support its programs through 

appropriations and offsetting collections authorized by 

Congress. Funding for operating and capital expenditures is 

received as annual, multiyear, and no-year appropriations. This 

includes funding for the House Historic Buildings Revitalization 

Trust Fund, which is a general fund that is funded by direct 

appropriations. Amounts in this fund are restricted for the 

revitalization of the major historical buildings and assets of 

the House of Representatives with the approval of the House 

Appropriations Committee. 

Artwork by Constantino Brumidi adorns the walls and lunette above the entranceway to the Senate Appropriations Committee Room in the U.S. Capitol. 
104 Section III • Financial Information ARCHITECT OF THE CAPITOL

The appropriations that AOC manages are listed below. Inactive 

funds are included below for full disclosure. 

1. Capitol Building

 Capitol Building

 Flag Office Revolving Fund

2. Capitol Grounds and Arboretum 

 Capitol Grounds and Arboretum

 West Central Front (inactive)

 Capitol Trust Account (Union Square)

3. Capitol Police Buildings, Grounds and Security 

4. Capital Construction and Operations 

 Capital Construction and Operations 

 Americans with Disabilities Act (inactive)

 Congressional Cemetery (inactive)

5. House Office Buildings

 House Office Buildings

 House Office Buildings Fund

 House of Representatives Gymnasium Revolving Fund

 House Historic Buildings Revitalization Trust Fund

 Recyclable Materials Revolving Fund

6. Library Buildings and Grounds

7. Senate Office Buildings 

 Senate Office Buildings

 Senate Health and Fitness Facility Revolving Fund

 Senate Restaurant Revolving Fund

8 Capitol Power Plant 

 Capitol Power Plant

9. U.S. Botanic Garden 

 Botanic Garden

 National Garden (inactive)

10. U.S. Capitol Visitor Center Revolving Fund

11. Supreme Court Building and Grounds

 Supreme Court

 Judiciary Office Building Development and Operations Fund

H. Operating Materials and Supplies 

The AOC’s materials and supplies consist of tangible personal 

property consumed during normal operations. Per SFFAS No. 

3, Accounting for Inventory and Related Property, operating 

materials and supplies are recorded using the purchases 

method. This method provides that operating materials and 

supplies be expensed when purchased. Operating materials and 

supplies are purchased using funds specifically appropriated 

to the AOC’s jurisdictions. Therefore, the related usage of those 

materials and supplies is intended for those specific jurisdictions 

making the purchases.

I. Inventory

Inventory consists of retail goods purchased for resale at the 

CVC’s Gift Shops. It is recorded at historical cost, using the 

weighted average valuation method, in accordance with 

SFFAS No. 3, Accounting for Inventory and Related Property. 

The recorded values may be adjusted based on the results of 

periodic physical inventory counts. Inventory purchased for 

resale may be categorized as follows: (1) purchased goods 

held for current sale, (2) purchased goods held in reserve for 

future sale, and (3) slow-moving, excess or obsolete inventory. 

Examples of the retail goods included in inventory are books, 

apparel, ornaments and other souvenirs. The AOC may also 

record an allowance which is based on slow-moving, excess 

or obsolete and damaged inventory, or as a result of known 

restrictions on the sale or disposition of inventory (see Note 7).

J. Public-Private Partnerships

In FY 2016, AOC entered into a contract with the Washington 

Gas Light Company to construct a cogeneration facility. 

Cogeneration, also known as combined steam and power, uses 

a single fuel source and simultaneously produces electricity 

and steam. This facility will provide heat and electricity for use 

by AOC and its jurisdictions and other federal agencies, with 

excess capacity being sold potentially to non-federal entities 

as well. The AOC has evaluated this arrangement against the 

disclosure requirements outlined in SFFAS No. 49, Public-Private 

Partnerships (P3) and determined that cogeneration does not 

meet the conclusive and suggestive characteristics of a P3 (see 

Notes 8, 11 and 14). 

K. General Property, Plant and Equipment, Net

The AOC records property at cost. Real property and 

equipment are depreciated over their estimated useful lives, 

which range from three to 40 years, using the straight-line 

method. Depreciation is based on the half-year and full-month 

conventions for buildings and equipment, respectively. All 

property (real and personal) is in AOC’s possession and there is 

nothing held by others (see Note 8).
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 105

The following table presents AOC’s capitalization thresholds and 

related useful lives:

PROPERTY TYPE USEFUL LIFE 

(YEARS)

CAPITALIZATION

THRESHOLD

Real Property 40 $500,000

Improvements 20 $500,000

Equipment and 

Vehicles 3–15 $25,000

Assets Under 

Capital Lease

Shorter of Lease 

Term or Useful Life of 

Property Type

See Related 

Property Type

Internal Use 

Software 

(Intellectual 

Property)

3 $5,000,000

L. Stewardship PP&E 

Stewardship land and heritage assets have physical properties that 

resemble those of General PP&E, which are traditionally capitalized 

in the financial statements. Due to the nature of stewardship 

assets, however, determining a monetary value would be difficult, 

and matching costs with specific periods may not be possible 

or meaningful. Heritage assets are PP&E that are unique and are 

generally expected to be preserved indefinitely. Heritage assets 

have historical or natural significance; are of cultural, educational, or 

artistic importance; or have significant architectural characteristics. 

These assets are reported in terms of physical units rather than cost 

or other monetary values per SFFAS No. 29 Accounting for Heritage 

Assets and Stewardship Land. There are two types of heritage 

assets: collection, which are objects gathered and maintained for 

exhibition, such as museum and art collections; and non-collection, 

which are parks, memorials, monuments and buildings. The AOC 

holds both collection and non-collection heritage stewardship 

assets (see Note 9). 

M. Liabilities

Liabilities represent the amounts owed to others for goods 

or services received, claims against the agency, and amounts 

owed for progress in contract performance. Some liabilities are 

funded while others are unfunded because no liability may be 

paid without an enacted appropriation. For example, future 

appropriations may be enacted to fund activities for accrued 

unfunded annual leave and workers’ compensation. The Balance 

Sheet presents the following types of liabilities:

 Accounts Payable

 Advances from Others

 Debt Held by the Public

 Unfunded Actual and Actuarial Workers’ Compensation

 Contingent and Environmental Liabilities

 Accrued Annual Leave

 Capital Lease Liability

 Contract Holdbacks

 Other Liabilities

Accounts Payable 

Accounts Payable are amounts owed by AOC to vendors, 

contractors, and federal agencies for goods and services 

received but not yet paid at the end of the reporting period.

Advances from Others

Advances from Others consists of amounts advanced to AOC 

by other Federal trading partners for services provided under 

reimbursable agreements.

Debt Held by the Public

The AOC recognizes a liability for the 30-year Coupon Certificates 

of Participation issued to finance the TMFJB construction. The 

liability is reduced by semi-annual payments of principal and 

interest. These payments are secured by the rent collected from 

the Administrative Office of the U.S. Courts (see Note 13). 

Contract Holdbacks

Contract Holdbacks (retainage) consists of a percentage of the 

contract price that is due to the vendor or contractor but is held 

by the AOC to provide assurance that the service or project will 

be completed as required by the contract terms. The amount 

that is held-back is released to the vendor or contractor upon 

satisfactory completion of the service or project.

Contingent and Environmental Liabilities 

The AOC accounts for contingencies in accordance with SFFAS 

No. 5, Accounting for Liabilities of the Federal Government. 

This standard defines a contingency as an existing condition, 

situation, or set of circumstances involving uncertainty as to 

the possible gain or loss to an entity that will ultimately be 

resolved when one or more future events occur or fail to occur. 

Management recognizes a contingent liability for liabilities 

equal to or greater than $100 thousand when a past transaction 

or event has occurred, a future outflow or other sacrifice 

of resources is probable and the related future outflow is 

measurable (see Note 14).

SFFAS No. 5 also provides criteria for recognizing a contingent 

liability for material amounts of environmental cleanup costs 

that are related to general and stewardship PP&E used in federal 

operations. In accordance with Technical Bulletin 2006-1, 

Recognition and Measurement of Asbestos-Related Cleanup 

Costs, AOC recognizes a liability and related expense for friable 

and non-friable asbestos cleanup costs when it is both probable 

and reasonably estimable — consistent with SFFAS No. 5, SFFAS 

No. 6, and Technical Release No. 2 (see Note 14).
106 Section III • Financial Information ARCHITECT OF THE CAPITOL

N. Personnel Compensation and Benefits

Annual and Other Leave

Annual leave is recognized as an expense and a liability as it is 

earned. The liability is reduced as leave is taken. The accrued 

leave liability is principally long-term in nature and is classified 

as unfunded. Other types of leave are expensed when taken and 

no future liability is recognized for these amounts (see Note 12).

Federal Employees’ Compensation Act Benefits 

The Federal Employees’ Compensation Act (FECA) provides 

income and medical cost protection to covered federal civilian 

employees injured on the job, employees who have incurred 

a work-related occupational disease, and beneficiaries of 

employees whose death is attributable to a job-related injury 

or occupational disease. The FECA program is administered 

by the U.S. Department of Labor (DOL), which initially pays 

valid claims and subsequently seeks reimbursement from the 

federal agencies employing the claimants. The DOL determines 

the actuarial liability for claims outstanding at the end of each 

fiscal year. This liability includes the estimated future costs 

of death benefits, workers’ compensation, and medical and 

miscellaneous costs for approved compensation cases (see 

Note 12).

Pensions

Most employees of the AOC participate in one of three defined 

benefit retirement programs based on their employment 

start date. Employee and AOC contributions are made to 

the Civil Service Retirement System (CSRS), the CSRS Offset, 

or the Federal Employees Retirement System (FERS) — all 

administered by the Office of Personnel Management (OPM). 

Employees may also participate in the Thrift Savings Plan (TSP), 

a defined contribution retirement savings and investment 

plan, as authorized by the Federal Employees Retirement System 

Act of 1986. The Federal Retirement Thrift Investment Board 

administers this plan. The AOC also withholds the necessary 

payroll deductions for employee contributions. 

The AOC is not responsible for and does not report CSRS, FERS 

assets, accumulated plan benefits, or liabilities applicable to its 

employees on its financial statements. The OPM is responsible 

to report these amounts. The AOC recognizes an imputed 

financing source for the difference between the estimated OPM 

service cost and the sum of participants’ pension withholdings 

and Agency contributions (see Note 17).

Health Benefits and Life Insurance 

The AOC recognizes a current-period expense for the future 

cost of post-retirement health benefits and life insurance for its 

employees while they are actively employed. This amount is also 

considered imputed financing (see Note 17). 

O. Statement of Net Cost

The Statement of Net Cost (SNC) is presented by responsibility 

segment (which are the AOC jurisdictions), in accordance with 

SFFAS No. 4, Managerial Cost Accounting Concepts and Standards 

for the Federal Government. The AOC uses a managerial cost 

accounting system to track and summarize costs by mission 

activity and business unit. During FY 2018, the Office of the CFO 

updated and streamlined the agency’s cost accounting codes to 

allow for more accurate recording of AOC’s financial transactions. 

At the time of issuance of these Financial Statements, AOC is 

still developing management reports that will assign or allocate 

the net cost of operations to strategic goals, objectives and 

program activities in order to provide management with insight 

into resource utilization and the full cost of outputs. While these 

initiatives are in various stages of progress, the AOC believes the 

responsibility segment approach currently provides information 

to its stakeholders in a direct, informative, and succinct manner. 

The 11 responsibility segments reported on the SNC are 

identified below. 

 Capital Construction and Operations

 Capitol Building

 Capitol Grounds and Arboretum

 Capitol Police Buildings, Grounds and Security

 Capitol Power Plant

 House Office Buildings

 Library Buildings and Grounds 

 Senate Office Buildings

 Supreme Court Building and Grounds

 U.S. Botanic Garden

 U.S. Capitol Visitor Center

Revenues reported on the SNC are principally recorded on a 

direct cost recovery basis.

P. Use of Estimates

The preparation of financial statements in conformity with GAAP 

requires management to make certain estimates and assumptions. 

These estimates and assumptions affect the reported amounts 

of assets, liabilities (including contingent liabilities), revenues, 

financing sources, expenses and obligations incurred during the 

reporting period. These estimates are based on management’s 

best knowledge of current events, historical experience and 

other assumptions that are believed to be reasonable under the 

circumstances. Estimates are subject to a wide range of variables, 

including assumptions on future economic and financial events. 

Accordingly, actual results may differ from those estimates.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 107

Q. Classified Activities

Accounting standards require all reporting entities to disclose 

that accounting standards allow certain presentations and 

disclosures to be modified, if needed, to prevent the disclosure 

of classified information.

NOTE 2

Non-Entity Assets

Non-entity assets are those held by AOC but unavailable for 

use in its operations. Activities that may give rise to non-entity 

assets include:

 rent collections from the Monocle Restaurant

 provision of palm trees for rent by the USBG

 repayment of employees’ debt, which was established in 

funds that are now canceled

 steam and chilled water collections over the annual 

Congressional cap

Upon receipt, these funds are not available for AOC use and are 

transferred to Treasury. 

The AOC’s non-entity assets as of September 30, 2019, and 2018, 

were as follows:

Dollars in Thousands

NON-ENTITY ASSETS 2019 2018

With the Public

Accounts Receivable, Net (Note 6) $ 26 $ 15 

Total Non-Entity Assets 26 15 

Total Entity Assets 3,384,413 3,219,949 

Total Assets $ 3,384,439 $ 3,219,964 

The increase in Public Accounts Receivable is due to outstanding 

Monocle rent collections as well as payroll receivables that were 

established in funds that canceled at the end of the current fiscal 

year. These receivables are tracked in the Treasury miscellaneous 

receipts account until collected.

NOTE 3

Fund Balance with Treasury

FBWT is classified as Unobligated Balances Available, 

Unobligated Balances Unavailable, Obligated Balance not yet 

Disbursed or non-budgetary FBWT. 

Unobligated Balance Available represents unexpired budget 

authority. The amount disclosed in this note as Unobligated 

Balance Available may not reconcile to the amount reported as 

Unobligated-Exempt from apportionment on the Combined 

Statement of Budgetary Resources (SBR) due to anticipated 

collections (closed out at year end) and budgetary resources that 

do not affect FBWT, such as investments (see Note 5). Additionally, 

any amounts in FBWT for which the related budgetary authority is 

restricted will not reconcile to the SBR. The AOC has unobligated 

balances derived from offsetting collections for space rented in 

the O’Neill Building. These amounts are restricted to future use, 

pending congressional appropriation. 

Unobligated Balance Unavailable represents expired budget 

authority that is no longer available to incur new obligations 

unless authorized by Congress, for example FECA payments.

Obligated Balance not yet Disbursed includes undelivered 

orders or orders that have been received but not yet paid for.

Non Budgetary FBWT (if applicable) includes unavailable 

miscellaneous receipts and suspense accounts that have no 

associated budget authority. 

Dollars in Thousands

BALANCE TYPE 2019 2018

Unobligated Balance

Available $ 574,909 $ 623,090 

Unavailable 19,978 21,175 

Obligated Balance not yet Disbursed 499,265 375,822 

Total $ 1,094,152 $ 1,020,087 

In FY 2019, the Obligated Balance not yet Disbursed is higher 

mainly due to an increase in undelivered orders for major 

ongoing capital projects. 

The decrease in Unobligated Balance Available is primarily 

due to the timing of AOC’s FY 2019 full year appropriation (as 

opposed to the FY 2018 continuing resolution) which allowed 

more program spending throughout the year.

NOTE 4

Cash and Other Monetary Assets 

Cash and Other Monetary Assets include change-making 

funds held outside Treasury for CVC Gift Shop operations and 

undeposited daily Gift Shop sales. There are no restrictions 

on cash.

The cash balances as of September 30, 2019, and 2018, are 

as follows:

Dollars in Thousands

CASH & OTHER MONETARY ASSETS 2019 2018

Undeposited Collections $ 31 $ 35 

Cash Imprest Funds 14 14 

Total $ 45 $ 49 
108 Section III • Financial Information ARCHITECT OF THE CAPITOL

NOTE 5

Investments 

Intragovernmental investments comprise the investment of 

the sales proceeds from the CVC Gift Shop, which is invested 

with Treasury’s Bureau of the Fiscal Service. Investments with 

the public comprise the investment of the residual operating 

reserve funds from the construction of the TMFJB. These funds 

are invested by the Bank of NY Mellon. 

The FY 2019 Intragovernmental Investments Net increased by 

$1.9 million compared to FY 2018. This is the expected cumulative 

increase, as daily CVC Gift Shop sales are invested with Treasury. 

Also, the difference in the type of certificates (one-day, sixmonth, and one-year) reflects the maturity of previously held 

one-year securities. Upon maturity, the proceeds from sixmonth and one-year securities remain in one-day certificates 

until they are reinvested in longer term certificates.

The increase in Investments with the Public is primarily the result 

of monthly dividends earned from the investment of residual 

operating reserves funds from the construction of the TMFJB. 

The earned dividends were re-invested to purchase additional 

security certificates.

At September 30, 2019, Dollars in Thousands

INVESTMENTS SHARES/PAR AMORTIZED PREM.

/(NET OF DISC.)

INTEREST

RECEIVABLE

INVESTMENTS,

NET 

 MARKET

VALUE 

Intragovernmental, Nonmarketable

Capitol Visitor Center Revolving Fund

One Day Certificate, 1.90% Annual Yield 

Maturing 10/01/2019 $ 14,009 $ — $ — $ 14,009 $ 14,009 

Six Month Certificate, 2.06% Annual Yield 

Maturing 01/23/2020 5,052 (33) — 5,019 5,023 

One Year Certificate, 2.52% Annual Yield 

Maturing 01/30/2020 4,095 (34) — 4,061 4,070 

One Year Certificate, 1.71% Annual Yield 

Maturing 08/31/2020 1,525 (23) — 1,502 1,501

Total Intragovernmental $ 24,681 $ (90) $ — $ 24,591 $ 24,603 

  

With the Public  

The Bank of New York Mellon Operating Reserve 

Fund Serial Zero Coupon Certificates Maturing 

08/15/2024

$ 10,673 $ — $ — $ 10,673 $ 10,673

Total With the Public $ 10,673 $ — $ — $ 10,673 $ 10,673

Total Investments $ 35,354 $ (90) $ — $ 35,264 $ 35,276 

At September 30, 2018, Dollars in Thousands

INVESTMENTS SHARES/PAR AMORTIZED PREM.

/(NET OF DISC.)

INTEREST

RECEIVABLE

INVESTMENTS,

NET 

 MARKET

VALUE 

Intragovernmental, Nonmarketable

Capitol Visitor Center Revolving Fund

One Day Certificate, 2.10% Daily Yield 

Maturing 10/01/2018 $ 16,010 $ — $ 2 $ 16,012 $ 16,010 

Six Month Certificate, 2.15% Annual Yield 

Maturing 01/24/2019 5,055 (35) — 5,020 5,019 

One Year Certificate, 1.93% Annual Yield 

Maturing 02/28/2019 1,682 (14) — 1,668 1,666 

Total Intragovernmental $ 22,747 $ (49) $ 2 $ 22,700 $ 22,695 

  

With the Public  

The Bank of New York Mellon Operating 

Reserve Fund Serial Zero Coupon 

Certificates Maturing 08/15/2024

 $ 10,451 $ — $ — $ 10,451 $ 10,451

Total With the Public $ 10,451 $ — $ — $ 10,451 $ 10,451

Total Investments $ 33,198 $ (49) $ 2 $ 33,151 $ 33,146 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 109

NOTE 6

Accounts Receivable, Net

The breakdown of the consolidated Accounts Receivable (both 

Intragovernmental and With the Public), as of September 30, 

2019, and 2018, is as follows:

Dollars in Thousands

ACCOUNTS RECEIVABLE 2019 2018

Intragovernmental

Entity $ 1,857 $ 2,239 

Total Intragovernmental $ 1,857 $ 2,239 

With the Public

Entity $ 850 $ 1,333 

Non-Entity 26 5 

Total With the Public $ 876 $ 1,348 

Total $ 2,733 $ 3,587 

During FY 2019, the decrease in the Entity Accounts Receivable 

is mainly attributed to the collection of outstanding collections 

for steam and chilled water and Senate Restaurant commissions, 

which were timelier during FY 2019 than the previous year. As of 

the current period, all accounts are considered current and there 

is no allowance for doubtful accounts.

NOTE 7

Inventory and Related

Property, Net

Inventory consists of retail goods purchased for resale at the 

Capitol Visitor Center’s Gift Shops. The AOC may record an 

allowance which is based on slow-moving, excess or obsolete 

and damaged inventory, if applicable. 

Inventory, as of September 30, 2019, and 2018, is as follows:

Dollars in Thousands

INVENTORY CATEGORY 2019 2018

Purchased Goods Held for Current Sale $ 624 $ 684 

Total $ 624 $ 684 

The decrease in inventory on hand was due to a higher 

inventory turnover rate in FY 2019 compared to the same 

reporting period in FY 2018. 

Damaged items consist of broken and/or stained merchandise 

that are no longer in saleable condition, such as display 

items. Discontinued or defective merchandise may also be 

restricted from future sales and carried as damaged inventory 

until disposed.

Based upon management’s reviews and the most recent 

inventory count, all damaged inventory was disposed in 

accordance with normal operating practices. Therefore, there is 

no damaged or restricted inventory to report as of September 

30, 2019.

In FY 2019, the AOC conducted stone repair work on the Ulysses S. Grant Memorial 

and installed replica lamps.
110 Section III • Financial Information ARCHITECT OF THE CAPITOL

NOTE 8

General Property, Plant and 

Equipment, Net

The AOC differentiates its property and equipment by distinct 

categories (see Note 1.K for the AOC’s capitalization thresholds 

and related useful lives). In September 2018, the cogeneration 

project was completed and AOC took possession of the asset. 

The following represents these categories and their balances as 

of September 30, 2019, and 2018:

At September 30, 2019, Dollars in Thousands

CLASS OF 

PROPERTY AND 

EQUIPMENT

ACQUISITION

VALUE

ACCUMULATED

DEPRECIATION

NET BOOK 

VALUE %

Buildings $ 1,440,072 $ 809,299 $ 630,773 28.0%

Buildings 

Improvements 2,240,280 1,073,694 1,166,586 51.8%

Land 169,231 — 169,231 7.5%

Land 

Improvements 159,483 110,841 48,642 2.2%

Capital Leases 

(Real Property) 39,749 36,423 3,326 0.2%

Leasehold 

Improvements 22,935 19,924 3,011 0.1%

Equipment and 

Internal Use 

Software

 20,822 17,216 3,606 0.2%

Other Structures 9,288 4,696 4,592 0.2%

Construction 

Work-in-Progress 221,016 — 221,016 9.8%

Total $ 4,322,876 $ 2,072,093 $ 2,250,783 100%

At September 30, 2018, Dollars in Thousands

CLASS OF 

PROPERTY AND 

EQUIPMENT

ACQUISITION

VALUE

ACCUMULATED

DEPRECIATION

NET BOOK 

VALUE %

Buildings $ 1,438,973 $ 778,871 $ 660,102 30.5%

Buildings 

Improvements 1,988,978 989,758 999,220 46.2%

Land 169,231 — 169,231 7.8%

Land 

Improvements 159,483 103,177 56,306 2.6%

Capital Leases 

(Real Property) 39,749 35,877 3,872 0.2%

Leasehold 

Improvements 22,934 19,462 3,472 0.2%

Equipment and 

Internal Use 

Software

 20,003 17,313 2,690 0.1%

Other Structures 9,288 4,336 4,952 0.2%

Construction 

Work-in-Progress 261,630 — 261,630 12.2%

Total $ 4,110,269 $ 1,948,794 $ 2,161,475 100%

The decrease in work-in-progress reflects the completion of 

ongoing capital improvement projects. This is also consistent 

with the increase in Buildings and related improvements, and is 

primarily attributed to various House Office Buildings projects.

The educational, artistic, architectural and historical significance 

of the U.S. Capitol, Senate, House, Supreme Court, and Jefferson 

buildings meets the FASAB criteria for heritage assets. Since 

these buildings are currently used for day-to-day business, they 

are further classified as multiuse heritage assets (see Note 9). 

As a result, they are depreciated in the same manner as if they 

were general purpose assets. Although the original assets are 

fully depreciated, subsequent improvements and betterments 

to the buildings are currently being depreciated in accordance 

with established policy. The AOC is responsible for reviewing 

and authorizing all structural and architectural changes to the 

buildings and grounds prior to any change occurring. 

NOTE 9

Stewardship PP&E

The AOC maintains and preserves stewardship PP&E that 

is central to its mission to serve Congress and the Supreme 

Court, preserve America’s Capitol and inspire memorable 

experiences. Authority for the AOC’s care and maintenance 

of the U.S. Capitol Building was established by legislation in 

1876. The agency maintains multiple categories of heritage 

assets, including historic buildings and structures and their 

historic fabric, stewardship lands and cultural landscapes, 

artwork, architectural features, reference and library materials, 

archival records and living botanical assets. The AOC shares 

responsibility for certain heritage assets with the curators for the 

U.S. Senate and the House of Representatives. These heritage 

assets are categorized as joint works of art and included in the 

AOC’s inventory. For example, while the AOC is responsible 

for the architectural fine art adorning the U.S. Supreme Court 

Building, the collectible fine art within the building is cared for 

by the curator of the Supreme Court of the United States. 

The AOC’s heritage asset management is principally guided by the 

Secretary of the Interior’s Standards and Guidelines for Treatment 

of Historic Properties and Cultural Landscapes and by the Code 

of Ethics and Guidelines for Practice of the American Institute for 

Conservation of Historic and Artistic Works. The reference and 

library materials collection is guided by the National Archives and 

Records Administration preservation standards and the living 

botanical assets collection is guided by the standards for care of the 

American Alliance of Museums and Botanic Garden Conservation 

International. The AOC’s heritage asset collections are described 

more fully in the Required Supplementary Information (RSI). 

Deferred maintenance and repairs related to its heritage assets are 

separately disclosed as RSI.

Historic Buildings and Structures

The AOC maintains multiple historic buildings and structures, 

including the U.S. Capitol Building, Russell Senate Office Building, 

Dirksen Senate Office Building, Hart Senate Office Building, 

Senate Underground Garage, Daniel Webster Page Residence, 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 111

DESCRIPTION 2018 ACQUIRED WITHDRAWN 2019 CONDITION

Artwork 2,027 5 — 2,032 Poor to Excellent

Architectural Features 202 — — 202 Fair to Excellent

Reference and Library Materials:

Art and Reference Files (Drawers) 108 — — 108 Good

Art and Reference Library Materials (Volumes) 1,211 5 — 1,216 Good

Other Traditional Archival Records 519,815 20,851 — 540,666 Fair to Excellent

Electronic Archival Records (Megabytes) 1,504.32 3,913.25 — 5,417.57 N/A

Living Botanical Assets (Accessions) 9,105 2,077 (1,531) 9,651 N/A

Cannon House Office Building, Longworth House Office 

Building, Rayburn House Office Building, East and West House 

Underground Garages, Ford House Office Building, Thomas 

Jefferson Building, John Adams Building and James Madison 

Memorial Building. They also include the U.S. Botanic Garden 

(USBG) Conservatory, USBG Administration Building, Capitol 

Power Plant Main Boiler Building, Capitol Power Plant East 

Refrigeration Plant, Capitol Power Plant Old Generator Building, 

U.S. Supreme Court Building and Thurgood Marshall Federal 

Judiciary Building (TMFJB). All of these facilities are predominantly 

used in general government operations and are considered 

multiuse heritage assets. Multiuse heritage assets are assigned a 

cost and presented as General Property, Plant and Equipment, Net 

on the Balance Sheet. In general, historic buildings and structures 

are added or withdrawn through congressional action.

Stewardship Lands and Cultural Landscapes

The AOC-administered stewardship lands encompass more 

than 570 acres of grounds. This includes Capitol Square, the 

approximately 286 acres of grounds immediately surrounding 

the U.S. Capitol Building designed by noted American landscape

architect Frederick Law Olmsted. In addition, the cultural 

landscapes include Senate Park, Senate office building sites 

and courtyards, House office building sites and courtyards, 

Botanic Garden and National Garden, Bartholdi Park, USBG 

Administration Building site, Union Square, Thomas Jefferson 

Building site, John Adams Building site, James Madison 

Memorial Building site, U.S. Supreme Court Building site, TMFJB 

site and memorial trees planted on the U.S. Capitol Grounds 

to honor distinguished citizens, groups and national events. 

In general, units of stewardship land are added or withdrawn 

through congressional action. Memorial trees are added 

through congressional action or donation. An inventory of the 

memorial trees as of September 30, 2019, and 2018 follows:

DESCRIPTION 2018 WITHDRAWN 2019 CONDITION

Memorial Trees 147 (2) 145 Good

Collectible Heritage Assets

The AOC is the steward of collectible heritage assets. In general, 

collectible heritage assets are added or withdrawn through 

congressional action. Living botanical assets are added or 

withdrawn through congressional action or inter agency 

transfers. Collectible heritage assets include:

Artwork: The AOC cares for artwork that is part of the Capitol 

campus. The Artwork collection includes fine art, decorative art, 

architectural fine art and architectural decorative art.

Architectural Features: The Capitol campus is graced with 

many unique architectural features. The Architectural Features 

collection includes outdoor sculptures, monuments and 

landscape features and fixtures

Reference and Library Materials: The AOC’s collections 

include art and reference files, art and reference library 

materials and archival records (both traditional and electronic). 

The traditional archival records include architectural and 

engineering drawings, manuscripts, textual records on paper, 

small architectural models, photographs, conservation reports 

and preaccessioned materials related to the AOC construction 

projects. The electronic archival records are heritage assets 

retained on electronic storage media including, but not limited 

to, architectural and engineering drawings, textual records and 

preaccessioned materials.

Living Botanical Assets: As Acting Director of the USBG, the 

AOC maintains living botanical assets in its collection. These 

include a variety of plants for exhibition, study and exchange 

with other institutions. 

An inventory of the AOC’s collectible heritage assets as of 

September 30, 2019, and 2018 follows:
112 Section III • Financial Information ARCHITECT OF THE CAPITOL

NOTE 10

Other Assets

Other Assets consist of employee’s travel advances and a 

reimbursable advance payment to the U.S. Capitol Police 

for service related to the Cannon House Office Building 

Renewal project. 

Dollars in Thousands

OTHER ASSETS 2019 2018

Intragovernmental

Advances to Others $ 834 $ 927 

Total Intragovernmental $ 834 $ 927 

With the Public

Advances to Others $ 4 $ 4 

Total With the Public $ 4 $ 4 

Total $ 838 $ 931 

The decrease in Intragovernmental Advances to Others is 

attributed to the liquidation of the advance payment as services 

are rendered and costs are incurred. 

NOTE 11

Liabilities Not Covered by 

Budgetary Resources

The Balance Sheet as of September 30, 2019, and 2018, includes 

some liabilities not covered by current budgetary resources. 

Such liabilities require congressional action prior to budgetary 

resources being provided. Although future appropriations to 

fund these liabilities are likely and anticipated, it is not certain 

that appropriations will be enacted to fund them.

In September 2018, the cogeneration project was completed 

and the AOC took possession of the asset. The approximately 

$60 million in “Other” described in the table below includes 

the financed portion of the cogeneration project, plus interest 

accrued on the liability to date. While this amount is currently 

not covered by budgetary resources, the annual payment of 

principal and interest on the liability will be made from annual 

appropriations to the Capitol Power Plant (see Note 16).

Liabilities covered and not covered by budgetary resources as of 

September 30, 2019, and 2018, are as follows:

Dollars in Thousands

LIABILITIES 2019 2018

Intragovernmental

Accrued Unfunded Worker's 

Compensation (See Note 12)

$ 9,159 $ 9,067 

Total Intragovernmental $ 9,159 $ 9,067 

Debt Held by Public (See Note 13) $ 70,082 $ 79,740 

Actuarial Unfunded Worker’s 

Compensation (See Note 12)

52,073 57,031

Environmental Liabilities — Unfunded 

(See Note 14)

79,243 77,952 

Unfunded Accrued Annual Leave and 

Other (See Note 12)

12,626 12,044 

Other (See Note 16) 58,031 59,959 

Capital Lease (See Note 15) 4,408 5,029 

Total Liabilities Not Covered by 

Budgetary Resources

$ 285,622 $ 300,822 

Total Liabilities Covered by 

Budgetary Resources

123,775 103,239 

Total Liabilities Not Requiring 

Budgetary Resources

 57 50 

Total Liabilities $ 409,454 $ 404,111 

NOTE 12

Payroll-Related Liabilities 

Payroll-related liabilities include three accounts: Funded 

Accrued Payroll (payroll that has been earned but not paid), 

Unfunded Accrued Annual Leave (employee leave that has 

been earned but not taken in current year) and Workers’ 

Compensation.

Accrued Payroll and Annual Leave, by type, as of September 30, 

2019, and 2018, are as follows:

Dollars in Thousands

ACCRUED ANNUAL 

LEAVE & OTHER 2019 2018

Funded Accrued Payroll $ 10,982 $ 9,761 

Unfunded Accrued Annual Leave 12,626 12,044 

Total $ 23,608 $ 21,805 

Workers’ Compensation is reported as required by FECA. The 

liability is presented in two parts: an annual accrued liability 

for billed costs (current portion) and a long-term, actuarialcalculated unfunded liability (see Note 1.M). The actuarial 

workers’ compensation liability was calculated using a formula 

provided by the DOL. 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 113

Workers’ Compensation, by type, as of September 30, 2019, and 

2018, is as follows:

Dollars in Thousands

WORKERS' COMPENSATION, 

BY TYPE 2019 2018

Unfunded Workers' Compensation 

(Current) $ 9,159 $ 9,067 

Actuarial Workers' Compensation 

(Long-Term) 52,073 57,031

Total $ 61,232 $ 66,098 

The change in the Actuarial Workers’ Compensation (Long-Term) 

liability is due to a decreased liability projection as per DOL’s 

FECA model and cost factors.

Estimated future costs have been actuarially determined and 

they are regarded as a liability to the public because neither 

the costs nor reimbursement have been recognized by DOL. 

Actuarial Workers’ Compensation is included in Liabilities not 

covered by Budgetary Resources, as described in Note 11.

NOTE 13

Debt Held by the Public

Debt held by the public consists of 30-year Serial Zero Coupon 

Certificates of Participation issued in 1989 for $125.4 million with 

a maturity value of $525.5 million. The certificates are amortized 

using the effective interest rate of 9 percent (corresponding to 

the discount).

The balance of Debt Held by the Public, as of September 30, 

2019, and 2018, is as follows:

Dollars in Thousands

DEBT HELD BY THE PUBLIC, 

BY TYPE 2019 2018

Securities $ 86,150 $ 103,380 

Interest Payable 1,453 565 

Subtotal $ 87,603 $ 103,945 

Discount on Securities $ (400,123) $ (400,123)

Less: Amortization of Discount 382,602 375,918 

Subtotal $ (17,521) $ (24,205)

Total $ 70,082 $ 79,740 

Various judiciary offices and personnel occupy the TMFJB 

under an Interagency Agreement between AOC and the 

Administrative Office of the U.S. Courts. Base rent will not 

change over the initial 30 years and is set at the amount 

necessary to retire the debt at $17.2 million annually. Payment 

of the certificates will end in August 2024. This certificate is not 

subject to prepayment or acceleration under any circumstance, 

pursuant to the language in the certificate agreement. 

NOTE 14

Commitments and Contingencies

The AOC is party to various administrative proceedings, 

legal actions, and tort claims which may result in settlements 

or decisions adverse to the federal government. The AOC 

also has responsibility to remediate certain sites with 

environmental contamination hazards related to ongoing 

operations. Additionally, AOC has contractual agreements with 

various energy service providers which may require future 

financial obligations.

The accrued and potential Contingent and Environmental 

Cleanup Cost Liabilities, as of September 30, 2019, and 2018, are 

shown below.

At September 30, 2019, Dollars in Thousands

CONTINGENT AND 

ENVIRONMENTAL 

CLEANUP COST 

LIABILITIES

ACCRUED 

LIABILITIES

ESTIMATED RANGE OF LOSS

LOWER END UPPER END

Legal Liabilities:

Reasonably Possible $ — $ 500 $ 9,400

Environmental 

Cleanup Cost 

Liabilities:

Probable $ 79,243 $ 79,243 $ 79,243

Total $ 79,243 $ 79,743 $ 88,643

At September 30, 2018, Dollars in Thousands

CONTINGENT AND 

ENVIRONMENTAL 

CLEANUP COST 

LIABILITIES

ACCRUED 

LIABILITIES

ESTIMATED RANGE OF LOSS

LOWER END UPPER END

Legal Liabilities:

Reasonably Possible $ — $ 500 $ 14,700 

Environmental 

Cleanup Cost 

Liabilities:

Probable $ 77,952 $ 77,952 $ 77,952

$ 77,952 $ 78,452 $ 92,652

Legal Liabilities

General contingent liabilities consist of claims filed against AOC 

which are awaiting adjudication. These liabilities typically relate 

to contracts, labor and equal employment opportunity issues, 

and personal and property damage. 

For the purpose of estimating contingent liabilities for the 

financial statements, AOC conducted a review of existing claims 

for which the likelihood of loss to AOC is probable. Additionally, 

management and AOC’s General Counsel evaluated the 

materiality of cases determined to have a reasonably possible 

chance of an adverse outcome. Liabilities are recognized 

for those cases that are determined to meet management’s 

materiality threshold (see Note 1.N.). No amounts are accrued in 

Total
114 Section III • Financial Information ARCHITECT OF THE CAPITOL

the financial records for claims where the estimated amount of 

potential loss is less than $100 thousand or where the likelihood 

of an unfavorable outcome is less than probable. During the 

current and prior year reporting period there were no reported 

cases that met this criteria. 

Matters for which the likelihood of an unfavorable outcome is 

less than probable but more than remote involve a wide variety 

of allegations and claims. These matters arise in the course 

of carrying out AOC programs and operations. The ultimate 

outcomes in these matters cannot be predicted at this time; 

however as of September 30, 2019, the lower and higher level 

estimate of these cases are $500 thousand and $9,400 thousand, 

respectively. Sufficient information is not currently available to 

determine if the ultimate resolution of the proceedings, actions, 

and claims will materially affect AOC’s financial position or 

results of operations. Based on the less than probable nature 

of these claims, an accounting entry for the estimate was not 

posted and there is no impact on the financial statements. 

Environmental Cleanup Cost Liabilities Related to 

Asbestos Cleanup

The AOC is responsible for managing and/or abating friable and 

non-friable asbestos-containing materials (ACM) in all Capitol 

complex buildings owned by the federal government. Pursuant 

to the Federal Accounting Standards Advisory Board (FASAB) 

Technical Bulletin 2006-1, Recognition and Measurement of 

Asbestos-related Cleanup Costs, AOC recognizes a liability for 

cleanup costs that are both probable and reasonably estimable. 

This liability is founded on “per square and linear foot” cost 

indexes (based on current industry guidance for asbestos 

cleanup projects) which are then applied to recorded quantities 

of ACM to derive a total estimated liability.

Actual cleanup costs may differ from the recorded estimate due 

to additional cost factors that are, at this time, not reasonably 

estimable. For example, there may be an additional difficulty 

factor associated with AOC projects due to the unique working 

conditions on Capitol Hill. Additionally, containment (room 

or area) for asbestos abatement is a required work element 

that is not reasonably estimable at this time. Due to the 

uniqueness of individual project requirements, there is not 

enough information to determine the type of, and how much 

containment would be required. The AOC has determined the 

lower level estimate of potential containment cost could be up 

to $98.5 million.

Fort George G. Meade, Maryland

In addition to the requirements of Technical Bulletin 2006-1, 

AOC is subject to various federal, state, and local environmental 

compliance and restoration laws. Applicable laws include the 

Clean Air Act; the Clean Water Act, the Solid Waste Disposal Act, the 

Safe Drinking Water Act, and the Comprehensive Environmental 

Response, Compensation, and Liability Act (CERCLA).

Management’s review concluded that AOC is not responsible 

for the clean-up and remediation of previous environmental 

contamination on the approximately 100 acres of land at Fort 

George G. Meade, Maryland, which the U.S. Army transferred 

to AOC. The Army is responsible for the environmental 

clean-up of any previous contamination under CERCLA. 

The AOC understands that the Army is actively monitoring 

existing contamination on the entire site, including the land 

transferred to AOC, and is pursuing appropriate remediation of 

this contamination.

Future Funded Energy Contracts 

The Energy Policy Act of 1992 authorized the use of private 

sector financing to implement energy conservation methods 

and energy-efficient technologies by Federal entities. These 

contracts provide technical services and upfront project 

financing and allow federal agencies to pay off the project 

costs over a period not to exceed 25 years. Per Office of 

Management and Budget (OMB) Memoranda M-98-13 and M-12-

21, obligations, budget authority and outlays for these energy 

savings projects will be recognized on an annual basis when 

due, rather than recording the full obligation upfront. 

With approval from Congress, AOC has partnered with private 

energy service providers for Energy Savings Performance 

Contracts (ESPCs) in the Capitol Building, House Office Buildings 

and Senate Office Buildings jurisdictions. In accordance with 

OMB guidance, the total capital costs for AOC’s energy savings 

projects are obligated on an annual basis, as per the payment 

schedule specified in each individual contract. These projects 

play an important role in AOC’s strategy to reduce energy 

consumption by 30 percent within 10 years.

The ESPCs have helped AOC complete conservation measures 

by way of:

 converting from pneumatic to direct digital heating, 

ventilation and air conditioning (HVAC) control and 

upgrading building automation

 retrofitting existing light fixtures with high-efficiency lamps, 

ballasts, controls and reflectors; installing LED lighting in 

hearing rooms and expanding the lighting control rooms

 upgrading transformers to high-efficiency models 

 adding removable insulation covers to reduce heat loss from 

steam valves 

 replacing aged air handling units with new energy 

efficient units

 replacing failing and defective steam traps and valves to 

eliminate steam loss and waste

 installing new motion/occupancy sensors in areas with 

infrequent and low occupancy levels
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 115

In FY 2019, the AOC’s Library Buildings and Grounds jurisdiction 

awarded an ESPC to install energy efficient systems, lighting, 

HVAC control enhancements and water conservation 

improvements throughout the Library of Congress’ facilities. 

This project is currently ongoing. Construction on earlier ESPCs 

in the Capitol Building, House Office Buildings and Senate Office 

Buildings jurisdictions is complete, and those projects have 

transitioned into training, implementation and performance 

phases, as expected.

With approval from Congress, AOC has also partnered with a 

private utility service provider to finance the construction of the 

cogeneration facility, which was completed in FY 2018.

The AOC is liable for the full funding of the cogeneration 

project, which is as follows:

DOLLARS IN MILLIONS TOTAL

Construction Costs

Appropriations $ 20 

Long Term Financing 60 

Total Construction Costs $ 80 

Interest On Financing 30 

Total Costs Over the Life of the Asset $ 110

The AOC will pay off the total amount of government contract 

payments (including interest) in 23 annual installments 

ranging from $3 million — $5 million each year (and subject 

to prepayment penalties). The total amount of government 

contract payments (including interest) over the term will be $90 

million. The AOC expects that these payments will be made 

from utility savings and additional revenues that result from the 

operations of the cogeneration facility.

NOTE 15

Leases

As of September 30, 2019, AOC is committed to various noncancelable leases primarily covering administrative office space 

and storage facilities, motor vehicles, and office equipment. 

Many of these leases contain escalation clauses tied to 

inflationary and tax increases, and renewal options. 

Capital Leases

Capital leases have initial or remaining non-cancelable 

lease terms in excess of one year. The capital lease liability is 

amortized over the term of the lease. At the end of the current 

reporting period, AOC had one non-federal real property 

(building) capital lease for the Senate Sergeant at Arms 

Warehouse facility in Landover, MD. This lease is active through 

FY 2025. As of September 30, 2019, and 2018, the present value 

of the future minimum lease payments for this capital lease is 

as follows:

At September 30, 2019, Dollars in Thousands

FISCAL YEAR TOTAL

2020 $ 845 

2021 845

2022 845 

2023 845 

2024 845

Thereafter 845

Total Minimum Future Lease Payment $ 5,070 

Less: Imputed Interest (662)

Net Capital Lease Liability $ 4,408

Capital lease future payments not covered 

by budgetary resources $ 5,070

At September 30, 2018, Dollars in Thousands

FISCAL YEAR TOTAL

2019 $ 845 

2020 845

2021 845 

2022 845 

2023 845

Thereafter 1,690 

Total Minimum Future Lease Payment $ 5,915 

Less: Imputed Interest (886)

Net Capital Lease Liability $ 5,029 

Capital lease future payments not covered 

by budgetary resources $ 5,915

The charts above show future capital lease payments totaling 

$5,070 and $5,915 for FY 2019 and FY 2018, respectively. These 

amounts are not covered by budgetary resources and include 

imputed interest of $662 and $886, respectively. In contrast, the 

uncovered capital lease liabilities disclosed in Note 11 are net 

of interest and, therefore, total $4,408 and $5,029 for the same 

periods, respectively.

Operating Leases

The AOC has equipment and vehicle leases as well as space 

occupancy agreements with the General Services Agency (GSA), 

Government Publishing Office (GPO) and other commercial 

vendors. These leases and agreements expire on various dates 

between FY 2020 and FY 2024.
116 Section III • Financial Information ARCHITECT OF THE CAPITOL

As of September 30, 2019, the aggregate of future payments due 

under non‐cancelable federal and non-federal operating leases 

and occupancy agreements are as follows:

At September 30, 2019, Dollars in Thousands 

REAL PROPERTY PERSONAL PROPERTY

FISCAL 

YEAR FEDERAL NONFEDERAL

NONFEDERAL TOTAL

2020 $ 5,339 $ 9,708 $ 5 $ 15,052

2021 5,366 9,101 — 14,467 

2022 3,146 7,365 — 10,511 

2023 — 6,164 — 6,164 

2024 — 604 — 604 

Total 

Future 

Leases

$ 13,851 $ 32,942 $ 5 $ 46,798 

NOTE 16

Other Liabilities

As of September 30, 2019, and 2018, these liabilities consist of 

accrued accounts payable, undeposited CVC Gift Shop sales, long 

term debt from the cogeneration financing, and miscellaneous 

receipts that are to be forwarded to Treasury (intragovernmental 

custodial liabilities). Miscellaneous receipts include, but are not 

limited to, rent from the Monocle restaurant and steam and 

chilled water collections over the Congressional cap.

Other liabilities, as of September 30, 2019, and 2018, are 

as follows:

Dollars in Thousands

OTHER LIABILITIES 2019 2018

Intragovernmental

Custodial Liability (Current) $ 26 $ 15

Liability for Deposit Funds, 

Clearing Accts & Undeposited 

Collections (Current)

31 35 

Total Intragovernmental $ 57 $ 50

With the Public

Other Accrued Liabilities (Current) $ 44,396 $ 31,196

Other Liabilities (Non-Current) 58,031 59,959

Total With the Public $ 102,427 $ 91,155 

Total $ 102,484 $ 91,205

The change in the Other Accrued Liabilities (Current) is due 

primarily to an increase in the accounts payable accrual rate in 

correlation with AOC’s ongoing large capital projects.

In 1873, Congress commissioned Frederick Law Olmsted to design the enlarged grounds of the U.S. Capitol. The design included a low wall, lamps and a series 

of walkways.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 117

NOTE 17

Imputed Financing

Consistent with SFFAS No.4, AOC incorporates the full cost of 

goods and services received from other federal entities in its 

Statement of Net Cost. Certain costs of the providing entity may 

not be not fully reimbursed by AOC. The unreimbursed portion 

of these costs is recognized as imputed costs and are included 

in the operating amounts reported on the Statement of Net 

Cost. The imputed costs are offset by imputed financing sources 

and are reported on the face of the Statement of Changes in 

Net Position. 

Such imputed costs and financing sources include campus-wide 

capital infrastructure projects performed by another federal 

agency and Treasury Judgment Fund or Office of Congressional 

Workplace Rights (OCWR) Settlement and Award Fund 

payments, as applicable. 

The AOC has activities with OPM that also require imputed costs 

and financing sources to be recognized. The OPM administers 

three earned benefit program for civilian Federal employees: 

the Federal Employees Health Benefits (FEHB) Program, the 

Federal Employee Group Life Insurance (FEGLI) Program, and 

the Retirement Program, which includes CSRS, CSRS Offset and 

FERS. The imputed costs and financing sources consist of the 

benefits for AOC employees that are paid on its behalf by OPM.

CSRS: According to PL 99-335, all employees hired prior to 

January 1, 1987, could elect CSRS or CSRS Offset. The CSRS 

provides a basic annuity and Medicare coverage. The CSRS 

fund covers most employees hired prior to January 1, 1984. 

The AOC and the employee contribute to Medicare at the rate 

prescribed by law. The AOC does not match TSP contributions 

for employees who participate in the CSRS retirement program.

CSRS Offset: CSRS Offset generally covers those employees who 

have had a break in their CSRS service of more than one and less 

than five years by the end of 1986. The AOC and the employee 

contribute to Social Security and Medicare at the rates prescribed 

by law. The AOC does not match TSP contributions for employees 

who participate in the CSRS Offset retirement program.

FERS: According to PL 99-335, employees with less than five 

years of creditable civilian service, as of the effective date in 

1986, were automatically converted to FERS. In addition, during 

certain periods in 1987, 1988 and 1998, employees hired before 

January 1, 1984, could choose to participate in FERS. This system 

consists of Social Security, a basic annuity plan and the TSP.

The AOC and the employee contribute to Social Security and 

Medicare at rates prescribed by law. In addition, AOC is required 

to contribute to the TSP a minimum of 1 percent per year of the 

basic pay of employees covered by this system. The AOC also 

matches a voluntary employee contribution up to 3 percent 

dollar-for-dollar, and another 2 percent is matched 50 cents on 

the dollar.

Imputed Financing for the years ending September 30, 2019, 

and 2018, is as follows:

Dollars in Thousands

IMPUTED FINANCING, BY TYPE 2019 2018

Pensions

CSRS $ 863 $ 1,198 

CSRS Offset 638 741 

FERS 43,851 40,110 

Less: Contributions (35,336) (33,642)

Subtotal: Employee Pensions $ 10,016 $ 8,407 

Health Insurance $ 14,085 $ 13,759 

Life Insurance 38 36 

Subtotal: All Employee Benefits $ 24,139 $ 22,202 

Other Agency — Campus Infrastructure $ 2,124 $ 4,511 

OCWR — Settlement and Awards Fund 379 94 

Total $ $26,642 $ 26,807 

In FY 2019, the imputed financing costs for employee benefits 

are $1.9 million higher mainly due to an increase in OPM’s 

cost factors for health insurance and for all three pensions 

categories, which resulted in a higher AOC service cost. 

Additionally, there was a $300 thousand increase in legal 

settlements that were paid out of the Office of Congressional 

Workplace Rights (OCWR) Settlement and Awards Fund. The 

reduction in the Campus Infrastructure costs is consistent with 

the other agency’s progress reports as the project winds down.

NOTE 18

Net Cost of Operations Related 

to Payroll

Expenses for salaries and related benefits for the years ending 

September 30, 2019, and 2018, are shown in the table below. 

These amounts were approximately 46 and 47 percent of the 

annual gross cost of operations for each respective year. This 

includes actual payroll and benefit expenses as well as other 

accrued expenses. Benefit expenses represent FECA (current 

portion), Unemployment Compensation for Federal Employees 

(UCFE), and imputed costs paid by OPM. Other accrued 

expenses consist of payroll and benefit related accruals. These 

costs do not include the unfunded accrued annual leave and 

long term actuarial FECA.
118 Section III • Financial Information ARCHITECT OF THE CAPITOL

Net Cost of Operations Related to Payroll for the years ending 

September 30, 2019, and 2018, is as follows:

Dollars in Thousands

EXPENSES FOR PAYROLL 

& RELATED BENEFITS  2019  2018

Payroll Expense $ 276,341 $ 260,480

Benefit Expenses

FECA and UCFE 4,189 4,197 

Imputed Costs 

(see Note 17) 24,139 22,202 

Other Accrued Expenses 5,428 4,533

Total Expenses for Payroll 

& Related Benefits $ 310,097 $ 291,412 

Total Gross Cost $ 678,578 $ 614,565

Payroll Related Expenses 

to Gross Costs (%) 46% 47%

The increase in payroll expense is primarily due to an increase 

in employee count of approximately 50 compared to the same 

period in FY 2018, in addition to a 1.9 percent pay raise in FY 

2019 as authorized by Executive Order 13866. 

NOTE 19

Reconciliation of SCNP 

Appropriations to SBR

Amounts reported as Appropriations Received on the 

Statement of Changes in Net Position (SCNP) consist of funds 

congressionally appropriated to the agency within the current 

fiscal year. Amounts reported as Appropriations on the SBR 

consist of appropriations received, current year transfers, and 

other new budget authority. 

The reconciliation for the years ending September 30, 2019, and 

2018 is as follows:

Dollars in Thousands 

RECONCILIATION OF SCNP 

APPROPRIATIONS TO SBR 2019 2018

SCNP 

Appropriations Received $ 742,744 $ 728,258

Appropriations Transferred In/(Out) — 15,000

Total SCNP Appropriations $ 742,744 $743,258

SBR

Spending Authority Made Available $ 7,000 $ —

Special Funds Receipts 59 65

Total SBR Appropriations $ 749,803 $ 743,323

In FY 2018, the Chief Administrative Officer of the House 

transferred $15 million to the House Office Buildings. This 

amount is part of the Appropriations number on the SBR ($743.3 

million), but shown on the Appropriations Transferred In/Out 

line on the SCNP. 

For the current year the amount of appropriations received, as 

shown on the SBR, is $749.8 million. The remaining difference 

of $7,059 and $65 thousand between the two statements for 

each respective year is attributed to a transfer between two 

Treasury Appropriations Fund Symbols and budget authority in 

the Capitol Trust account, which is a special fund established to 

collect permit fees for commercial activities in Union Square.

NOTE 20

Undelivered Orders

In accordance with OMB Circular A-136, Financial Reporting 

Requirements, the amount of budgetary resources obligated 

but not delivered must be disclosed separately. Amounts 

obligated comprise contracts with vendors for acquisitions of 

goods and services including contractual support, constructions 

projects, and CVC inventory purchases. 

Undelivered Orders for the years ending September 30, 2019, 

and 2018, are as follows:

Dollars in Thousands

UNDELIVERED ORDERS 2019 2018

Paid

Federal $ 834 $ 927

Non-Federal 4 4

Total Paid $ 838 $ 931

Unpaid

Federal $ 34,846 $ 35,767

Non-Federal 392,552 288,515

Total Unpaid $ 427,398 $ 324,282

In FY 2019, the Unpaid Undelivered Orders balance increased 

mainly due to major ongoing capital projects.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 119

NOTE 21

Explanation of Differences 

Between the Combined 

Statement of Budgetary 

Resources and the Budget of 

the United States Government

The FY 2020 Budget of the United States Government 

(President’s Budget) presenting the actual amounts for the year 

ended September 30, 2018, was published in February 2019. 

When available, the President’s Budget is reconciled to the 

agency SBR to identify differences. Upon publication, AOC’s 

budget can be found on the OMB website (www.whitehouse.

gov/omb/budget/) under Legislative branch.

Dollars in Millions

RECONCILIATION 

OF SBR TO BUDGET 

FY 2018

BUDGETARY 

RESOURCES

OBLIGATIONS 

INCURRED

NET 

OUTLAYS

Combined 

Statement of 

Budgetary 

Resources (SBR)

$ 1,404 $ 749 $ 622 

Items on SBR — Not on 

Budget:

Expired Funds (23) — —

Other (47) — —

Budget of the United 

States Government $ 1,334 $ 749 $ 622 

The differences between the FY 2018 comparative amounts 

presented on the SBR and the actual amounts published in 

the FY 2020 President’s Budget are due to the activity from 

offsetting collections, recoveries and expired funds (beginning 

balances and current year activity) that are on the SBR but 

are not reported in the President’s Budget. Additionally, audit 

adjustments and other rounding differences may be reflected 

on the SBR.

NOTE 22

Net Adjustments to Unobligated 

Balance Brought Forward, 

October 1

The AOC has recorded prior year (PY) recoveries which include 

upward/downward adjustments to unpaid orders and refunds 

of paid orders. Net adjustments to the Unobligated Balance 

Brought Forward, October 1, for the years ending September 30, 

2019 and 2018, are as follows:

Dollars in Thousands

NET ADJUSTMENTS TO 

UNOBLIGATED BALANCE 

BROUGHT FORWARD, OCTOBER 1

2019 2018

Unobligated Balance Brought Forward, 

October 1 $ 656,095 $ 586,641

Net Adjustments

Cancelled Authority (1,974) (3,995)

Downward Adjustments PY Unpaid 

Unexpended Obligations 8,215 12,102 

Downward Adjustments PY Unpaid 

Expended Authority 9,839 9,362 

Downward Adjustments PY Paid 

Expended Authority Refunds Collected 22,747 12,081 

Total Net Adjustments $ 38,827 $ 29,550

Unobligated Balance From Prior 

Year Budget Authority, Net $ 694,922 $ 616,191

NOTE 23

Reconciliation of Net Cost to 

Net Outlays

Per SFFAS 7, FASAB “requires a reconciliation of proprietary and 

budgetary information in a way that helps users relate the two.” 

The objective is to provide an explanation for the differences 

between budgetary and financial (proprietary) accounting 

and is accomplished by reconciling budgetary outlays with 

related net cost of operations. Statements of Federal Financial 

Accounting Concepts 2, Entity and Display, as amended by 

SFFAS 53, Budget and Accrual Reconciliation (BAR), provides 

concepts for reconciling budgetary and financial accounting. 

Effective FY 2019, AOC has adopted the requirement to present 

this reconciliation in the format prescribed by SFFAS 53. 

Budgetary accounting information is used for planning and 

control purposes and relates to both the receipt and use of cash, 

as well as reporting the federal deficit. Financial accounting 

information is intended to provide a picture of the government’s 

financial operations and financial position on an accrual basis. 

The accrual basis includes information about costs arising from 

the consumption of assets and the incurrence of liabilities. The 
120 Section III • Financial Information ARCHITECT OF THE CAPITOL

At September 30, 2019, Dollars in Thousands

RECONCILIATION OF NET OPERATING COST 

AND NET BUDGETARY OUTLAYS INTRAGOVERNMENTAL WITH THE PUBLIC TOTAL

Net Operating Cost $ 11,081 $ 598,428 $ 609,509

Components of Net Operating Cost Not Part of the 

Budgetary Outlays

Property, Plant, and Equipment Depreciation $ — $ (124,057) $ (124,057)

Property, Plant, and Equipment Disposal and Reevaluation —  41 41 

Unrealized Valuation Loss/(Gain) on Investments in GSEs — (9) (9) 

Other — 271,714 271,714

Increase/(Decrease) in Assets:

Accounts Receivable (374) (478) (852)

Other Assets (93) (3) (96)

Investments (41) — (41)

(Increase)/Decrease in Liabilities Not Affecting Budget Outlays:

Accounts Payable 3,952 (2,291) 1,661

Salaries and Benefits — (1,221) (1,221)

Environmental and Disposal Liabilities — (1,291) (1,291)

Other Liabilities 4,857 (71,190) (66,333)

Other Financing Sources (26,641) — —

Total Components of Net Operating Cost Not Part of the Budget Outlays $ (18,340) $ 71,215 $ 52,875

Components of the Budget Outlays That Are Not Part of Net Operating Cost 

Other (7,703) (102) (7,805) 

Total Components of the Budgetary Outlays That Are Not Part of Net 

Operating Cost $ (7,703) $ (102) $ (7,805)

Net Outlays (Calculated Total) $ (14,962) $ 669,541 $ 654,579 

Related Amounts on the Statement of Budgetary Resources

Outlays, Net $ 654,579

Agency Outlays, Net $ 654,579

Components of Net Operating Cost Not a Part of the Budgetary Outlays reflects the budgetary resources used to finance AOC’s 

activities, but not paid. The Net Operating Cost is reported net of any earned revenue and other financing sources (e.g., donated 

property or imputed costs). Components of the Budgetary Outlays Not Part of the Net Operating Cost includes resources used to 

finance the activities of the entity to account for items that were included in budgetary outlays but were not part of the SNC. This 

item includes budgetary outlays recognized in the current period that do not affect the net cost of operations (e.g., an acquisition of 

assets reflected in net obligations but not in SNC). The Reconciliation of Net Cost to Net Outlays explains the relationship between the 

entity’s net outlays on a budgetary basis and the net cost of operations during the reporting period.

reconciliation of net outlays, presented on a budgetary basis, and the net cost, presented on an accrual basis, provides an explanation 

of the relationship between budgetary and financial accounting information. The reconciliation serves not only to identify costs paid 

for in the past and those that will be paid in the future, but also to assure integrity between budgetary and financial accounting. 

The reconciliation for the year ending September 30, 2019 is as follows:
121
122 Section III • Financial Information ARCHITECT OF THE CAPITOL

For the Years Ending September 30, 2019 and 2018 ($ in Thousands) 

TOTAL

CAPITAL 

CONSTRUCTION 

AND 

OPERATIONS

CAPITOL 

BUILDING

CAPITOL 

GROUNDS 

AND 

ARBORETUM

For the Year Ending September 30, 2019 ($ in Thousands):

Budgetary Resources

Unobligated Balances from Prior Year Budget Authority, Net (Note 22) $ 694,922 $ 15,379 $ 30,444 $ 13,319 

Appropriations (Note 19) 749,803 103,962 43,992 16,820 

Borrowing Authority 6,608 — — — 

Spending Authority from Offsetting Collections 55,746 774 515 — 

Total Budgetary Resources $ 1,507,079 $ 120,115 $ 74,951 $ 30,139 

Status of Budgetary Resources

New Obligations and Upward Adjustments $ 901,105 $ 110,334 $ 43,165 $ 15,684 

Unobligated Balance, End of Year:

Exempt from Apportionment 585,996 4,722 30,772 13,837 

Unexpired Unobligated Balance, End of Year 585,996 4,722 30,772 13,837 

Expired Unobligated Balance, End of Year (Note 3) 19,978 5,059 1,014 618 

Total Unobligated Balance, End of Year 605,974 9,781 31,786 14,455 

Total Budgetary Resources $ 1,507,079 $ 120,115 $ 74,951 $ 30,139 

Outlays, Net

Outlays, Net (Total) (Discretionary and Mandatory) 654,579 97,408 50,074 12,721 

Agency Outlays, Net (Note 23) $ 654,579 $ 97,408 $ 50,074 $ 12,721 

For the Year Ending September 30, 2018 ($ in Thousands):

Budgetary Resources

Unobligated Balances from Prior Year Budget Authority, Net (Note 22) $ 616,191 $ 13,595 $ 37,256 $ 12,325 

Appropriations (Note 19) 743,323 93,478 45,300 13,397 

Borrowing Authority 7,478 — — — 

Spending Authority from Offsetting Collections 37,679 742 463 — 

Total Budgetary Resources $ 1,404,671 $ 107,815 $ 83,019 $ 25,722 

Status of Budgetary Resources

New Obligations and Upward Adjustments $ 748,576 $ 99,924 $ 55,592 $ 13,281 

Unobligated Balance, End of Year:

Exempt from Apportionment 634,920 2,361 26,262 11,915 

Unexpired Unobligated Balance, End of Year 634,920 2,361 26,262 11,915 

Expired Unobligated Balance, End of Year 21,175 5,530 1,165 526 

Total Unobligated Balance, End of Year 656,095 7,891 27,427 12,441 

Total Budgetary Resources $ 1,404,671 $ 107,815 $ 83,019 $ 25,722 

Outlays, Net

Outlays, Net (Total) (Discretionary and Mandatory) 621,952 93,630 34,592 13,090 

Agency Outlays, Net (Note 23) $ 621,952 $ 93,630 $ 34,592 $ 13,090 

Required Supplementary Information

A. Combining Schedule of Budgetary Resources 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 123

CAPITOL 

POLICE 

BUILDINGS, 

GROUNDS 

AND 

SECURITY

CAPITOL 

POWER PLANT

HOUSE OFFICE 

BUILDINGS

LIBRARY 

BUILDINGS 

AND GROUNDS

SENATE OFFICE 

BUILDINGS

SUPREME 

COURT 

BUILDING AND 

GROUNDS 

U.S. BOTANIC 

GARDEN

U.S. CAPITOL 

VISITOR 

CENTER

$ 17,346 $ 44,395 $ 341,610 $ 74,806 $ 73,896 $ 54,638 $ 7,673 $ 21,416 

57,714 114,050 197,098 68,525 93,562 15,999 14,759 23,322 

— — — — — 6,608 — — 

— 11,336 1,245 9,465 586 25,510 — 6,315 

$ 75,060 $ 169,781 $ 539,953 $ 152,796 $ 168,044 $ 102,755 $ 22,432 $ 51,053 

$ 33,426 $ 107,670 $ 286,695 $ 79,425 $ 100,020 $ 79,623 $ 15,559 $ 29,504 

41,472 54,059 251,031 72,290 66,910 23,132 6,424 21,347 

41,472 54,059 251,031 72,290 66,910 23,132 6,424 21,347 

162 8,052 2,227 1,081 1,114 — 449 202 

41,634 62,111 253,258 73,371 68,024 23,132 6,873 21,549 

$ 75,060 $ 169,781 $ 539,953 $ 152,796 $ 168,044 $ 102,755 $ 22,432 $ 51,053 

34,317 90,505 180,268 36,331 103,967 12,093 16,054 20,841 

$ 34,317 $ 90,505 $ 180,268 $ 36,331 $ 103,967 $ 12,093 $ 16,054 $ 20,841 

$ 13,210 $ 44,711 $ 280,934 $ 45,439 $ 81,196 $ 57,137 $ 7,295 $ 23,093 

34,249 106,694 222,294 74,873 101,614 16,154 13,800 21,470 

— — — — — 7,478 — —

— 10,332 90 1,605 779 17,669 — 5,999 

$ 47,459 $ 161,737 $ 503,318 $ 121,917 $ 183,589 $ 98,438 $ 21,095 $ 50,562 

$ 30,606 $ 119,717 $ 171,517 $ 49,884 $ 114,848 $ 47,333 $ 14,254 $ 31,620 

16,572 33,696 329,719 71,492 66,874 51,105 6,335 18,589 

16,572 33,696 329,719 71,492 66,874 51,105 6,335 18,589 

281 8,324 2,082 541 1,867 — 506 353 

16,853 42,020 331,801 72,033 68,741 51,105 6,841 18,942 

$ 47,459 $ 161,737 $ 503,318 $ 121,917 $ 183,589 $ 98,438 $ 21,095 $ 50,562 

23,196 83,524 208,026 44,072 76,295 12,475 12,898 20,154 

$ 23,196 $ 83,524 $ 208,026 $ 44,072 $ 76,295 $ 12,475 $ 12,898 $ 20,154 
124 Section III • Financial Information ARCHITECT OF THE CAPITOL

Deferred Maintenance and Repairs ($ in Thousands required to achieve “good” condition)

CATEGORY AS OF 10/01/18 AS OF 9/30/19 CHANGE

Buildings and Other Structures $488,960 $579,564 $90,604

Grounds $12,102 $12,646 $544

Heritage Assets $572 $356 ($216)

Total $501,634 $592,566 $90,932

The September 30, 2019 figure excludes the pedestrian tunnels and the 14 E Street, SE Maintenance Shop (both currently under assessment), the U.S. 

Capitol Police Courier Acceptance Facility, U.S. Supreme Court Building and the Thurgood Marshall Federal Judiciary Building. Deferred maintenance 

calculations are based on FY 2018 AOC replacement values, updated in April 2019.

B. Deferred Maintenance 

and Repairs

The AOC oversees more than 18.4 million square feet of 

facilities and over 570 acres of grounds, and is responsible for 

ensuring that the historic facilities and grounds entrusted to 

its care remain in a safe and suitable condition for the current 

and future needs of Congress, the Supreme Court and the 

American public. 

FASAB’s Statement of Federal Financial Accounting Standards 42, 

Deferred Maintenance and Repairs, defines deferred maintenance 

and repairs (DM&R) as maintenance and repairs that were not 

performed when they should have been, or were scheduled, 

and are delayed for a future period. This standard requires 

federal entities to discuss: (1) maintenance and repairs policies, 

(2) how maintenance and repairs activities are ranked and 

prioritized, (3) factors considered in determining acceptable 

condition standards, (4) whether DM&R relate solely to 

capitalized general property, plant and equipment (PP&E) and 

stewardship PP&E or also to noncapitalized or fully depreciated 

general PP&E, (5) PP&E for which management does not 

measure and/or report DM&R and the rationale, (6) beginning 

and ending DM&R balances by category and (7) significant 

changes from the prior year.

To meet this standard, the AOC defines its acceptable 

level of condition to be “good to very good” based on the 

Facility Condition Index. The index is based upon the facility 

replacement values, which the AOC updates annually, and 

identified deferred maintenance and repairs. The AOC tracks 

DM&R for three categories of capitalized assets: (1) buildings 

and other structures, (2) grounds (i.e., stewardship land) and 

(3) heritage assets. While the AOC tracks capital equipment 

deferred maintenance and repairs, none was identified for FY 

2019. Noncapitalized and fully depreciated PP&E are excluded 

from the DM&R estimate. 

The AOC uses facility condition assessments (FCAs) to evaluate 

the assets’ condition and to identify deferred maintenance, 

capital renewal, capital improvements and capital construction 

work elements. The FCA tracks maintenance and repairs 

activities as work elements that are scheduled for completion. 

Rank and prioritization for the work elements are based on the 

scheduled year, as well as project risk (which is scored as low, 

medium, high and critical). The FCA cost models are considered 

early planning estimates to identify liabilities — they are not 

derived from fully completed construction drawings. The focus 

of this disclosure is solely deferred maintenance and repairs, 

as identified through the FCAs, and excludes capital renewal, 

capital improvements and capital construction work elements. 

Nonetheless, the AOC monitors capital renewal work elements 

that, if not funded, could become deferred maintenance in the 

near future. Capital renewal work elements, identified within a 

five-year period, are combined with deferred maintenance and 

repairs and this figure is referred to as “backlog” at the AOC.

The AOC completed an initial FCA on most buildings and 

grounds under its stewardship, with some exceptions 

(identified in the note to the table below). The AOC continues 

to complete and update the FCAs for all facilities for which it 

is responsible. As a result, the FCAs for some of these facilities 

are underway, or in the planning stages, and will be included in 

subsequent reports.

The AOC’s estimate of the amount of deferred maintenance and 

repairs work required to bring facilities to a “good” condition, 

based on the Facility Condition Index, was $593 million for the 

fiscal year ending September 30, 2019.8

 The increase over the 

prior year is mostly related to additional deferred maintenance 

identified during reassess ments of the Capitol Power Plant, 

James Madison Memorial Building, Rayburn House Office 

Building and the tunnel connecting the Cannon House Office 

Building to U.S. Capitol.

8

 The AOC aims to maintain its assets in at least good condition. Condition 

is defined by the Facility Condition Index, which is calculated as the cost of 

deferred maintenance divided by the current replacement value. A ratio of less 

than 0.02 is considered “very good,” 0.02 to 0.05 is judged “good,” 0.05 to 0.10 

is deemed “fair” and more than 0.10 is considered “poor.” The AOC’s goal is to 

attain a ratio of less than 0.05 (or “good” condition) for its assets. Although an 

asset may be rated as being in acceptable condition, individual systems within 

that asset may require deferred maintenance and repairs to return the system 

to an acceptable operating condition. 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 125

Skilled AOC craftsmen and artisans continuously work to conserve and restore architectural artifacts, fine and decorative art and sculptures located throughout the 

Capitol campus.

C. Heritage Assets

Introduction

The AOC is the steward of heritage assets located throughout 

the Capitol campus. In addition to the buildings and landscape, 

these assets include architectural fine and decorative art, 

architectural features, archival material and joint works of art. 

Many of these assets, both collectible and noncollectible (i.e., 

architectural), are national treasures.

The AOC Curator Division, including the Records Management 

and Archives Branch and the Photography Branch, manages 

the resources provided by Congress for the conservation 

of art and the preservation of other heritage assets such as 

architectural drawings and photographs. The AOC follows 

professional standards established by the American Institute 

for Conservation and the National Archives and Records 

Administration. The curator prepares recommendations to 

the Joint Committee on the Library regarding acquisition and 

placement of joint works of art and shares responsibility with 

the Senate and House curators for the care of collectible fine 

and decorative art.

The curator maintains detailed records for each work of art 

and manages computerized inventories of heritage assets.9

The AOC contracts with professional fine art conservators for 

needed repairs or treatments. The curator maintains a library 

9

 The AOC Curator Division adopted The Museum System in 2017 to maintain an 

accurate inventory of heritage assets.

of conservation reports prepared in accordance with standards 

that require preservation work to be fully documented. The 

curator provides advice to the AOC’s jurisdictions on projects 

and contracts that involve heritage assets or preservation 

issues. The Records Management and Archives Branch preserves 

historic architectural and engineering drawings and textual 

records and also creates records policies. The Photography 

Branch documents facilities and projects, heritage assets 

and congressional events, and also manages and preserves 

the AOC’s photographic records archive. Some vital records, 

including microfilm and photographic negatives, are stored 

off-site in stable and secure conditions. Curator Division staff 

support numerous projects by conducting historical research 

and providing reproductions of photographs, architectural and 

engineering drawings, records, specifications and reports.

The AOC’s historic preservation officer is responsible for 

preserving the architectural features of the historic buildings 

maintained by the AOC. The historic preservation officer works 

closely with the curator in documenting, researching and 

providing information about buildings, architectural features 

and architectural decorative art; reviewing projects; developing 

specifications; and developing and implementing the AOC’s 

preservation policy.

Historic Buildings and Structures

The AOC maintains the Capitol campus, which includes a 

number of historic buildings and structures and their historic 

fabric. These include the U.S. Capitol Building, Russell Senate 
126 Section III • Financial Information ARCHITECT OF THE CAPITOL

Office Building, Dirksen Senate Office Building, Hart Senate 

Office Building, Senate Underground Garage, Daniel Webster 

Page Residence, Cannon House Office Building, Longworth 

House Office Building, Rayburn House Office Building, East 

and West House Underground Garages, Ford House Office 

Building, Thomas Jefferson Building, John Adams Building, 

James Madison Memorial Building, U.S. Botanic Garden 

(USBG) Conservatory, USBG Administration Building, Capitol 

Power Plant Main Boiler Building, Capitol Power Plant East 

Refrigeration Plant, Capitol Power Plant Old Generator Building, 

U.S. Supreme Court Building and the Thurgood Marshall Federal 

Judiciary Building. All are considered multiuse heritage assets 

and assigned a cost on the Balance Sheet and presented under 

General Property, Plant and Equipment, Net. In general, historic 

buildings and structures are added or withdrawn from the AOC's 

portfolio through congressional action. 

Stewardship Lands and Cultural Landscapes

The AOC-administered stewardship lands encompass more 

than 570 acres of grounds. This includes Capitol Square, the 

approximately 295 acres of grounds immediately surrounding 

the U.S. Capitol Building and designed by noted American 

landscape architect Frederick Law Olmsted. In addition, the 

AOC’s cultural landscapes include the Summerhouse, Senate 

Park (Squares 632, 633, 634, 680, 681, 682, 683, 684, 685, 722 and 

723), Senate office building sites and courtyards (Squares 686 

and 725), House office building sites and courtyards (Squares 

581, 635, 689 and 690), East and West House Underground 

Garages (Squares 637 and 691), Botanic Garden and National 

Garden (Square 576), Bartholdi Park (Square 578), USBG 

Administration Building site (Square 578), Union Square, Thomas 

Jefferson Building site (Square 730), John Adams Building site 

(Square 761), James Madison Memorial Building site (Square 

732), U.S. Supreme Court Building site (Square 728), Marshall 

Building site (Square 722) and memorial trees planted on the 

U.S. Capitol Grounds. In general, units of stewardship land 

are added or withdrawn from the AOC's portfolio through 

congressional action.

Memorial trees are living heritage assets planted to honor 

distinguished citizens, groups and national events. Memorial 

trees are added through congressional action. For more 

information about the AOC’s memorial trees go to www.aoc.

gov/trees. An inventory of the memorial trees as of September 

30, 2019 and 2018 follows:

MEMORIAL TREES

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

Memorial Trees 147 145 (2) Good

AOC Heritage Assets Condition Rating Scales

CONDITION RATING SCALE DEFINITION PRIORITY

HERITAGE ASSETS

Poor Asset exhibits, or is in danger of, structural damage or loss. Requires major conservation or repair to achieve 

structural and aesthetic integrity High

Fair Asset is structurally sound but requires major conservation to improve aesthetic integrity Medium

Good Asset is structurally sound and retains aesthetic integrity. Requires routine maintenance or minor conservation Low

Excellent Asset is new, or has been conserved as close to its original condition and appearance as possible, or a conservator 

has determined that no conservation treatment is needed

No Treatment 

Needed

HISTORIC PAPER RECORDS

Poor Records are not yet stored in archives or their preservation is endangered High

Fair Records are preserved in secure and stable conditions in archives Medium

Good Records are accessioned and placed in acid-free containers Low

Excellent Records are fully processed and stored in archival folders with all major preservation problems addressed No Treatment 

Needed

PHOTOGRAPHIC RECORDS

Poor Film photographs are not in secure storage or digital files are not identified, readable or backed up High

Fair Records are in secure storage, subject is identified and image is backed up Medium

Good Negatives are properly housed and inventoried or digital files are batch captioned and backed up in 

multiple locations Low

Excellent Negatives are stored off-site in archival conditions or digital files are fully captioned with images backed up in 

multiple locations with routine data migration

No Treatment 

Needed
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 127

General Condition Standards

The AOC has defined condition standards based on principles 

and guidance used by members of the American Institute for 

Conservation (AIC) defined by Heritage Preservation before it 

merged into AIC. The AOC performs periodic condition surveys 

to ensure heritage assets are documented and preserved for 

future generations. Assets must be monitored because they 

are located in working offices and public spaces rather than 

in a museum setting, so they can be damaged by touching, 

impact and surface deposits. Outdoor sculptures and fixtures 

are exposed to weather and pollutants. Once these objects 

are conserved, regular follow-up inspections and periodic 

maintenance treatments are essential for their preservation. The 

table on the previous page summarizes the condition survey 

rating scales used by the AOC for its heritage assets.

Collectible Heritage Assets

In the following tables, footnotes explain changes in condition 

or inventory count.

1. U.S. Capitol Building

The U.S. Capitol Building is an important example of 19thcentury neoclassical architecture. While a working building, 

the U.S. Capitol Building may also be considered a museum of 

American art and history with millions of visitors each year.

1.1. Fine Art

This collection includes unique works of art by known artists 

that are not permanently attached to or designed for the 

structure (i.e., collectible). They are separated into (a) works that 

are under the jurisdiction of the Joint Committee on the Library 

and cared for by the AOC and (b) those that were originally 

accepted by the Joint Committee on the Library and are joint 

in subject matter or acquisition (these are counted in the AOC’s 

inventory as possibly joint). The possibly joint assets are located 

in the Senate and House wings of the U.S. Capitol Building 

and, in many cases, are considered part of the Senate or House 

collections and are cared for by the Senate and House curators.

1.1.1. Interior Sculpture

This collection is comprised primarily of the bronze and 

marble statues in the National Statuary Hall collection. This 

collection (comprised of 100 statues — two from each state) was 

established in 1864 and completed in 2005. In FY 2011, a longrange conservation maintenance contract for sculpture was 

implemented. By the end of FY 2019, all of the statues (with the 

exception of the newly unveiled statue) were maintained at least 

once — with most maintained multiple times — to keep them in 

excellent condition.

SCULPTURE

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

1.1.1.1 National 

Statuary Hall Statues 100 1001 - Excellent

1.1.1.2 Other Statues2 9 10 13 Excellent

1.1.1.3 Possibly 

Joint Statues 3 3 - Good

1.1.1.4 Busts 16 16 - Fair to 

Excellent 

1.1.1.5 Possibly 

Joint Busts 21 21 - Good

1.1.1.6 Other 

(Maquettes, etc.) 30 30 - Poor to Excellent

1

 Nebraska's statue of Chief Standing Bear was unveiled on September 18, 2019 and 

replaced the statue of William Jennings Bryan.

2

 The Magna Carta display, located in the Crypt, is included in this category.

3

 A stone sculpture of a female figure was found in storage, added to the inventory 

and taken to storage off-site.

1.1.2. Framed Oil Paintings

Framed oil paintings under the AOC’s stewardship include 

portraits of former Architects of the Capitol and other paintings. 

Many of the frames for these paintings are also heritage assets.

PAINTINGS

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

1.1.2.1 Portraits 17 19 21,2 Good to 

Excellent 

1.1.2.2 Possibly 

Joint Portraits 26 26 - Fair to Excellent

1.1.2.3 Paintings Other 

Than Portraits 12 12 - Good to Excellent

1.1.2.4 Possibly 

Joint Paintings 23 23 - Excellent

1

 A portrait of former Architect of the Capitol, Stephen T. Ayers, was completed and 

accessioned into the collection.

2

 A portrait of deceased pipe fitter Matthew McClanahan was completed and 

accessioned into the collection.

1.1.3. Works of Art on Paper

The AOC is the steward of works on paper primarily related to 

the U.S. Capitol Building. This collection is used for research and 

reference purposes and is generally not on display.

WORKS OF ART 

ON PAPER

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

1.1.3.1 Watercolors 6 6 - Good

1.1.3.2 Prints 

and Drawings 72 72 - Poor to Excellent

1.1.3.3 Sketches 

for Murals

Approx. 

232

Approx. 

232 - Fair to Excellent
128 Section III • Financial Information ARCHITECT OF THE CAPITOL

1.2. Decorative Art

Decorative art ranges from objects of great craftsmanship 

and historical importance to mass-produced objects. Often 

the name of the designer or maker is unknown. Conservation 

treatment may be appropriate for the highest level of 

decorative art.

DECORATIVE ART

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

1.2.1 Gilded 

Mirror Frames1 90 912 13 Poor to 

Excellent

1.2.2 Historic Furniture 39 39 - Fair to Good

1.2.3 Antique Clocks 10 10 - Good to 

Excellent

1.2.4 Textiles 2 2 - Good

1

 This number primarily includes frames in the House side of the Capitol. The 

Senate curator assumed responsibility for inventory and conservation of Senate 

mirror frames.

2

 After review of supporting documentation, we have identified 91 gilded mirror 

frames to include in inventory.

3

 A gilded ornamental mirror was found in storage and moved to offsite storage in 

FY 2019. 

1.3. Architectural Fine Art

This category of fine art is part of the fabric of a structure, 

permanently attached to the structure or building systems, or 

designed as part of an architectural space.

ARCHITECTURAL 

FINE ART

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

1.3.1 Pediments 

(Exterior) 3 3 - Poor to Excellent 

1.3.2 Statues (Interior 

and Exterior) 6 6 - Good to Excellent

1.3.3 Plaster Model 

of Sculpture 3 3 - Excellent

1.3.4 Sculptured 

Stair Railings 4 4 - Excellent

1.3.5 Reliefs 39 39 - Good

1.3.6 Sculptured 

Bronze Doors (sets) 

(Interior and Exterior)

4 4 - Excellent

1.3.7 Plaques 30 31 11 Fair to 

Excellent

1.3.8 Stained Glass 16 16 - Poor to Good

1.3.9 Rotunda 

Paintings 8 8 - Fair2

 to 

Excellent

1.3.10 Rooms or 

Spaces with Fine 

Art Murals

84 843 - Fair to 

Excellent

1

 Bronze plaque from original residence of Elias Boudinot, Clerk of the United States 

Supreme Court (1800–1825) found in storage and added to inventory. 

2

 Air pockets have continued to increase in size on the Landing of Columbus

painting, which will require de-installation for structural and cosmetic treatment. 

Conservation planning is in progress.

3

 Each room or space may contain multiple sections of murals in vaults and lunettes 

with individual mural scenes or figures. There are hundreds of images painted on 

the U.S. Capitol Building’s walls. Mural conservation has been ongoing since 1981 

and most murals are in at least “good” condition.

1.4. Architectural Decorative Art

This category of decorative art is part of the fabric of a structure, 

permanently attached to the structure or building systems, or 

designed as part of an architectural space. Decorative art ranges 

from objects of great craftsmanship and historical importance 

to mass-produced objects. Often the name of the designer or 

maker is unknown. Conservation treatment may be appropriate 

for the highest level of decorative art. Approximate numbers 

are based on the Capitol superintendent’s Computer-Aided 

Facilities Management inventory. Only about a third of the 

lighting fixtures are historic and considered heritage assets 

appropriate for restoration. The more utilitarian fixtures are at 

times moved or replaced. 

ARCHITECTURAL 

DECORATIVE ART

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

1.4.1 Mantels Approx.

167

Approx.

167 - Good

1.4.2 Chandeliers Approx. 

250

Approx. 

250 - Good to Excellent

1.4.3 Pendant Lights Approx. 

270

Approx. 

270 - Good

1.4.4 Sconces Approx. 

100

Approx. 

100 - Good

1.4.5 Rooms 

or Spaces with 

Decorative Murals 

48 48 - Fair to 

Excellent

1.5. Architectural Features

Historic architectural features include woodwork, shutters, 

columns, capitals, brackets, historic floors (e.g., the U.S. Capitol 

Building’s Minton tile floors) and special architectural surfaces 

(e.g., marble and scagliola). The Capitol superintendent (or 

the Senate Sergeant at Arms) maintains these assets. While an 

accurate count of these features does not exist, the numbers are 

large. For example, there are at least 450 interior columns and 

pilasters with carved capitals. In recent years, special attention 

has been paid to the restoration of historic scagliola.

2. U.S. Capitol Grounds and Arboretum

The U.S. Capitol Grounds and Arboretum cover approximately 

295 acres on which the U.S. Capitol Building, Senate and House 

office buildings and Capitol Power Plant reside. The grounds 

include sculpture and monuments and living assets such as 

trees and plantings. Heritage assets include such elements as 

ornamental fountains, drinking fountains, outdoor seating, 

stone retaining walls and light fixtures.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 129

2.1. Outdoor Sculpture

OUTDOOR 

SCULPTURE

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

2.1.1 Monuments/

Statues 4 4 - Excellent1

2.1.2 Fountains 

with Sculpture 1 1 - Good 

2.1.3 Plaques 5 5 - Good 

1

 Maintenance of the bronze components of the Grant Memorial was completed 

in FY 2019.

2.2. Landscape Features and Fixtures (including fixtures 

on the exterior of the U.S. Capitol Building)

LANDSCAPE 

FEATURES AND 

FIXTURES 

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

2.2.1 Urns 20 201 - Good

2.2.2 Lighting Fixtures Approx. 

166

Approx. 

166 - Fair to Excellent

2.2.3 Basins 

(with Fountains) 2 2 - Excellent

1

 The 20 bronze urns on the U.S. Capitol West Front will be removed and placed in 

storage in preparation for stone preservation work on the lower Olmsted Terrace to 

be done in FY 2020.

3. House Office Buildings

There are three major office buildings (the Cannon, Longworth 

and Rayburn House office buildings) and two annex buildings 

for the House of Representatives.

ARCHITECTURAL 

FINE ART

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

3.1 Pediments 

(Exterior) 1 1 - Good

3.2 Sculpture 

(Exterior) 8 8 - Fair

3.3 Plaster Models 

of Sculpture 25 25 - Good

3.4 Architectural 

Models on Display 1 1 - Fair

3.5 Reliefs 1 1 - Good

3.6 Murals 1 1 - Good

3.7 Plaques 1 1 - Good

3.8 Monuments/

Statues 2 2 - Good

3.9 Maquettes 1 1 - Excellent

4. Senate Office Buildings

There are three major office buildings for the United States 

Senate: the Russell, Dirksen and Hart Senate office buildings.

ARCHITECTURAL 

FINE ART

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

4.1 Pediments 

(Exterior) 1 1 - Fair

4.2 Sculpture 1 1 - Poor

4.3 Plaster Models of 

Sculpture 6 6 - Good

4.4 Architectural 

Models on Display 4 4 - Excellent

4.5 Maquettes 1 1 - Good

4.6 Reliefs (Exterior) 51 51 - Good

4.7 Murals 

(Rooms With) 1 1 - Excellent

5. Library Buildings and Grounds

The Library of Congress’s 1897 Thomas Jefferson Building 

contains large areas of decorative painting, relief plaster, 

woodwork, stone work and mosaic ceilings. Additional facilities 

include the John Adams Building, which is embellished with 

art deco-style decorative metal and relief stone work, and the 

modern James Madison Memorial Building.

ARCHITECTURAL 

FINE ART

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

5.1 Statues 27 27 - Good to 

Excellent

5.2 Sculptured 

Stair Railings 2 2 - Good

5.3 Reliefs (Interior) 73 73 - Good

5.4 Sculptured Bronze 

Doors (Sets) (Exterior) 17 17 - Excellent

5.5 Stained 

Glass/Mosaics 17 17 - Fair to Good

5.6 Rooms or Spaces 

with Fine Art Murals 32 32 - Fair to Excellent

5.7 Fountains with 

Sculpture (Exterior) 3 3 - Poor to Excellent

5.8 Sculptural Clock 1 1 - Excellent

5.9 Exterior Sculpture 1 1 - Fair
130 Section III • Financial Information ARCHITECT OF THE CAPITOL

6. Supreme Court Building and Grounds

The U.S. Supreme Court Building is richly adorned with 

decorative carvings in marble and wood, decorative metal and 

plaster work and decorative painting.

ARCHITECTURAL 

FINE ART1

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

6.1 Pediments 

(Exterior) 2 2 - Excellent

6.2 Sculpture 

(Exterior) 2 2 - Excellent

6.3 Reliefs 4 4 - Good

6.4 Light Posts with 

Reliefs (Exterior) 2 2 - Poor to Fair

6.5 Bronze Door 

(Set) (Exterior) 1 1 - Good

1

 The collectible fine art within the Supreme Court does not fall under the AOC’s 

jurisdiction and is cared for by the curator of the Supreme Court.

7. U.S. Botanic Garden

The U.S. Botanic Garden (USBG) maintains a collection of living 

plants used to fulfill the mission of the institution. The collection 

is categorized as follows:

 Plants of historical or current institutional significance (e.g., 

individuals or descendants from the Wilkes expedition, 

commemorative gifts from foreign governments and 

descendants of plants of American historical significance)

 Plants appearing on approved permanent landscape 

planting plans for the Conservatory, National Garden, 

Bartholdi Park and the Production Facility

 Plants listed for rotation into permanent exhibits in the 

Conservatory, National Garden or Bartholdi Park

 Plants used in ongoing education programs

 Plants needed to support future exhibits or programs and 

whose quality or relative unavailability in the commercial 

trade justifies inclusion in the permanent collection 

 Orchid species and selected orchid cultivars

 Listed rare and endangered species received under the 

Convention on International Trade in Endangered Species of 

Flora and Fauna repository agreement, through interagency 

transfer or by other means

 Medicinal plants whose quality or relative unavailability in the 

commercial trade justifies inclusion in the permanent collection

 Plants used for accent and horticultural propagation stock, 

including those obtained for trial performance under 

local conditions

Plants are used for exhibition, study and exchange with other 

institutions. Noteworthy collections include economically 

significant plants, medicinal plants, orchids, cacti and 

succulents, bromeliads, cycads and plants of Mediterranean 

regions. The USBG’s gardens and living collections are important 

resources, and are made available for the study of threatened 

plants and their conservation. The USBG staff maintain extensive 

computerized records of the plant collections, which track the 

location, condition and provenance of each addition. A database 

with this information is available to the public on the USBG 

website, www.usbg.gov/plant-collections. Collections are 

continually reviewed for accuracy in identification.

Architectural Feature 

OUTDOOR 

SCULPTURE

AS OF 

10/01/18

AS OF 

9/30/19 CHANGE

GENERAL 

CONDITION

7.1 Fountains with 

Sculpture 1 1 - Fair1

1

 Surface is abraded and needs conservation.

Living Botanical Assets 

The table identifies the USBG’s inventory of living botanical 

assets. Plant inventories for FY 2019 and the prior five years are 

provided to facilitate comparison. At the end of FY 2019, the 

USBG held more than 9,000 accessions including more than 

43,000 individual plants at the Conservatory and the Blue Plains 

Production Facility in southwest Washington D.C. The USBG 

maintains more than 6,000 unique taxa in its collections.

All Plants (Including Orchid Collection)

FY ACCESSIONS1

NAMES 

(TAXA)2 INDIVIDUALS3 DEACCESSIONS4

2014 11,419 7,470 57,942 842

2015 11,626 7,610 60,574 639

2016 10,423 6,803 47,564 1,958

2017 9,468 6,227 44,026 707

2018 9,105 6,041 41,470 1,017

2019 9,651 6,282 43,523 1,531

1

 Current number of accessions assigned to living plants. An individual accession 

number might include multiple lots (divisions) that might include multiple 

individual plants.

2

 Number of names for living plants in our database. This includes species names, 

cultivars, varieties, etc. and is restricted to only the names for plants that are living at 

the Garden. In many cases, the USBG has numerous accessions (from different times, 

sources, etc.) of the same named plant.

3

 This number captures individual plant counts and is thus quite a bit higher that the 

number of accessions due to accessions that have multiple individuals (note: this 

number has a high degree of inaccuracy).

4

 Number of accession numbers that have been deaccessioned year-to-date. This 

is due to plants dying or being composted/discarded due to disease or change in 

institutional need.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 131

Orchid Collection 

There are more than 3,400 individual orchids in the U.S. Botanic 

Garden’s collections. The orchid collection is the single largest 

component of its plant inventory, accounting for more than 23 

percent of its accessions.

Orchid Collection

FY ACCESSIONS

NAMES 

(TAXA) INDIVIDUALS DEACCESSIONS

2014 3,425 1,839 N/A 356

2015 3,444 1,876 N/A 208

2016 3,201 1,795 4,330 415

2017 3,017 1,795 4,230 395

2018 3,110 1,324 3,513 611

2019 2,259 1,287 3,464 983

8. Architectural and Engineering Artifacts

The AOC maintains an inventory of small architectural and 

engineering artifacts and models for research or exhibition. The 

AOC also maintains an inventory of large artifacts, such as pieces 

of stone removed from buildings or plaster models, for possible 

reuse or repairs. As an example, 150 tons of sculpture and stone 

removed from the East Front of the U.S. Capitol Building during 

its 1958 extension is held in a secure facility at Fort Meade, 

Maryland. The AOC curator tracks these artifacts and maintains 

lists of the objects in storage. It is not possible to provide a 

meaningful count as some crates hold multiple pieces and some 

items are stored in pieces in multiple crates.

9. Historical Records and Reference Materials

The Records Management and Archives Branch (RMAB) 

manages the historical materials that comprise the AOC archival 

collection and creates records schedules based on archival 

appraisal and records surveys. The architectural and engineering 

drawings, textual records and electronic records that are in the 

collection are maintained in accordance with archival principles 

to facilitate ongoing preservation, access, reference and 

research. Traditional architectural and engineering drawings 

and manuscripts require special archival storage and handling 

because of their diverse physical attributes. The RMAB maintains 

stable temperature and humidity conditions, controls access 

and provides security for the records. Microfilmed backups of 

many drawings are stored off-site for vital records protection. 

Digital scans of drawings are also important backups for the 

original drawings.

The AOC’s heritage assets include personal artifacts of Constantino Brumidi donated by Brumidi’s family. These artifacts include a family bible, napkin rings, a snuff box, a 

fruit knife, a prize medal and a small framed picture of Brumidi.
Using Photography for Historic Preservation 

The photographic images included throughout this annual report 

provide an important narrative function. Supplementing the AOC’s 

performance and financial information, high quality, documentary 

images make complex ideas more immediate and understandable. Such 

photographs highlight the contributions of the diverse and talented 

people who oversee the agency’s capital projects, as well as provide 

visual evidence of the momentous events that take place on the Capitol 

campus and the historic buildings and grounds under the AOC’s care. The 

AOC is committed to the idea that a documentary record — including 

photographs — provides the most direct, complete and fully descriptive 

view into the important programs and projects that it oversees. 

Photography is integral to the AOC’s stewardship and preservation 

mission. From its inception to the present day, the AOC Photography 

Branch has served a number of purposes critical to Congress and 

posterity. Its most important mission is in support of the AOC’s 

stewardship role and its commitment to historic preservation. 

Photography at the AOC is guided by decades of precedent, as well 

as the priorities of the sitting Architect of the Capitol. The agency’s 

photographic record serves as a reliable source of historic information. 

For example, the adjoining photograph from 2003 shows the Capitol 

Visitor Center worksite in an early stage of construction. Shot originally 

on 8 x 10 film and later digitized, it is an excellent example of the highly 

descriptive photography required to document projects. Moreover, the 

photo takes on historical significance as it depicts a view of the Capitol’s 

East Front that can never be seen again.

The AOC uses photography to record the details of its preservation, 

conservation and restoration projects, supporting the life-cycle 

maintenance of the agency’s heritage assets — always with an 

emphasis on creating images of maximum clarity, descriptiveness, 

accuracy, integrity and durability. For example, infrared and 

ultraviolet photography have been used to reveal otherwise invisible 

conditions in paintings needing restoration. Further, photographic 

documentation of the condition of the Capitol campus’ exterior 

stone helped to communicate the extent of the deterioration and 

guide preservation plans. The preservation and management of 

the photographic images themselves also falls under the AOC’s 

responsibilities. The AOC’s photography collection contains more than 

300,000 unique photographic objects and files. The AOC Photography 

Branch operates under standards of practice from a variety of authorities 

such as the American Institute for Conservation, the Department of the 

Interior and the Library of Congress. Whether a glass plate negative 

from the 1850s, a film-based image from the 20th century or a digital 

photograph made today, the Photography Branch is involved in 

preserving, housing, describing and managing a growing collection 

of photographic material. Preservation techniques range from careful 

cleaning, digitization or cold storage for older photo materials to running 

analytics to assess the condition of digital photo files. Photography brings 

a measure of accountability and transparency to existing assets, project 

design and project execution.

Capitol 

Highlights

132 Section III • Financial Information ARCHITECT OF THE CAPITOL
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 133

9.1. Accessioned Materials

Accessioned materials represent the permanent records 

that have been accepted into the archival collection. Once 

accessioned, these materials receive a range of archival holdings 

maintenance and archival description. Holdings maintenance 

enables ongoing preservation. This includes rehousing in 

acid-free folders and storage boxes, as well as digitizing using 

archival electronic formats. Description facilitates reference 

and research. It includes updating finding aids, enhancing 

cross-references and accomplishing data entry into the 

archival databases.

9.1.1. Architectural and Engineering Drawings

Beginning with plans for the construction of the U.S. Capitol 

Building in the early 1800s, and with primary holdings from 

the 1850s on, the architectural and engineering drawings in 

the archival collection document a wide range of subjects and 

contain many formats (e.g., pencil renderings, finely detailed ink 

and watercolor working drawings, polished presentation pieces, 

blueprints and modern computer-aided design drawings). These 

drawings are vital for current construction and maintenance 

projects, as well as for historic research. The specifications and 

files on previous projects aid in the planning and development 

of new projects.

The AOC Archives contain more than 190,000 architectural 

and engineering drawings with new materials added each 

year. Approximately 60 percent of these drawings have been 

digitized and indexed into an internal AOC web-based database 

to facilitate search and retrieval. The archival staff performs 

maintenance and basic preservation on the drawings, with 

specialized work on fragile and historic drawings performed by 

contracted experts.

9.1.2. Specifications and Other Textual Records 

The AOC Archives maintain administrative and project records 

that document the AOC’s history, as well as the construction 

history of Capitol campus buildings. These holdings date from 

the U.S. Capitol extension project in the 1850s and continue 

through the present. Of special value are the letters from artists 

and architects dating to the 1850s.

9.1.3. Electronic Archival Records

Electronic records are generated throughout the agency. The 

records schedules are media-neutral. This means that they apply 

to both paper and electronic records. The RMAB continues 

to promote the transfer of permanent electronic records 

to the archival collection where they may be preserved as 

heritage assets.

9.2., 9.2.1., 9.2.2., 9.2.3. Preaccessioned Materials

Preaccessioned materials account for all incoming materials that 

are transferred to the RMAB for the year. This is an important 

initial quality control step where the materials are screened 

before the RMAB formally registers the transfer as part of the 

archival collection. The screening process identifies temporary, 

duplicative or otherwise nonrecord materials that are not 

appropriate for accessioning into the archival collection. The 

process also identifies concerns that may require resolution 

before the transfer can be completed, such as incomplete 

transfer documentation, unarranged or partial materials and 

archival preservation issues.

9.3. Small Architectural Models

The AOC preserves a small number of display models as 

part of the architectural record for study and possible future 

exhibit purposes.

9.4. Photographs

The Photography Branch produces photographs relating to 

architectural design, construction, renovation and restoration 

of the historic buildings and grounds under the AOC’s care. 

The Photography Branch covers major ceremonial events, 

documents works of art and conservation projects and produces 

graphic slides, displays and video for the AOC and congressional 

use. The Photography Branch maintains an archive of more 

than 330,000 photographic images dating to the 1850s. The 

collection includes approximately 4,000 glass plates, in addition 

to hundreds of thousands of images in negative, print and 

digital format. The number of images is growing rapidly since 

the conversion to digital format. Each unique image is given a 

control number (one image may exist in multiple formats). The 

majority of the glass and film negatives are stored off-site for 

long-term preservation. Digital files are systematically backed 

up and copied.
134 Section III • Financial Information ARCHITECT OF THE CAPITOL

RECORDS AND 

REFERENCE AS OF 10/01/18 AS OF 9/30/19 CHANGE GENERAL CONDITION

Traditional 

Records

Electronic 

Records

Traditional 

Records

Electronic 

Records

Traditional 

Records

Electronic 

Records

Traditional 

Records

Electronic 

Records

9.1. Accessioned Materials

9.1.1. Architectural 

and Engineering 

Drawings 

Approx. 

191,386 - Approx. 192,087 - 701 - Fair to Excellent N/A

9.1.2. Specifications 

and Other Textual 

Records (Linear Feet)

Approx. 

9,066 - Approx. 9,130 - 64 - Fair to Excellent N/A

9.1.3. Accessioned 

Electronic Records - 789.20MB - 4,134.88MB - 3,345.68MB N/A N/A

9.2. Preaccessioned Materials

9.2.1. Manuscripts 

and Other Textual 

Records 

Linear Feet: 

26.5 

Bound 

Volumes: -

-

Linear Feet: 

93.0 

Bound 

Volumes: 46 

-

Linear Feet: 

66.5

Bound 

Volumes: 46 

- N/A N/A

9.2.2. Drawings Rolls: 12; 

Individual: 205 - Rolls: 65; Individual: 382 - Rolls: 53; Individual: 177 - N/A N/A

9.2.3. Electronic - 715.12MB - 1,282.69MB - 567.57MB N/A N/A

9.3. Small 

Architectural Models 18 - 18 - - - Fair N/A

9.4. Photographs 318,656 - 338,390 - 19,734 - Good to 

Excellent N/A

9.5. Art and Reference 

Files (Drawers) 108 - 108 - - - Good N/A

9.6. Art and Reference 

Library (Volumes) 1,211 - 1,216 - 5 - Good N/A

9.7. Conservation 

Reports (Notebooks) 445 - 455 - 10 - Good N/A

9.5., 9.6. and 9.7. Reference Files, Library 

Materials and Conservation Reports

One of the largest curatorial functions the AOC performs is 

maintaining the inventory of, and files for, art and historical 

objects. The curator maintains a file on each work of art, artist 

and room in the U.S. Capitol Building, as well as files on the 

buildings and architectural subjects. The curator also keeps 

records on major ceremonies, such as joint sessions of Congress 

and inaugurations. The AOC uses these files to answer questions 

from the AOC staff and contractors, members of Congress 

and their staffs and the public and to provide information for 

written fact sheets and publications. The U.S. Capitol Historical 

Society Fellowship, managed by the curator, continually 

adds to the knowledge of the art and architecture of the U.S. 

Capitol Building.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 135
136 Section III • Financial Information ARCHITECT OF THE CAPITOL

CATEGORY

SEPTEMBER 30, 2019 SEPTEMBER 30, 2018

AOC JURISDICTION AOC JURISDICTION

Capital Construction & OperationsCapitol BuildingCapitol Grounds and Arboretum House Office BuildingsLibrary Buildings & GroundsSenate Office BuildingsSupreme Court Building & GroundsU.S. Botanic GardenTotalCapital Construction & OperationsCapitol BuildingCapitol Groundsand ArboretumHouse Office BuildingsLibrary Buildings & GroundsSenate Office BuildingsSupreme Court Building & GroundsU.S. Botanic GardenTotal

Memorial Trees — — 145 — — — — — 145 — — 147 — — — — — 147 

Artwork

Fine Art

Interior Sculpture

National Statuary 

Hall Statues — 100 — — — — — — 100 — 100 — — — — — — 100

Other Statues — 10 — — — — — — 10 — 9 — — — — — — 9

Possibly Joint Statues — 3 — — — — — — 3 — 3 — — — — — — 3

Busts — 16 — — — — — — 16 — 16 — — — — — — 16

Possibly Joint Busts — 21 — — — — — — 21 — 21 — — — — — — 21

Other (Maquettes, etc.) — 30 — — — — — — 30 — 30 — — — — — — 30

Subtotal — 180 — — — — — — 180 — 179 — — — — — — 179

Framed Oil Paintings

Portraits — 19 — — — — — — 19 — 17 — — — — — — 17

Possibly Joint Portraits — 26 — — — — — — 26 — 26 — — — — — — 26

Paintings Other 

Than Portraits — 12 — — — — — — 12 — 12 — — — — — — 12

Possibly Joint Paintings — 23 — — — — — — 23 — 23 — — — — — — 23

Subtotal — 80 — — — — — — 80 — 78 — — — — — — 78

Works of Art on Paper

Watercolors — 6 — — — — — — 6 — 6 — — — — — — 6

Prints and Drawings — 72 — — — — — — 72 — 72 — — — — — — 72

Sketches for Murals — 232 — — — — — — 232 — 232 — — — — — — 232

Subtotal — 310 — — — — — — 310 — 310 — — — — — — 310

Subtotal: Fine Art — 570 — — — — — — 570 — 567 — — — — — — 567

Decorative Art

Gilded Mirror Frames — 91 — — — — — — 91 — 90 — — — — — — 90

Historic Furniture — 39 — — — — — — 39 — 39 — — — — — — 39

Antique Clocks — 10 — — — — — — 10 — 10 — — — — — — 10

Textiles — 2 — — — — — — 2 — 2 — — — — — — 2

Subtotal — 142 — — — — — — 142 — 141 — — — — — — 141

Architectural Fine Art

Pediments (Exterior) — 3 — 1 — 1 2 — 7 — 3 — 1 — 1 2 — 7 

Statues/Sculpture — 6 — 8 27 1 2 — 44 — 6 — 8 27 1 2 — 44 

Plaster Models of Sculpture — 3 — 25 — 6 — — 34 — 3 — 25 — 6 — — 34 

Sculptured Stair Railings — 4 — — 2 — — — 6 — 4 — — 2 — — — 6 

Architectural Models 

on Display — — — 1 — 4 — — 5 — — — 1 — 4 — — 5 

Reliefs — 39 — 1 73 51 4 — 168 — 39 — 1 73 51 4 — 168 

Light Posts with 

Reliefs (Exterior) — — — — — — 2 — 2 — — — — — — 2 — 2 

Bronze Doors (Sets) — 4 — — 17 — 1 — 22 — 4 — — 17 — 1 — 22 

Plaques — 31 — 1 — — — — 32 — 30 — 1 — — — — 31 

Monuments/Statues — — — 2 — — — — 2 — — — 2 — — — — 2 

Stained Glass/Mosaics — 16 — — 17 — — — 33 — 16 — — 17 — — — 33 

Rotunda Paintings — 8 — — — — — — 8 — 8 — — — — — — 8 

Rooms or Spaces with Fine 

Art Murals — 84 — 1 32 1 — — 118 — 84 — 1 32 1 — — 118 

Maquettes — — — 1 — 1 — — 2 — — — 1 — 1 — — 2 

Sculptural Clock — — — — 1 — — — 1 — — — — 1 — — — 1 

Exterior Sculpture — — — — 1 — — — 1 — — — — 1 — — — 1 

Subtotal — 198 — 41 170 65 11 — 485 — 197 — 41 170 65 11 — 484 

Summary of Heritage Assets

This consolidating schedule reports the heritage assets by jurisdiction and AOC-wide.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Financial Information • Section III 137

CATEGORY

SEPTEMBER 30, 2019 SEPTEMBER 30, 2018

AOC JURISDICTION AOC JURISDICTION

Capital Construction & OperationsCapitol BuildingCapitol Groundsand ArboretumHouse Office BuildingsLibrary Buildings & GroundsSenate Office BuildingsSupreme Court Building & GroundsU.S. Botanic GardenTotalCapital Construction & OperationsCapitol BuildingCapitol Groundsand ArboretumHouse Office BuildingsLibrary Buildings & GroundsSenate Office BuildingsSupreme Court Building & GroundsU.S. Botanic GardenTotal

Architectural Decorative Art

Mantels — 167 — — — — — — 167 — 167 — — — — — — 167 

Chandeliers — 250 — — — — — — 250 — 250 — — — — — — 250 

Pendant Lights — 270 — — — — — — 270 — 270 — — — — — — 270 

Sconces — 100 — — — — — — 100 — 100 — — — — — — 100 

Rooms/Spaces with 

Decorative Murals — 48 — — — — — — 48 — 48 — — — — — — 48 

Subtotal — 835 — — — — — — 835 — 835 — — — — — — 835 

TOTAL — 1,745 — 41 170 65 11 — 2,032 — 1,740 — 41 170 65 11 — 2,027 

Architectural Features

Outdoor Sculptures

Monuments/Statues — — 4 — — — — — 4 — — 4 — — — — — 4 

Fountains with Sculpture — — 1 — 3 — — 1 5 — — 1 — 3 — — 1 5 

Plaques — — 5 — — — — — 5 — — 5 — — — — — 5 

Subtotal — — 10 — 3 — — 1 14 — — 10 — 3 — — 1 14 

Landscape Features and Fixtures

Urns — — 20 — — — — — 20 — — 20 — — — — — 20 

Lighting Fixtures — — 166 — — — — — 166 — — 166 — — — — — 166 

Basins — — 2 — — — — — 2 — — 2 — — — — — 2 

Subtotal — — 188 — — — — — 188 — — 188 — — — — — 188 

TOTAL — — 198 — 3 — — 1 202 — — 198 — 3 — — 1 202 

Reference and Library Materials

Art and Reference 

Files (Drawers) 108 — — — — — — — 108 108 — — — — — — — 108 

Art and Reference 

Library (Volumes) 1,216 — — — — — — — 1,216 1,211 — — — — — — — 1,211 

TOTAL 1,324 — — — — — — — 1,324 1,319 — — — — — — — 1,319 

Other Traditional Archival Records

Architectural and 

Engineering Drawings 192,087 — — — — — — — 192,087 191,386 — — — — — — — 191,386

Specifications and Other 

Textual Records (Linear Feet) 9,130 — — — — — — — 9,130 9,066 — — — — — — — 9,066

Materials, Preaccessioned 

Specifications and Other 

Textual Records (Linear Feet)

93 — — — — — — — 93 27 — — — — — — — 27

Materials, Preaccessioned 

Specifications and Other 

Textual Records-Bound 

Volumes (Bound Volumes)

46 — — — — — — — 46 — — — — — — — — —

Materials, Preaccessioned - 

Drawings (Rolls) 65 — — — — — — — 65 12 — — — — — — — 12

Materials, Preaccessioned - 

Drawings (Individual) 382 — — — — — — — 382 205 — — — — — — — 205

Small Architectural Models 18 — — — — — — — 18 18 — — — — — — — 18

Conservation Reports 

(Notebooks) 455 — — — — — — — 455 445 — — — — — — — 445

Photographs 338,390 — — — — — — — 338,390 318,656 — — — — — — — 318,656

TOTAL 540,666 — — — — — — — 540,666 519,815 — — — — — — — 519,815 

Electronic Archival Records (Megabytes) 

Materials, Accessioned 4,134.88 — — — — — — — 4,134.88 789.20 — — — — — — — 789.20 

Materials, Preaccessioned 1,282.69 — — — — — — — 1,282.69 715.12 — — — — — — — 715.12 

TOTAL 5,417.57 — — — — — — — 5,417.57 1,504.32 — — — — — — — 1,504.32 

Living Botanical 

Assets (Accessions) — — — — — — — 9,651 9,651 — — — — — — — 9,105 9,105 
The AOC lit the Capitol Christmas Tree during a ceremony on the West Front 

Lawn December 6, 2018. The tree uses LED lights, resulting in reduced electricity 

use in accordance with the AOC’s energy sustainability practices.
Overview

The Other Information section presents required 

financial, operational, stewardship and performance 

material that supplements the information appearing 

in the previous sections of this report. A summary 

of each subsection is provided below.

The Inspector General’s Statement of Management 

Opportunities and Performance Challenges. A 

statement presenting the AOC Inspector General’s 

assessment of the agency’s most critical management 

and performance challenges and its progress in 

addressing those challenges. This section is provided in 

accordance with the Reports Consolidation Act of 2000.

Summary of Financial Statement Audit and Management 

Assurances. Summary tables of audit results, material 

weaknesses in internal controls and financial system 

nonconformances. Results are based on the independent 

auditor‘s financial statement audit, management’s evaluation 

of internal controls using the Federal Managers’ Financial 

Integrity Act (FMFIA) and guidance from the Office of 

Management and Budget (OMB) Circular A-123. Additional 

consideration is derived from management’s evaluation of 

financial systems’ conformance with financial management 

system requirements, referencing FMFIA and the Federal 

Financial Management Improvement Act (FFMIA).

Payment Integrity. An overview of the AOC’s efforts to 

identify programs where significant improper payments 

may have occurred and how the AOC’s invoice payment 

process incorporates the U.S. Department of Treasury’s 

Do Not Pay capability. This subsection also addresses 

the Fraud Reduction and Data Analytics Act.

Reduce the Footprint. An overview of the AOC’s real property 

square footage for the current fiscal year and baseline year.

Energy and Sustainability Performance Management 

Report. A summary of the AOC’s notable energy and 

sustainability program achievements, in accordance 

with the Energy Independence and Security Act of 2007.

Small Business Accomplishments Report. A summary of the 

AOC’s small business set-aside program efforts and results, 

in accordance with congressional reporting requirements.

Human Capital Management Report. A summary of the 

AOC’s personnel management system. The Architect 

of the Capitol Human Resources Act requires the AOC 

to develop human resources management programs 

consistent with common practices within the federal 

government and private sector organizations.

Other

Information

SECTION IV

2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 139
140 Section IV • Other Information ARCHITECT OF THE CAPITOL

The Inspector General’s Statement of Management Opportunities

and Performance Challenges 

 

DATE: September 11, 2019 

TO: Thomas J. Carroll III 

Acting Architect of the Capitol 

FROM: Christopher P. Failla, CIG 

Inspector General 

SUBJECT: Statement of Management Opportunities and Performance Challenges

I am pleased to present the Statement of Management Opportunities and Performance Challenges 

(Statement) for the Fiscal Year ending September 30, 2019. This Statement, prepared pursuant to 

your request, identifies and assesses the most serious challenges facing the Architect of the 

Capitol (AOC) from the Office of Inspector General’s perspective, and the AOC’s progress in 

addressing challenges from prior year Statements. 

We look forward to working with you and our colleagues on the entire AOC team in the coming 

year to help AOC achieve its strategic vision to build a culture of accountability and 

responsibility and to improve efficiency and effectiveness throughout the AOC. Collectively, we 

can work to prevent and eliminate fraud, waste and abuse. 

If you have any questions, please contact me at 202.593.0260 or christopher.failla@aoc.gov. 

Distribution List: 

Mary Jean Pajak, Senior Advisor to the Acting Architect of the Capitol 

 Office of Inspector General

 Fairchild Bldg. 

 499 S. Capitol St., SW, Suite 518 

 Washington, D.C. 20515 United States Government 202.593.1948

 www.aoc.gov MEMORANDUM
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 141

Introduction 

As part of our agency’s Performance and Accountability Report (PAR) for Fiscal Year (FY) 

2019, the Acting Architect of the Capitol (AOC) Thomas J. Carroll requested the Office of 

Inspector General’s (OIG) Statement of Management Opportunities and Performance Challenges 

(Statement). As with every AOC PAR since FY 2010, the OIG provides this statement for 

information and inclusion in the upcoming PAR. This document identifies the AOC’s most 

significant challenges and opportunities for improvement. The Statement is based on our 

observations, audits, inspections and evaluations, and investigative efforts, as well as the AOCcontracted Financial Statements Audit. We appreciate this opportunity to provide the AOC with 

our unique perspective on areas that need increased management attention and decisive action. 

The OIG exists to provide efficiencies and economies along with preventing and reporting fraud, 

waste and abuse through audits, inspections and evaluations, and investigations. In addition, we 

are a key tool for the AOC as we offer objective recommendations to better use resources and 

report deficiencies that may hinder the AOC’s mission. Since the last PAR, the OIG has made 

several key efforts to streamline our operations. These included creating an Assistant Inspector 

General for Inspections and Evaluations position to direct the efforts of this important new 

program division, performing education and outreach strategies to include social media, and 

obtaining an independent accounting firm to conduct construction audits for one of the AOC’s 

largest and most complex construction projects, the Cannon House Office Building Renewal 

Project, all in order to target our resources to better assist the AOC in achieving its mission. 

The OIG believes that focusing senior leadership’s attention to the Statement will help improve 

service delivery, promote economy and efficiency, and reduce the potential for fraud, waste and 

abuse in the AOC’s operations. 

While recognizing the AOC’s accomplishment in executing its core mission, amid fiscal 

uncertainty and constraints, the AOC must continue to monitor the management and 

performance challenges identified in the previous year’s PAR. In particular, seven management 

and performance challenges cited in the OIG’s Statement from the previous FY should remain on 

this list. These include: 

1) Retaining and Attracting a Skilled and Engaged Workforce (expanded under

Human Capital Management);

2) Data Quality for Monitoring and Internal Controls Structure (combined and

expanded under Auditability and Documentation to Support Decisions);

3) Management of Concurrent Construction Projects;

4) Cyber Security;

Office of Inspector General

Statement of Management Opportunities 

and Performance Challenges 2019 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
142 Section IV • Other Information ARCHITECT OF THE CAPITOL

5) Lack of a Whistleblower Protection;

6) Property Accountability and Surplus Property Disposal; and

7) Managing User-Requested Changes.

In the OIG’s assessment, each of these challenges remain critical issues facing the agency. We 

do not repeat our summary of each of these challenges unless combined under new headings, or 

our recommendations to remediate them.

From our vantage point, much progress has been made to date to improve and eliminate the OIGidentified management challenges. Due to the emphasis the AOC has placed on continued 

improvement of prior years’ management challenges, we have not repeated a Backlog of 

Deferred Maintenance and Capital Renewal management challenges for the current fiscal year 

since the OIG has not observed reoccurring issues in this area during our recent reviews of AOC 

programs and construction projects. 

Expanded OIG Management and Performance Challenges

In addition to the remaining continuing management challenges noted above, the OIG has 

expanded on two challenges into overarching themes that continue to impact the AOC; they are:

1) Human Capital Management; and

2) Auditability and Documentation to Support Decisions.

Human Capital Management 

We removed this management challenge in 2015 due to the AOC addressing our concerns over a 

better integrated personnel management system and making policy updates to address drug and 

alcohol use in the workplace. However, since that time, we have identified two separate human

capital issues that are of concern: 1) Leadership Vacancies; and 2) Recruitment and Retention of 

Skilled Labor Positions. 

Many leadership positions across the AOC remain vacant with their operations and mission 

currently led by individuals in an “Acting” capacity. Some prominent vacant senior leadership

positions include the Chief Financial Officer, House Office Buildings Superintendent, Senate 

Office Buildings Superintendent and the Office of Security Programs Director. This situation

places the AOC in a vulnerable position because it blurs clear lines of authority within respective

AOC jurisdictions and offices while overburdening those serving in an “Acting” capacity due to 

an increased workload and refocus of priorities. While this is not an irregular scenario faced by a 

federal agency, the AOC needs to focus attention to permanently fill these positions to provide 

clear lines of direction that are aligned with mission goals and reduce volatility of staff turnover. 

The recruitment and retention of a skilled workforce is critical to the AOC’s mission. Skilled

trades comprise more than 50 percent of the agency’s workforce and comprehensive succession 

planning is critical to ensure the AOC maintains a qualified workforce throughout the years to 

come. Skilled labor trades include positions like masons, maintenance mechanics, high voltage 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 143

electricians, and heating, ventilation, and air conditioning technicians, among many others. In 

recent years the AOC has adopted creative recruitment strategies and hiring venues to ensure 

mission critical positions do not go unfilled. While these efforts are noted, the AOC’s attention 

to this issue remains a priority due to the revolving nature of hiring, competitive economic 

factors faced by federal employers, and the retention influences needed to maintain a skilled 

workforce. 

Auditability and Documentation to Support Decisions

During the course of our work, we recognized the AOC is challenged with executing 

standardized procedures for recording all transactions, communications and significant events in 

a manner that allows documentation to be readily available for examination. Our request for 

documentation has routinely taken the AOC a significant amount of time to gather and provide, 

or at times the requested information is incomplete or not provided, thus highlighting concerns 

with efficiency and accountability. The AOC’s procedures on documentation do not promote a 

standardized process; therefore, documentation maintained varies amongst staff and from 

jurisdiction to jurisdiction. These procedures should be a part of the AOC’s internal controls 

framework. Lacking internal controls for documentation can also degrade reportability, data 

quality and accountability, and quality assurance. We recognize that the AOC is often proficient 

in communicating specific details of a transaction or event; however, the AOC has 

acknowledged that some information and data shared may not have been thoroughly documented 

or vetted which may lead to reperformance and can contribute to program inefficiencies. 

Documentation should be appropriately detailed and organized, and contain sufficient 

information to support transactions, events and management decisions. Effective documentation 

will provide a means to: 

• Retain historical information of the transaction or event;

• Mitigate the risk of having the information limited to a few staff; and

• Communicate and make available in a timely manner the information to external

parties such as external auditors.

We also find it important for all transactions and events to be promptly recorded and documented 

to maintain relevance and value to AOC management and third party stakeholders. The 

documentation should apply to the entire process or life cycle of a transaction or event from its 

initiation and authorization through its final status in summary records. Properly managed and 

maintained documentation with identified points of contact would better support management 

decisions and allow for improved management reviews and auditability. 

Additional OIG Management and Performance Challenges

The OIG has identified two additional management challenges that impact the AOC; they are:

8. Balancing Safety and Security with Preservation and Heritage; and

9. Duplication of Effort without a Working Capital Fund.

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
144 Section IV • Other Information ARCHITECT OF THE CAPITOL

Balancing Safety and Security with Preservation and 

Heritage 

The AOC’s mission of “Serve, Preserve, Inspire” recognizes the desire that all construction and 

renewal projects maintain the historical heritage of the Capitol campus. This is done, in part, 

through the use of historically accurate, custom-designed and manufactured pieces such as

plasterwork and moldings, security bollards and barricades, security systems and devices, and 

ironwork which can add substantial cost and time to these projects. For example, some security

projects or project components could include modified commercial-off-the-shelf solutions vice 

specific, engineered or tailored elements. Projects of this nature should give due consideration of 

alternatives to include materials and designs used while accounting for planning and cost 

schedules that maintain the balance between safety and security risks in addition to 

vulnerabilities with preservation and heritage. 

Duplication of Effort without a Working Capital Fund 

The management of large construction projects and other programs that cross multiple funding 

streams poses challenges and risks to the AOC that are not typical to other agencies. Though 

adequate planning and design can mitigate some of these challenges, unforeseen circumstances

can increase the risks and vulnerabilities posed to the AOC. To offset these risks, the AOC 

establishes program operating practices and procedures with some overarching across the agency 

and many, specific to the jurisdiction. Due to the lack of a working capital fund which would 

allow some Senate and House allocations to combine, there are many integral AOC operational

redundancies at the jurisdiction level, thus creating waste, inefficiencies and unnecessary

duplication of effort that could be mitigated through certain centralization efforts.

Conclusion

All federal agencies have areas where improvements are needed. This Statement, is viewed from 

the OIG’s perspective and should be taken in that context. The AOC has much to be proud of as

it has worked to reduce or eliminate elements of the previous years’ challenges. The progress

being made on these challenges is very encouraging and the two expanded and two new 

management challenges included above will serve to improve the AOC’s efforts to prevent and 

detect fraud, waste, abuse and mismanagement, as well as improve the effectiveness of its

operations. 

As the OIG finds additional specific challenges, we will inform management with findings and

recommendations via audits, inspections and evaluations, and investigations. Our intent of these 

findings and recommendations is to improve the AOC’s operations to meet its overall mission to 

“Serve, Preserve and Inspire” and to support the AOC by decreasing the potential for fraud, 

waste, abuse and mismanagement. 

The Inspector General’s Statement of Management Opportunities 

and Performance Challenges (continued)
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 145

Summary of Financial Statement Audit 

and Management Assurances

The AOC tracks audit material weaknesses, as well as other requirements of the Federal Managers’ Financial Integrity Act of 1982

(FMFIA). Tables 14 and 15 below present management’s summary of these matters, as required by OMB Circular No. A-136, 

Financial Reporting Requirements, revised.

TABLE 14 Summary of Financial Statement Audit

AUDIT OPINION TYPE Unmodified

RESTATEMENT (YES/NO) No

MATERIAL WEAKNESSES BEGINNING BALANCE NEW RESOLVED CONSOLIDATED/REASSESSED ENDING BALANCE

0 0 0 0 0

Total Material Weaknesses 0 0 0 0 0

TABLE 15 Summary of Management Assurances

EFFECTIVENESS OF INTERNAL CONTROL OVER FINANCIAL REPORTING (FMFIA, PARA. 2)

STATEMENT OF ASSURANCE Unmodified

MATERIAL WEAKNESSES BEGINNING BALANCE NEW RESOLVED CONSOLIDATED/REASSESSED ENDING BALANCE

0 0 0 0 0

Total Material Weaknesses 0 0 0 0 0

EFFECTIVENESS OF INTERNAL CONTROL OVER OPERATIONS (FMFIA, PARA. 2)

STATEMENT OF ASSURANCE Unmodified

MATERIAL WEAKNESSES BEGINNING BALANCE NEW RESOLVED CONSOLIDATED/REASSESSED ENDING BALANCE

Total Material Weaknesses 0 0 0 0 0

COMPLIANCE WITH FEDERAL FINANCIAL MANAGEMENT SYSTEM REQUIREMENTS (FMFIA, PARA. 4)

STATEMENT OF ASSURANCE Federal systems comply to financial system management requirements

NONCONFORMANCES BEGINNING BALANCE NEW RESOLVED CONSOLIDATED/REASSESSED ENDING BALANCE

Total Nonconformances 0 0 0 0 0

COMPLIANCE WITH FEDERAL FINANCIAL MANAGEMENT IMPROVEMENT ACT (FFMIA)

AGENCY AUTHOR

1. System Requirements No lack of compliance noted No lack of compliance noted

2. Accounting Standards No lack of compliance noted No lack of compliance noted

3. U.S. Standard General Ledger (USSGL) at Transaction Level No lack of compliance noted No lack of compliance noted
146 Section IV • Other Information ARCHITECT OF THE CAPITOL

Payment Integrity

Improper Payments

The Improper Payments Information Act of 2002, as amended 

by the Improper Payments Elimination and Recovery Act of 

2010 and the Improper Payments Elimination and Recovery 

Improvement Act of 2012 (IPERIA), contains multiple requirements 

to reduce improper and erroneous payments made by the 

federal government. In addition, the Office of Management 

and Budget (OMB) Circular A-123, Appendix C, Requirements 

for Payment Integrity Improvement, also provides improper 

payment reporting guidance. As a legislative branch agency, 

the AOC is not subject to IPERIA, nor to the related OMB 

guidance. As a result, the AOC does not have a formal improper 

payments program and, therefore, the AOC does not provide 

payment accuracy data to the OMB for display on its website. 

Nonetheless, as part of its internal control program and 

assessment of risk, an internal control plan is in place to monitor 

payment accuracy. As part of this effort, the AOC refers to 

IPERIA and OMB Circular A-123, Appendix C for guidance. This 

monitoring is discussed in further detail in the Management’s 

Discussion and Analysis under Management Assurances and 

Other Financial Compliances. 

By agency policy, the AOC conducts quarterly financial reviews 

of its jurisdiction-level program obligations and spending, 

including sensitive payment areas. Establishing an internal, 

quarterly financial monitoring and verification policy has 

improved the reliability of the information used in the AOC’s 

financial statements and budget execution reports. As part 

of this policy, the AOC issues a suite of quarterly reports 

for verification by the parties delegated with the authority 

for each AOC appropriation. The responsible parties must 

concur (either without exception or with noted exceptions) 

that all post-payment transactions charged to AOC funds are 

valid and properly recorded. These financial reports include: 

status of current funds, document detail for all requisitions 

and obligations, payroll detail, travel and training detail, and 

open obligations and receivers for all expired funds. The Chief 

Financial Officer manages the reviews and uses them to identify 

inaccurate payments and determine the effectiveness of 

controls over the obligation and payment process.

Sensitive payments are those where the dollar amounts 

involved are usually not significant but, if the payment were 

improper, the public disclosure may result in significant agency 

criticism. The AOC has identified purchase card expenditures, 

as well as travel and training transactions as areas of sensitive 

payments for routine review.

The AOC does not administer grant, benefit or loan programs. 

The AOC’s most significant expenses are payroll and benefits 

for its employees, which are administered by the U.S. 

Department of Agriculture’s shared service provider, the 

National Finance Center. The AOC’s most substantial nonpayroll 

expenses are its payments to vendors for construction efforts, 

professional services and goods procured during the course of 

normal operations.

Do Not Pay Initiative

The U.S. Department of the Treasury’s Do Not Pay Initiative 

provides resources for agencies to review payment eligibility 

for purposes of identifying and preventing improper payments 

to vendors, thereby helping agencies comply with IPERIA. The 

AOC uses Treasury’s Invoice Processing Platform (IPP), a secure 

online platform, for centralizing its invoice payment process. 

The IPP partners with Treasury’s Do Not Pay business center to 

help prevent and reduce improper payments in a cost-effective 

manner for the federal agencies using this system. As such, 

through its IPP deployment, the AOC improves its payment 

accuracy with the Do Not Pay Initiative.

Fraud Reduction and Data Analytics Act

The Fraud Reduction and Data Analytics Act of 2015 was 

implemented to identify and assess fraud risks and design and 

implement control activities to prevent, detect and respond 

to fraud. As a legislative branch agency, the AOC is statutorily 

excluded from the Fraud Reduction and Data Analytics Act of 2015 

and has not formally incorporated this law into its policy.

Reduce the Footprint

The Office of Management and Budget (OMB) provides 

guidance to CFO Act agencies to use federal real property 

as efficiently as possible. The intention is to have agencies 

set annual targets to reduce the total square footage of their 

domestic office and warehouse inventory space compared to a 

FY 2015 baseline. The Reduce the Footprint policy is intended to 

promote efficient spending to support agency operations. 

As a legislative branch agency, the AOC is not subject to the 

Reduce the Footprint policy. However, because the AOC’s 

mission encompasses responsibility for a unique real estate 

portfolio, efficiency in management of its real estate is 

important to the agency. As a best practice and in the interest 

of transparency, the AOC presents its total managed square 

footage for the current fiscal year as compared to the FY 2015 

baseline. The total square footage reported includes all real 

property under the AOC’s care. In addition to assigned and 

leased office and inventory storage facilities, the agency’s 

square footage includes a variety of other real property that is 

unique to the AOC and reflects its wide-ranging mission such 

as: congressional committee rooms, legislative chambers, a 

court chamber, exhibition space, a botanic conservatory, plant 

production facilities, a visitor center, gift shops, restaurants, 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 147

a power plant, utility tunnels, book storage modules and 

other sites.

As shown in Table 16, the total square footage increased over 

the FY 2015 baseline. This is primarily due to the 2017 transfer of 

the O’Neill House Office Building to the AOC portfolio from the 

General Services Administration (GSA). This space supports the 

U.S. House of Representatives and serves as swing space during 

the Cannon Renewal Project. Another recent addition to the 

AOC’s footprint was the Collections Storage Module 5, adding 

needed preservation-quality climate-controlled collections 

space for the Library of Congress.

TABLE 16 Baseline Comparison

FY 2015 

BASELINE 

(ROUNDED)

FY 2019 

(ROUNDED)

CHANGE 

FROM 

BASELINE

Total Square 

Footage

(in Millions) 

More than 17.4 More than 18.4 Increase

Actions Taken to Reduce the Office and 

Warehouse Baseline and Operating Costs

As the agency’s real property needs are mission-driven, its 

footprint has increased to meet the needs of its congressional 

stakeholders and those who work within and visit the Capitol 

campus. However, the agency commits to using its facilities as 

efficiently as possible. This includes various workplace strategies 

such as enabling and supporting mobile work. To reduce the 

operations and maintenance costs associated with its real 

property portfolio, the AOC implemented a number of initiatives 

to improve their efficiency. These included enhancing building 

system controls and performance monitoring capabilities 

to reduce energy and water usage, increasing recycling of 

occupant waste and construction debris and using cogeneration 

technology at the Capitol Power Plant. The recent award of an 

ESPC for the facilities managed by the AOC’s Library Buildings 

and Grounds jurisdiction will result in significant energy savings 

throughout its 4.4 million square feet of facility space.

The AOC cares for more than 18.4 million square feet of facilities. This includes office and inventory storage facilities, as well as a variety of real property that reflects its 

wide-ranging mission such as congressional committee rooms, legislative chambers, a botanic conservatory, plant production facilities, a visitor center, a power plant, 

utility tunnels and other sites.
148 Section IV • Other Information ARCHITECT OF THE CAPITOL

Energy and Sustainability Performance Management Report

The AOC is pleased to offer this annual update of key activities 

related to the agency’s energy and sustainability program. The 

AOC is required to meet reporting obligations identified within 

the Energy Independence and Security Act of 2007 (EISA2007). 

The EISA2007 requires that the AOC report on: (1) energy 

expenditures and savings estimates, (2) energy management 

and conservation projects and (3) future priorities.

Fiscal Year 2019 was a significant and rewarding year for the 

AOC’s energy and sustainability efforts. The AOC is three years 

into its ambitious performance requirements and trending 

ahead of its FY 2025 key energy reduction goal. The AOC reduced 

energy consumption by 48 percent from our FY 2003 baseline, a 

major achievement. The AOC sustainability strategy focuses on: 

energy, water, high performance buildings and sustainable waste 

management. Performance highlights included: 

 Issued the Energy and Sustainability Policy in December 

2018. The policy defines and implements sustainable 

initiative, guidance process and organizational goals and 

objectives for FY 2017–FY 2021

 Implemented cogeneration to increase AOC thermal 

production efficiency and decrease the related 

source emissions

 Awarded a new ESPC for the Library of Congress with 

projected annual energy and water savings of $5 million

 Achieved $6 million in annual energy and water savings 

through existing ESPCs

 Diverted 3,168 tons of building office materials from landfills

 Diverted 6,405 tons of construction and demolitions 

from landfills

 Reduced water usage and improved water metering at 

our facilities

 Reduced fossil fuel consumption by 11 percent through 

cogeneration at the Capitol Power Plant

 Enhanced products and identified new opportunities for 

future projects driven by renewable energy

 Enhanced use of data analytics for performance monitoring 

to ensure the persistence of existing energy conservation 

measures (ECMs) and to identify additional opportunities

 Established the Sustainability Community of Practice 

to provide for direct AOC employee participation and 

communication regarding the AOC’s sustainability program

 Completed draft guidance on the distribution of the 

Recycling Revolving Fund

 Filled positions for an energy engineer and energy program 

manager, a Building Automation Network (BASnet) manager, 

and created a BASnet mechanic position

 Reduced greenhouse gas emissions by 37 percent through 

energy efficiency measures and improved operations

Energy Expenditures and Savings Estimates

The agency’s implementation of multiple ESPCs, a UESC and 

other infrastructure investments have saved the AOC more 

than $145 million in cost avoidance and reduced the agency’s 

long-term energy demand. From FY 2015 to FY 2019, the 

AOC voluntarily continued its partnership with stakeholders 

to manage one of the federal government’s most effective 

energy and sustainability programs. In FY 2019, the most 

impactful energy savings efforts included infrastructure and 

performance improvements. As detailed in Table 17, the 

AOC used approximately $2 million in direct appropriations 

toward efficiency improvements at the Capitol Power Plant and 

performance improvements such as building automation and 

lighting upgrades. The ESPCs implemented at the U.S. Capitol 

Building and the House and Senate office buildings, during 

previous years, are in their performance periods and continue to 

generate savings.

Energy Management and Conservation Projects

The AOC’s principal program areas are (1) reduce resource risks 

through agile fiscal and resource management, (2) transform 

the AOC’s culture, (3) protect and reinvest in the environment 

and (4) minimize the agency’s total life-cycle ownership costs of 

its facilities. 

The AOC promotes energy, water and sustainability initiatives, 

with a focus on performance metrics, metering, commissioning, 

building automation, recycling and integrated design. The 

agency’s FY 2019 targets included: 

 38 percent energy reduction (from FY 2003 baseline) 

 31 percent greenhouse gas reduction 

 24 percent water use reduction (from FY 2008 baseline)

 46 percent diversion of building occupant waste

 90 percent diversion of construction and demolition debris 

 8 percent of waste compostable by the end of FY 2021 

 Enhanced energy and sustainability communications toward 

improved conservation, sustainable practices and health 

and wellness
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 149

Fiscal Year 2019 program highlights include:

 Reduced energy usage intensity (EUI): As seen in Figure 43, the 

AOC reduced energy use by 48 percent in FY 2019, exceeding 

the 38 percent target. Cogeneration at the Capitol Power 

Plant was the primary driver in meeting the FY 2019 energy 

reduction goal. The cogeneration system uses natural gas to 

simultaneously produce electricity and steam. That system 

produces thermal energy at a higher efficiency, increasing 

system reliability and saving taxpayer dollars. Further, the higher 

efficiency helps the AOC to reduce greenhouse gas emissions. 

 Expanded the Building Automation System (BASnet): The 

AOC expanded BASnet in the O’Neill House Office Building, 

Thurgood Marshall Federal Judiciary Building, James 

Madison Memorial Building, Cannon House Office Building 

(Phase 1) and the Fort Meade and Botanic Garden facilities in 

FY 2019.

 Expanded use of data analytics: The AOC con tinued to 

enhance its data enterprise systems and executed contracts 

for performance monitoring system support services. At 

the building level, performance monitoring supports the 

persistence of savings. At the project level, performance

 

 

FIGURE 43 The AOC's Energy Reduction Results FY 2008–FY 2019

TABLE 17 FY 2019 Investments in Energy and Water Management

SOURCES OF INVESTMENT DIRECT APPROPRIATIONS FY 2019 ANNUAL GOAL-SUBJECT ENERGY SAVINGS (MMBTU)

Energy and Sustainability Program 

Expenditures $1,471,000 373,643

ESPC/UESC EXPENDITURES FY 2019 ANNUAL PAYMENTS GUARANTEED ANNUAL COST SAVINGS FINAL PAYMENT

House Office Buildings ESPC $4,200,889 $4,231,848 FY 2027

Senate Office Buildings ESPC $4,192,580 $4,192,680 FY 2027

U.S. Capitol Building ESPC $2,151,395 $2,151,396 FY 2022

CPP Cogeneration UESC $2,905,569 $2,905,568 FY 2037

Library of Congress ESPC $2,763,434 $0 FY 2039

FY 2019 Annual Payment Total $16,213,867 $13,481,492

Note: Table includes corrections for calculation errors, excess project energy and baselining new buildings and the cogeneration site versus source credit. 

Annual consumption and cost figures do not reflect final FY 2019 expenditures.
150 Section IV • Other Information ARCHITECT OF THE CAPITOL

based commissioning ensures that all systems and 

components are designed, installed, tested, operated and 

maintained according to project requirements. 

 Augmented energy staff: The agency updated position 

descriptions and hired an energy engineer, energy program 

manager and BASnet network manager. The AOC also 

created a standardized position description template of a 

jurisdictional electronic industrial controls mechanic that 

now aligns with a newly-created Energy Management 

Control Systems-specific ladder position for an electronic 

integrated systems mechanic.

 Tracked ESPC performance: The agency continued to benefit 

from the improved performance of the existing ESPCs that 

produce $8 million in annual savings.

 Tracked and assessed water use: The AOC focused on water 

consumption and continued efforts to recon cile water usage, 

malfunctioning meters and estimated billing. 

 Reduced waste: The AOC reduced building occupant waste 

by 39.0 percent and diverted construction waste for recycling 

by 94.0 percent. In FY 2019, the AOC continued to maximize 

the agency’s potential toward ecosystem protec tion and 

resource conservation. 

 Executed sustainability scorecards: The AOC used 

sustainability scorecards to support planning, design and 

construction processes.

 Achieved cost savings through demand response plans: The 

AOC earned credits toward utility bills by reducing electricity 

on days of peak electricity grid consumption.

 Supported communication outreach events: The AOC 

established the Sustainability Community of Practice 

to provide for direct AOC employee participation and 

communication regarding the AOC’s sustainability program. 

 Engaged other agencies in the field: The AOC worked with 

external groups, including executive branch agencies, to 

collaborate and identify sustainability best practices. 

Future Priorities to Ensure Compliance 

The AOC will identify life-cycle, cost-effective opportunities, 

depicted in Figure 44, to improve energy and water 

performance, reliability and environ mental conditions in its 

buildings. The cornerstones of the energy and sustainability 

program are: (1) maintain and optimize existing building 

performance through operational improvements and control 

strategies, (2) make incremental improvements through smallscale retrofits and energy-efficient equipment replacements, (3) 

continue long-term and interim building performance metrics 

and track them through advanced metering and data analytics 

and (4) ensure operations and maintenance staff receive 

appropriate training. Additional priorities include workforce 

development, assessments and automated tracking and 

reporting.

The U.S. Botanic Garden’s Bartholdi Park is a showcase of sustainable gardening. Bartholdi Park is a SITES® Gold certified project — the first project in Washington, D.C. to 

receive certification under SITES® version 2.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 151 

 

FIGURE 44 The AOC’s 10-Year Energy Reduction Priorities

Data Tables 

The data tables (Tables 18, 19 and 20) provide a summary of the AOC’s progress in meeting its requirements under the Energy Policy 

Act of 2005 and the Energy Independence and Security Act of 2007. The data presented in these tables include corrections for calculation 

errors, excess project energy and baselining new buildings and the cogeneration site versus source credit. Annual consumption and 

cost figures do not reflect final FY 2019 expenditures.

TABLE 18 EPAct Goal Subject Buildings

 UTILITY TYPE

CONSUMPTION

UNITS

ANNUAL 

CONSUMPTION

ANNUAL COST

($ IN 

THOUSANDS)

UNIT 

COST 

($)

UNIT OF

MEASURE

SITE

DELIVERED 

BBTU

ESTIMATED 

SOURCE 

BBTU

Electric MWH 191,792.8 $20,191.4 $0.11 /KWH 654.4 1,816.5 

Fuel Oil KGal 399.1 $1,487.4 $3.73 /Gallon 55.9 55.9 

Natural Gas KCF 1,369,379.4 $11,308.2 $8.26 /KCF 1,369.4 1,437.8 

Coal Short Ton 176.0 $65.0 $369.32 /Short Ton 4.9 4.9 

Purchased Steam BBTU 22.7 $121.1 $5.33 /MMBTU 22.7 50.5 

Site/Source Credit* BBTU (478.7) /MMBTU 

Excluded Steam BBTU (182.2) ($6,880.0) $37.76 /MMBTU 

Excluded CHW BBTU (47.8) ($875.9) $18.33 /MMBTU 

Excluded Security BBTU (37.6) ($585.1) $15.56 /MMBTU 

PURCHASED RENEWABLE

Electric MWH 26,356.6 $2,774.7 $0.11 /KWH 89.9 0.0

Other BBTU /MMBTU

Totals BBTU 1,451.0 $27,606.8 2,197.2 3,365.7 

FY 2019 Goal Subject Buildings

Gross Square Feet (Thousands) 16,430.0 FY 2019 Goal Subject BuildingsActual KBTU/GSF 87.1 133.4 

Key for Energy Tables:

BBTU Billion British Thermal Units

CHW Chilled Water

GSF Gross Square Feet

KBTU Thousand British Thermal Units

KCF Thousand Cubic Feet

KGal Kilogallons

KWH Kilowatt Hours

MMBTU Metric Million British Thermal Units

MWH Megawatt Hours

Short Ton A unit of weight 

equal to 2,000 pounds

*Site/Source credit accounts for displaced grid electricity per DOE guidance.
152 Section IV • Other Information ARCHITECT OF THE CAPITOL

TABLE 20 Goal Performance

ENERGY MANAGEMENT 

REQUIREMENT

FY 2003

KBTU/GSF FY 2019 KBTU/GSF

PERCENT 

CHANGE

FY 2003–FY 2019 FY 2019 GOAL TARGET

Reduction in Energy Intensity in

Facilities Subject to EPAct Goals 166.930 87.100 -47.8% -38.0%

RENEWABLE ENERGY REQUIREMENT

RENEWABLE ELECTRICITY USE 

(MWH)

TOTAL 

ELECTRICITY 

USE (MWH) PERCENTAGE

Eligible Renewable Electricity Use as a 

Percentage of Total Electricity Use 26,357 258,238 10.2%

WATER INTENSITY REDUCTION GOAL

FY 2007

GALLONS/GSF FY 2019 GALLON/GSF

PERCENT 

CHANGE

FY 2007–FY 2019 FY 2019 GOAL TARGET 

Reduction in Potable Water

Consumption Intensity 28.2 20.7 -26.7% 24.0%

SUSTAINABLE WASTE MANAGEMENT PERFORMANCE METRIC FY2016 GOAL FY2016 ACTUAL FY2019 GOAL FY2019 ACTUAL

Divert Building Occupant Waste Waste Diverted/

Total Occupant Waste 40.0% 44.0% 44.0% 39.0%

Reduce, Reuse and Recycle Construction 

and Demolition Debris

Waste Diverted/

Total Construction Waste 80.0% 90.0% 90.0% 94.0%

Compost Nonconstruction Waste Waste Diverted/

Total Occupant Waste NA NA 6.0% 8.0%

TABLE 19 EPAct Goal Excluded Buildings

 UTILITY TYPE

CONSUMPTION

UNITS

ANNUAL 

CONSUMPTION

ANNUAL COST

($K)

UNIT COST 

($)

UNIT OF

MEASURE

SITEDELIVERED 

BBTU

ESTIMATED 

SOURCE BBTU

Electric MWH 40,088.3 $4,220.4 $0.11 /KWH 136.8 379.7 

Fuel Oil KGal 306.7 $1,142.8 $3.73 /Gallon 42.9 42.9 

Natural Gas KCF 38,366.7 $316.8 $0.01 /KCF 38.4 40.3 

Coal

Purchased Steam

Excluded Steam BBTU 182.2 $6,880.0 $37.76 /MMBTU 

Excluded CHW BBTU 47.8 $875.9 $18.33 /MMBTU 

Excluded Security BBTU 37.6 $585.1 $15.56 /MMBTU 

Purchased Renewable

Electric 

Other 

Totals BBTU 485.7 $14,021.1 218.1 462.9 

FY 2019 Goal Excluded Buildings 

Gross Square Feet (Thousands) 1,083.3 FY 2019 Goal Excluded Buildings Actual KBTU/GSF 201.5 427.7 

COGENERATION OPERATIONAL DAYS SITE VS. SOURCE CREDIT (BBTU) TOTAL MHH PRODUCED

Capitol Power Plant 

Combined Heat and Power 336 478.7 53,809.1 

OTHER ENERGY AND WATER INFORMATION

UTILITY METERING

NUMBER OF BUILDINGS 

METERED METERED AREA (GSF)

PERCENT OF BUILDINGS 

METERED

PERCENT OF ADVANCED 

METERING

Electric 72 17,872,119 100% 91%

Steam 27 19,514,362 99% 99%

Natural Gas 18 1,592,260 100% 0%

Chilled Water 25 16,251,351 99% 99%

Potable Water 29 Buildings

8 Other 17,381,130 

District of Columbia Water 

and Sewer Authority —

 99% metered 68% 

estimated"

65%
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 153

Small Business 

Accomplishments Report

As a best practice, the AOC voluntarily reports the agency’s 

performance against its small business procurement goals. The 

AOC procurement authority is separate from the Competition in 

Contracting Act and other laws affecting the executive branch, 

and the AOC is not authorized by law to use the Small Business 

Act for set-aside programs or subcontracting plans. However, 

the AOC’s procurement authority does provide discretion in 

the level of competition required when using small purchase 

procedures for open market purchases. As a result of this 

discretion, the AOC is interested in directing more business 

opportunities to the small business community and has created 

a small business subcontracting program and a small business 

set-aside program for small purchases of $250,000 or less. 

The AOC works collaboratively with the U.S. Small Business 

Administration to implement and operate small business 

programs at the AOC. 

The AOC established socioeconomic goals through its small 

business programs for prime contract awards to small business, 

small disadvantaged business, women-owned small business, 

veteran-owned small business, service-disabled veteran-owned 

small business, and HUBZone small business concerns. In FY 

2019, as shown in Table 21, a goal of 65 percent of all agency 

contract awards were to go to small businesses. The percentage 

of awards to the various small business categories within this 

goal is also shown. The AOC exceeded the goals for every 

category of small business concerns through increased visibility 

in the small business community, consultations with small 

business concerns seeking information regarding the AOC’s 

procurements, ongoing data collection efforts on the types of 

businesses the AOC uses, and actively seeking small business 

concerns for small purchases.

The AOC’s efforts to support local and small businesses also 

include hosting a Small Business Day at the CVC and recognizing 

the AOC jurisdictions that met or exceeded socioeconomic 

contracting goals through the Architect’s Honor Awards 

Program. In FY 2019, the AOC awarded contracts in excess of 

$34.9 million to small businesses.

TABLE 21 Small Business Program Accomplishments, October 1, 2018 to September 30, 2019

CATEGORY GOAL ACHIEVEMENTS* GOAL MET?

Small Business 65% 80.5% Yes

Small Disadvantaged Business 8% 17.7% Yes

Women-Owned Small Business 11% 16.9% Yes

Veteran-Owned Small Business 4% 6.3% Yes

Service-Disabled Veteran-Owned Small Business 1% 2.7% Yes

HUBZone Small Business 1% 1.8% Yes

*Contract awards may fall under more than one category. 

The AOC’s efforts to support local and small businesses included hosting a Small 

Business Day to provide small businesses with information on contracting with 

the agency.
154 Section IV • Other Information ARCHITECT OF THE CAPITOL

Human Capital Management Report 

The Architect of the Capitol Human Resources Act, 2 U.S.C. §1831 

(HR Act) requires the Architect of the Capitol (AOC) to evaluate 

its personnel management system for compliance with 

the requirements of the HR Act and all other relevant laws, 

rules and regulations. The AOC provides the results of this 

evaluation to the Speaker of the House of Representatives, 

the House Office Building Commission, the Senate Committee 

on Rules and Administration and the Joint Committee on the 

Library on an annual basis. The elements of the AOC’s personnel 

management system include:

 Fair employment system

 Equal employment opportunity/affirmative action programs

 Classification of positions

 Employee training and development

 Performance appraisal system

 Fair and equitable system to address misconduct 

and performance

 Employee assistance program

 Absence and leave

Fair Employment System

The HR Act requires the AOC to have a human resources system that 

ensures the agency appoints, promotes and assigns employees and 

applicants for employment based on merit and fitness after the fair 

and equitable consideration of all applicants and employees through 

open competition. The agency promotes fairness in hiring and 

promotion actions through policies and procedures that ensure 

equal employment opportunity to achieve a diverse workforce, 

with selection and advancement being determined based on 

operational requirements and candidates’ knowledge, skills 

and abilities. The AOC’s Career Staffing Plan policy, AOC Order 

335-1, provides uniformity in conducting and documenting the 

recruitment and hiring process. This policy supports the AOC’s 

mission and functions consistent with best practices in the 

federal government and the private sector. 

Program Highlights:

 Hiring 101 Training. To support its commitment to fairness 

in hiring and promotions, the AOC mandates that all 

supervisors attend training on the agency’s hiring and 

promotions process. The training focuses on the hiring 

officials’ responsibilities in ensuring fair employment and 

promotion practices. This training is offered biennially to all 

AOC supervisors.

 CareerPath Training. The AOC promotes the career 

development of its employees through the CareerPath 

training program. The program provides instruction on 

how to navigate the AOC hiring process, write effective 

resumes and prepare for interviews. The training provides 

transparency about the hiring and selection process and 

assists employees in competing for positions under the AOC 

merit system. This three-part training program is offered 

twice a year to interested employees.

 Integrated Talent Management. Throughout FY 2019, the 

AOC worked with its jurisdictions to identify workforce 

requirements and to develop comprehensive talent 

management plans. These efforts identified priorities for 

short- and long-term workforce needs, training requirements 

and succession planning strategies to mitigate the loss of 

institutional knowledge and expertise due to employee 

separations and retirements.

 Strategic Talent Acquisition. To attract and retain talent, 

the AOC participated in recruitment events targeting 

skilled trades, veterans, university and community college 

populations and professional associations this fiscal year. 

This included a visit to initiate a relationship with the 

American College of Building Arts in Charleston, South 

Carolina to source talent for hard-to-fill jobs such as masons 

and decorative plasterers. The AOC continues to build its 

employer brand through building relationships with other 

organizations and through increasing its presence on social 

media to identify prospective employees.

Section II: Performance Information provides 

additional information on the AOC’s hiring and career 

advancement programs. 

Equal Employment Opportunity/Affirmative 

Action Programs

The HR Act requires the AOC to have an equal employment 

opportunity program that includes an affirmative employment 

program for employees and applicants. The HR Act also requires 

that the AOC have procedures for monitoring progress in 

ensuring a diverse workforce. The AOC’s Diversity, Inclusion and 

Dispute Resolution (DI/DR) office carries out the agency’s 

Equal Employment Opportunity Program, outlined in Policy 

Memorandum 24-3, Workforce Diversity, Inclusion and Equal 

Employment Opportunity. The AOC hires and advances 

individuals based on merit without regard to race, color, sex, 

religion, age, national origin, sexual orientation, gender identity, 

genetic information or disability. The DI/DR office monitors 

employment data to promote affirmative employment, 

assists employees in addressing and resolving concerns and 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 155

upholds the AOC’s commitment to a diverse and respectful 

work environment free of harassment, discrimination and 

retaliation. The DI/DR office also promotes full access and 

integration of qualified individuals with disabilities into the 

workforce through the AOC’s Reasonable Accommodation 

Program. In FY 2019, the AOC elevated the director of DI/DR 

to report directly to the Architect of the Capitol. This emphasizes 

the agency’s focus on ensuring an integrated strategy for a 

healthy workforce culture with clear goals and accountability. 

Program Highlights:

 AOC Chooses Civility Initiative. The civility initiative is the 

cornerstone of the AOC’s diversity and inclusion program 

aimed at promoting the importance of inclusiveness and 

respect in the workplace. The initiative focuses on how 

employees interact with others and delivers civility training 

to senior leaders, supervisors and employees; provides 

civility toolkits to senior leaders; and distributes program 

information to employees and offices across the agency. 

 Prevention of Sexual Harassment Training. The AOC provides 

mandatory online sexual harassment prevention training for 

all employees each year. The course emphasizes the damage 

caused by harassment in the workplace and the roles and 

responsibilities of employees and managers in reporting and 

responding to allegations of sexual harassment and the role 

of bystander intervention.

 Conciliation Program. The AOC Conciliation Program 

enables the investigation of allegations of discrimination and 

addresses potential violations of other employee safeguards 

involving family and medical leave, veteran and servicerelated employment rights, wage concerns and retaliation. 

The program offers confidential counseling and assistance 

to employees who are experiencing any type of workplace 

conflict or who are engaged in employment-related disputes.

 Affirmative Employment Program. The AOC began efforts to 

update its affirmative employment program in FY 2019. The 

update includes statistical analysis of female and minority 

employment utilization levels and hiring, promotion and 

termination patterns. The update also includes equity 

analyses of employee awards. These analyses will identify 

target areas for further investigation of current employment 

practices and extended outreach and recruitment efforts 

involving women and minorities. The AOC expects to 

complete the update in FY 2020.

Classification of Positions

The HR Act requires the AOC to have a system for the classification of 

positions that considers the difficulty, responsibility and qualification 

requirements of the work performed, and which conforms to 

the principle of equal pay for substantially equal work. The AOC 

classification system fosters internal equity for employees 

with comparable qualifications and responsibilities for their 

respective occupations. The AOC uses federal guidelines for 

the classification of General Schedule (GS) and wage grade 

positions and to determine duties, responsibilities, qualification 

requirements, position titles, series and grade levels.10 The AOC 

pays prevailing rates to employees in recognized trades or in 

unskilled or skilled manual labor occupations, as well as work 

leaders or supervisors. The AOC also has exempt personnel 

positions that are senior rated (SR). Employees in these positions 

serve at the pleasure of the Architect of the Capitol. The 

classification program also seeks equity with similar positions 

in the external nonfederal sector. AOC Order 532, Pay Under the 

Architect’s Wage System, provides agency policy on positions 

classifications and employee compensation determinations. 

Section I: Management’s Discussion and Analysis depicts the AOC’s 

organizational structure as well as the number of positions in 

each jurisdiction. 

Program Highlight: 

 Positions Classification Study. The classification program 

at the AOC tracks and prioritizes occupations for review 

and update by conducting trades studies in collaboration 

with the jurisdictions. During FY 2019, the AOC conducted 

classification studies for materials handlers, tools and 

parts attendants, accounting technicians and financial 

management specialists. The AOC reviewed 347 position 

descriptions for SR, supervisory, nonsupervisory, career 

ladder and single-grade GS, wage grade, summer intern and 

the Architect’s Mobility Program (AMP) positions. 

Employee Training and Development

The HR Act requires the AOC to have a program for the training 

of AOC employees that has among its goals improved employee 

performance and opportunities for employee advancement. 

The AOC’s training and development program provides training 

to employees to develop desired behaviors, job-related 

knowledge, skills and abilities and familiarity with industry 

standards. Employees receive training and development in 

accordance with their position duties, resulting in stronger 

technical competency and desired workplace behaviors. AOC 

Order 410-1, Training and Employee Development, provides 

agency policy for the training and development of employees.

10 Title 5 U.S.C. §5349 requires that rates for employees of the AOC be fixed and 

adjusted consistent with the public interest and in accordance with prevailing 

rates. U.S. Office of Personnel Management (OPM) Position Classification 

Standards provide information on the occupational series, title, grade and pay 

system for positions performing white collar work in the federal government.
156 Section IV • Other Information ARCHITECT OF THE CAPITOL

Program Highlights:

 Employee Performance Training. In FY 2019, the AOC 

provided 150 different training courses and 494 training 

sessions focused on safety and specific trade or skill needs. 

In addition to the mandatory courses such as Federal 

Occupational Health classes, the AOC also offered specialized 

courses tailored to its unique mission. Table 22 summarizes 

the most regularly completed agency-sponsored training 

initiatives for FY 2019. In addition, 2,055 agency employees 

completed Federal Occupational Health courses covering 

55 topics.

 Employee Advancement Training. The AOC supports 

employee advancement through programs such as 

CareerPath Training (discussed above under the Fair 

Employment System) and the AMP. This program offers 

career opportunities for high-potential employees who 

occupy career-limiting positions and lack qualifying 

experience to enter other fields within the AOC. 

Competitively selected employees receive special trainee 

positions to prepare them for skilled trades such as 

carpentry, masonry and electrical. In FY 2019, 16 employees 

actively participated in the AMP and eight employees 

graduated from the program.

 AOC Leads Pilot Program. In January 2019, the AOC launched 

a two-day pilot program for the AOC Leads Academy for 

team leaders and work leads. The program develops leaders 

within teams to serve as liaisons between supervisors 

and employees. The program complements the existing 

AOC Supervisory Academy’s principles and leadership 

approaches. The pilot program included two sessions of 25 

participants each. The AOC will continue to offer the program 

to all team leaders and work leads.

 Learning Management System. The AOC further developed 

its learning management system to improve the ability to 

provide and manage training. The system includes tracking 

functionality, an online learning portal and an integrated 

reporting component. As of FY 2019, the system allows 

employees to self-register for courses, cancel courses and 

produce training history reports. The system also provides 

reports and notifications to training coordinators. Future 

functionality will allow employees and supervisors to view job 

series training and licensure requirements. The system will also 

enable notification reminders for training deadlines. The AOC 

projects full implementation of the system in FY 2021.

Section II: Performance Information includes an in-depth 

discussion of the AOC’s key performance indicators (KPIs) 

pertaining to employee and supervisory training. 

Performance Appraisal System

The HR Act requires the AOC to have a formal performance 

appraisal system that will permit the accurate evaluation of job 

performance based on objective criteria for all AOC employees. 

The AOC’s Performance Communication and Evaluation System 

(PCES) is based on the U.S. Office of Personnel Management’s 

(OPM’s) Performance Management System but tailored to the 

AOC’s unique mission. The PCES links individual work elements 

to the AOC’s Strategic Plan, strengthens communication 

between supervisors and employees, improves individual and 

organizational performance, provides recognition and rewards, 

and addresses unmet elements. AOC Order 430-1, Performance, 

Communication and Evaluation System, provides the agency’s 

performance management system policy. AOC Order 430-2, 

TABLE 22 Most Completed Agency-Sponsored 

Training in FY 2019

COURSE DESCRIPTION COMPLETIONS SESSIONS

Computer Security Awareness 2,619 1

Standards of Conduct 2,509 1

Fraud Awareness 2,129 1

Annual Ethics 1,182 1

Mandatory Drug Free Workplace 

Employee Education 352 11

Hazardous Waste 311 1

Security of Controlled Unclassified 

Information Training and Awareness 248 21

Ethics for New Employees 188 1

Planning for Retirement (Federal 

Employees Retirement System) 130 6

Personally Identifiable Information 

Handler’s Training 90 1

Sato E2 Solutions Travel System: 

Traveler and Arranger Basic 83 7

Fall Protection Authorized 

Person Review 79 4

Office Emergency Coordinator 78 5

Fall Protection Authorized 

Person Initial 73 5
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 157

Performance Management for Exempt Personnel, provides 

the performance review policy for exempt personnel (i.e., SR 

personnel). Section II: Performance Information provides more 

information on the AOC’s performance management system.

Program Highlight: 

 Performance Management Program. The AOC convened an 

agencywide working group to develop enhancements for 

the performance management program. The enhancements 

will increase accountability, fairness and communication 

between supervisors and employees and reduce the 

administrative burden in the performance appraisal process. 

Specific enhancements include changes to the midyear 

review process with a focus on regular performance 

discussions between supervisors and employees, 

restructuring the performance rating system from three to 

five tiers, updating performance evaluation documents to 

improve user-friendliness and identifying an automated 

performance management system. The AOC expects to 

implement the new performance management program in 

FY 2020.

Fair and Equitable System to Address Misconduct 

and Performance

The HR Act requires the AOC to have a fair and equitable system 

in place to address unacceptable conduct and performance by 

AOC employees, including a general statement of violations, 

sanctions and procedures, and a formal grievance system. The 

AOC has a progressive discipline policy that aligns with OPM’s 

Managing Federal Employees’ Performance Issues or Misconduct 

reference materials but is tailored to the AOC’s unique mission. 

AOC Order 752-1, Discipline, and applicable collective bargaining 

agreements (CBAs) specify uniform procedures for disciplinary 

actions designed to address and correct inappropriate conduct 

of employees.11 AOC Order 430-1, Performance, Communication 

and Evaluation System, provides the AOC’s policy to address 

unacceptable performance. Like the discipline policy, applicable 

CBAs include the AOC’s policy for unacceptable performance. All 

AOC employees have access to both policies. 

AOC Order 752-1, Discipline, provides a table of typical penalties 

for infractions. A formal grievance procedure is available to all 

AOC employees. If a union represents an employee, then the 

AOC affords the employee formal grievance procedures under 

the appropriate CBA. Otherwise, the AOC affords the employee 

the formal grievance procedures under AOC Order 771-1, 

Grievances. 

11 The AOC’s current CBAs include: American Federation of State, County and 

Municipal Employees (AFSCME) Council 20, Local 626; AFSCME Council 20, 

Local 658; International Brotherhood of Electrical Workers (IBEW), Local 121; 

Sheet Metal, Air, Rail and Transportation (SMART) Workers, Local 100; United 

Association of Journeymen and Apprentices of the Plumbing and Pipefitting 

Industry of the United States and Canada (“Plumbers”), Local 5.

The AOC evaluates each instance of misconduct against the 

“Douglas Factors,” established criteria espoused by OPM 

to ensure that agencies impose an appropriate penalty for 

employee misconduct. The AOC also reviews comparable 

disciplinary cases to ensure consistency. Likewise, the AOC is 

consistent in how it handles performance deficiencies. Regular 

reporting to the Architect of the Capitol and Chief Operating 

Officer ensures further consistency. Appropriate coaching 

and accountability are important principles in addressing 

misconduct and performance issues. 

Program Highlight: 

 Fair and Equitable System to Address Misconduct and 

Performance. The AOC procured a new employee and labor 

relations database that will improve lifecycle management of 

discipline cases and related documentation and information. 

The cloud-based, FedRAMP certified database will assist 

the AOC in standardizing discipline agencywide. It provides 

an electronic platform to securely manage personally 

identifiable information, track discipline cases, identify and 

report trends and case outcomes. The database enhances 

transparency, provides real-time information and eliminates 

the manual and labor-intensive process that occurs in 

managing casework.  

Employee Assistance Program

The HR Act requires the AOC to provide services dealing with 

mental health, alcohol abuse, drug abuse and other employee 

problems, while ensuring employee confidentiality. AOC 

Order 792-1, Employee Assistance Program (EAP), defines the 

agency’s program to meet this requirement. The program 

helps employees define the problem, develop a plan of 

action, develop new or strengthen existing skills and identify 

resources for problem resolution. Program services include 

initial assessment, short-term problem resolution, consultation, 

referral to community services and follow-up services. 

Participation in the EAP is voluntary and the AOC provides 

the program to employees and their immediate families free 

of charge (although employees are responsible for outside 

services). The AOC maintains confidentiality for employee 

participants and does not share employee personal information 

without a signed release. 

The EAP seeks to address the whole person as AOC recognizes 

that employee wellness fosters a safe and healthy work 

environment. The AOC’s low injuries and illnesses rate reflects 

this as shown in Section II: Performance Information.
158 Section IV • Other Information ARCHITECT OF THE CAPITOL

Program Highlight:

 Employee Assistance Program. The AOC held three seminars 

during FY 2019 in support of the agency’s whole person 

training initiative. These included topics such as “Know the 

Signs: Early Detection Matters,” “Healthy Living for your Brain 

and Body: 10 Ways to Love Your Brain” and “Prescription 

Opioids: A Community Conversation Addressing the Growing 

Health Crisis.” The AOC will continue to hold employee health 

and wellness seminars regularly.

Absence and Leave

The HR Act requires the AOC to have a formal policy statement 

regarding the use and accrual of sick and annual leave that 

the agency shall provide to all employees. The AOC provides 

comprehensive leave programs to maintain a productive 

workforce and help employees meet their personal and family 

needs. The agency has included its formal statement regarding 

the use and accrual of sick and annual leave in AOC Order 630-1, 

Absence and Leave, AOC Order 630-2, Family and Medical Leave 

and AOC Order 610-1, Alternative Work Schedules. The policies 

cover the use and accrual of sick and annual leave, advanced 

annual and sick leave, compensatory time, leave without pay 

and other forms of leave, as well as provide the procedures 

to ensure the uniform and consistent administration of leave 

programs. The AOC’s policies comply with federal regulations 

and the Office of Congressional Workplace Rights’ regulations 

on the Family and Medical Leave Act. AOC employees receive 

these policies during onboarding and have access to the policies 

on the AOC intranet. Additionally, the AOC provides employees 

with the policies through policy memorandums, the employee 

guide and an extended absences brochure.  

Program Highlights:

 Family and Medical Leave Act (FMLA). The AOC implemented 

administrative improvements to the FMLA program this 

fiscal year. The agency revised its policies for maternity and 

paternity leave. The AOC also appointed a point of contact to 

provide guidance and ensure that the AOC administers the 

FMLA consistently for birth, adoption and foster care options.

 Leave and Workplace Brochure. The AOC began work on 

a brochure entitled, Leave and Workplace Flexibilities for 

Childbirth, Adoption and Foster Care. The brochure will 

provide information on extended leave options, pregnancy 

accommodations and nursing. The AOC will publish 

the brochure on the AOC’s intranet and distribute it to 

all employees. 

Oversight and Evaluation

The HR Act requires the AOC to develop a system of oversight 

and evaluation to ensure that the agency’s personnel 

management system achieves the requirements of the HR Act 

and complies with all other relevant laws, rules and regulations. 

The AOC has developed the following system of oversight and 

evaluation to meet these requirements:

 Chief Human Capital Officer. The chief human capital 

officer has oversight responsibility for the agency’s human 

capital programs, including: talent acquisition, position 

classifications, employee training and development, 

performance appraisal system, fair and equitable system to 

address misconduct and performance, employee assistance 

and absence and leave. 

 Director of Diversity, Inclusion and Dispute Resolution. The 

director of DI/DR has oversight responsibility for the AOC’s 

equal employment opportunity, affirmative employment, 

reasonable accommodation, diversity and inclusion and 

dispute resolution programs.

 Office of Inspector General (OIG). The OIG provides 

independent oversight of the AOC by auditing and 

evaluating various human capital programs. This fiscal year, 

the OIG audit identified recommendations for improving 

the administration of the AOC’s workers’ compensation 

program. The AOC addressed these findings by adopting 

policy changes and implementing a case tracking system 

that centralizes workers’ compensation data and 

case management.

 Affirmative Employment Program (AEP) Report. The 

AEP Report provides statistics on the diversity of the AOC’s 

workforce. These statistics measure the effectiveness 

of initiatives to ensure a diverse workforce. The 

AEP Report includes workforce data by jurisdiction and 

job group, personnel activity and compensation level. 

Affirmative employment data for FY 2016-FY 2018 will be 

available in FY 2020.   

 Annual Review of Policies. AOC Order 4-1, Issuing Policy 

and Procedural Guidance, requires regular review of agency 

policies. The AOC reviews its human resources policies 

annually to ensure that the policies are compliant with 

federal statute and continue to meet evolving agency needs. 

In addition, the AOC began a comprehensive update of all 

human resource policies in FY 2019 and expects to complete 

this update in FY 2020.

See the Infographic Human Capital By the Numbers for a 

snapshot of the AOC’s workforce profile and related human 

capital statistics.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Other Information • Section IV 159

 

 

 

 

 

 

 

 

INFOGRAPHIC Human Capital By the Numbers
The AOC works around the clock, 365 days-a-year, to maintain 

the iconic buildings and grounds under its stewardship.
Appendix A

Architects of the Capitol

The position of the Architect of the Capitol has a legacy and 

ancestry rooted in the very beginnings of Washington, D.C. 

when President George Washington selected Dr. William 

Thornton’s design for the U.S. Capitol Building. Dr. Thornton is 

honored as the first of 11 individuals who have held the title. 

Each person, along with their dates of service and hyperlinks 

to their biography, is listed in Table 22. The first official use of 

the title “Architect of the Capitol,” was in March 30, 1867, when 

legislation changed Edward Clark’s title from “Architect of the 

Capitol Extension” to “Architect of the Capitol.” The title was 

dropped following Clark’s death in 1902 and Elliot Woods was 

appointed as the “Superintendent of the Capitol Buildings and 

Grounds.” In 1921, however, the title “Architect of the Capitol” 

was awarded to Woods for meritorious service. Following 

Woods, “Architect of the Capitol” has remained the official 

title of both the person and the agency. Today, a bicameral, 

bipartisan congressional commission recommends candidates 

for the Architect of the Capitol to the president. From these 

candidates, the position is appointed by the president for a 10-

year term subject to Senate confirmation.

Appendices

2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 161

TABLE 22 Architects of the Capitol

NAME DATES OF SERVICE BIOGRAPHY

Dr. William Thornton 1793 www.aoc.gov/architect-of-the-capitol/dr-william-thornton

Benjamin Henry Latrobe 1803–1811

1815–1817 www.aoc.gov/architect-of-the-capitol/benjamin-henry-latrobe

Charles Bulfinch 1818–1829 www.aoc.gov/architect-of-the-capitol/charles-bulfinch

Thomas Ustick Walter 1851–1865 www.aoc.gov/architect-of-the-capitol/thomas-ustick-walter

Edward Clark 1865–1902 www.aoc.gov/architect-of-the-capitol/edward-clark

Elliott Woods 1902–1923 www.aoc.gov/architect-of-the-capitol/elliott-woods

David Lynn 1923–1954 www.aoc.gov/architect-of-the-capitol/david-lynn

J. George Stewart 1954–1970 www.aoc.gov/architect-of-the-capitol/j-george-stewart

George M. White, FAIA 1971–1995 www.aoc.gov/architect-of-the-capitol/george-m-white-faia

Alan M. Hantman, FAIA 1997–2007 www.aoc.gov/architect-of-the-capitol/alan-m-hantman-faia

Stephen T. Ayers, FAIA, CCM, LEED AP 2010–2018 www.aoc.gov/architect-of-the-capitol/stephen-t-ayers-faia-ccm-leed-ap
162 Appendices ARCHITECT OF THE CAPITOL

Appendix B

Major Facilities Under the AOC’s Care

The AOC is the builder and steward of the landmark buildings and grounds of Capitol Hill. This responsibility encompasses many 

of the nation’s most iconic buildings of the federal legislative and judicial branches. Table 23 lists the major facilities under the 

AOC’s stewardship.

FACILITY LOCATION

YEAR BUILT OR ACQUIRED

(IF PROPERTY ACQUIRED AFTER THE YEAR BUILT, THE AOC’S 

ACQUISITION DATE APPEARS IN PARENTHESES)

ASSIGNED (A) 

OR LEASED (L)

Capitol Building 

U.S. Capitol Building Washington, D.C. Construction started in 1793, various other dates for 

multiple expansions A

Capital Construction and Operations

Construction Division Shops Washington, D.C. 1982 A

Construction Division Warehouse Landover, MD 2016 L

Capitol Grounds and Arboretum

Summerhouse Washington, D.C. 1880 A

Capitol Square Washington, D.C. 1894 A

Union Square Washington, D.C. Transferred 2011 A

Capitol Police Buildings, Grounds and Security

Eney, Chestnut, Gibson Memorial Building

(U.S. Capitol Police Headquarters) Washington, D.C. 1930 (Transferred 1986) A

Vehicle Maintenance Facility Washington, D.C. 1930 A

Courier Acceptance Facility Washington, D.C. 1980 A

Canine Facility Washington, D.C. 1996 (Transferred 2004) A

Fairchild Building Washington, D.C. 2004 A/L

Interim Off-Site Delivery Washington, D.C. 2006 A

Government Publishing Office Washington, D.C. 2005 L

Verizon Building Washington, D.C. 2011 L

Capitol Power Plant 

Generator Building Washington, D.C. 1909 A

Main Boiler Plant Washington, D.C. 1909 A

Cogeneration Building 

(formerly East Refrigeration Plant) Washington, D.C. 1937 A

Administration Building Washington, D.C. 1978 A

West Refrigeration Plant Washington, D.C. 1978 and various other dates for later expansions A

Utility Tunnels Washington, D.C. Various dates A

Coal Yard Facilities Washington, D.C. Various dates A

House Office Buildings

Cannon House Office Building Washington, D.C. 1908 A

Longworth House Office Building Washington, D.C. 1933 A

Rayburn House Office Building Washington, D.C. 1965 A

East and West House Underground Garages Washington, D.C. 1968 A

Ford House Office Building Washington, D.C. 1939 (Transferred 1974) A

House Page Dormitory Washington, D.C. 1940 (Transferred 1986) A

O’Neill House Office Building Washington, D.C. 1963 (Transferred 2017) A

TABLE 23 Major AOC Facilities
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 163

FACILITY LOCATION

YEAR BUILT OR ACQUIRED

(IF PROPERTY ACQUIRED AFTER THE YEAR BUILT, THE AOC’S 

ACQUISITION DATE APPEARS IN PARENTHESES)

ASSIGNED (A) 

OR LEASED (L)

Library Buildings and Grounds

Thomas Jefferson Building Washington, D.C. 1897 (Transferred 1922) A

John Adams Building Washington, D.C. 1938 A

James Madison Memorial Building Washington, D.C. 1980 A

Special Services Facilities Center Washington, D.C. 1990 (Transferred 1991) A

Congressional Campus, which includes:

Fort Meade Warehouse Buildings Columbia, MD 1942 (Transferred 1993) A

Fort Meade Collection Storage Modules Columbia, MD

Module 1: 2002 

Module 2: 2005 

Modules 3 and 4: 2009 

Module 5: 2017

A

Packard Campus for Audio-Visual Conservation Culpeper, VA 2007 A

Senate Office Buildings

Russell Senate Office Building Washington, D.C. 1909 A

Senate Underground Garage Washington, D.C. 1932 A

Dirksen Senate Office Building Washington, D.C. 1958 A

Robert A. Taft Memorial and Carillon Washington, D.C. 1959 A

Hart Senate Office Building Washington, D.C. 1982 A

Daniel Webster Page Dormitory Washington, D.C. 1930 (Transferred 1993) A

Senate Employees’ Child Care Center Washington, D.C. 1998 A

Senate Mail Handling Facility Landover, MD 2008 A

107 D Street NE Washington, D.C. 1885 A

Senate Storage Building Washington, D.C. 1993 A

Senate Sergeant At Arms (SSAA)/Secretary of the 

Senate Warehouse Facility Landover, MD 2005 L

SSAA Printing, Graphics & Direct Mail Facility Landover, MD 2011 L

SSAA Office Support (Postal Square) Washington, D.C. 1992 L

GPO - SSAA Cabinet Washington, D.C. 2012 L

GPO - Senate Furniture/Refinishing Washington, D.C. 2007 L

Supreme Court Building and Grounds

U.S. Supreme Court Building Washington, D.C. 1935 A

Thurgood Marshall Federal Judiciary Building Washington, D.C. 1992 A

U.S. Botanic Garden 

Administration Building Washington, D.C. 1931 A

Bartholdi Park and Fountain Washington, D.C. 1932 A

Conservatory Washington, D.C. 1933 A

Production Facility Greenhouse, Headhouse Washington, D.C. 1993 A

Storage Facility Washington, D.C. 2017 A

U.S. Capitol Visitor Center

U.S. Capitol Visitor Center Washington, D.C. 2008 A
164 Appendices ARCHITECT OF THE CAPITOL

Appendix C

The AOC Jurisdictions’ Key Accomplishments and Priorities 

The AOC is part of the U.S. government’s legislative branch and is organized by multiple jurisdictions. Each jurisdiction receives 

its own appropriation has distinct responsibilities for the maintenance, operation, development and preservation of a designated 

area of the Capitol campus. In addition, the AOC receives appropriated funds for Capital Construction and Operations to provide 

agencywide, shared program management and administrative support. Table 24 identifies the AOC jurisdictions. This appendix 

highlights their accomplishments and priorities in support of the AOC’s mission and supplements the information provided in 

Section I: Management’s Discussion and Analysis. 

TABLE 24 The AOC Jurisdictions

Capitol Building: Responsible for the maintenance, care and stewardship of the U.S. Capitol, an iconic and historically significant building and the centerpiece of 

Capitol Hill, and for the care and maintenance of the Capitol Visitor Center.

Capitol Grounds and Arboretum: Responsible for preserving and maintaining 295 acres of historic landscape and grounds infrastructure across Capitol Hill.

Capitol Police Buildings, Grounds and Security: Responsible for the AOC security operations and the maintenance, care and operations of the U.S. Capitol Police 

buildings and grounds.

Capitol Power Plant: Responsible for providing centralized utility services for Capitol Hill and maintaining and operating the Capitol Power Plant, which provides 

steam and chilled water to heat and cool the U.S. Capitol and 22 other facilities.

House Office Buildings: Responsible for the support and maintenance of the facilities supporting the office and committee space for the members of the U.S. House 

of Representatives and their staff.

Library Buildings and Grounds: Responsible for the life-cycle maintenance, operations and care of the Library of Congress’ facilities and grounds.

Senate Office Buildings: Responsible for the support and maintenance of the facilities supporting the office and committee space for United States senators and 

their staff.

Supreme Court Building and Grounds: Responsible for the operations and maintenance of the U.S. Supreme Court Building and the Thurgood Marshall Federal 

Judiciary Building.

U.S. Botanic Garden: Responsible for the maintenance, operation and care for the U.S. Botanic Garden Conservatory, support facilities, the National Garden, Bartholdi 

Park and USBG’s heritage assets and other plant collections.

U.S. Capitol Visitor Center: Responsible for visitor services and general operations at the Capitol Visitor Center — including informational exhibits, a restaurant, two 

orientation theaters, a large auditorium and two gift shops.

Capital Construction and Operations: Responsible for providing direct support to the agency — including campuswide architectural and engineering design, 

construction management, planning and development, safety monitoring, emergency operations, historic preservation, energy and water conservation, and other 

critical business services (including finance, human resources, information technology, legal and procurement).
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 165

Key Accomplishments in FY 2019

In addition to coordinating congressional 

office moves for the 116th Congress and 

preserving the exterior stone on the U.S. 

Capitol’s House Extension (discussed in the 

MD&A), the jurisdiction:

Began Copper Roof Replacement: The 

jurisdiction began to systematically replace 

the flat seam copper roof protecting the 

original center section of the U.S. Capitol. 

Exposure to the elements and wear during 

the U.S. Capitol Dome restoration (2013–

2016) accelerated its deterioration. 

Completed Brumidi Stanchion Project: 

The jurisdiction designed and developed 

a new stanchion system that protects the 

Capitol’s Brumidi Corridors from damage. 

The stanchion base used custom cut and 

polished Tennessee marble — the same 

stone used throughout the U.S. Capitol. 

Installed New Senate Chamber Lighting:

The jurisdiction installed a dimmable, 

energy efficient LED lighting system in 

the Capitol’s Senate Chamber. This new 

system, which replaced much of the existing 

lighting from 1949, reduces glare issues and 

decreases energy consumption.

What’s Next? FY 2020 Priorities 

Continue Sprinkler Installation: The 

jurisdiction will continue to add additional 

fire sprinklers throughout the basement and 

at the attic level of the U.S. Capitol. 

Improve Sustainability Efforts: The 

jurisdiction will refocus programs to improve 

the recycling diversion rate and implement 

recommendations identified in a recent 

waste audit.

Key Accomplishments in FY 2019

In addition to implementing a campus turf 

management program and completing the 

stonework restoration and lamp installation 

at the Ulysses S. Grant Memorial (discussed 

in the MD&A), the jurisdiction:

Implemented an Arboretum Management 

Plan: With the U.S. Capitol Grounds recognized 

as a nationally accredited arboretum in 2017, 

the jurisdiction developed an Arboretum 

Management Plan to protect its urban canopy 

and historic landscape during construction 

projects and special events.

Started Barrier Remediation: The first 

phase of this project addressed multiple 

Americans with Disabilities (ADA) access 

barriers on the Capitol Square pavements, 

thus mitigating Office of Congressional 

Workplace Rights findings. The total 

$3 million project will be funded and 

performed incrementally.

Coordinated Special Events: The 

jurisdiction supported numerous nationally 

recognized public events on the U.S. 

Capitol’s West Front, in coordination with 

the National Park Service and other entities. 

The jurisdiction also acquired the Capitol 

Christmas Tree from the state of Oregon and 

installed it on the U.S. Capitol Grounds.

What’s Next? FY 2020 Priorities 

Create Grounds Management Program:

In FY 2020, the jurisdiction will build an 

industry leading program to preserve the 

Capitol campus’ historic landscapes. 

Complete Infrastructure Study: The 

jurisdiction will finalize an infrastructure 

study for Capitol Square that identifies the 

location of underground utilities.

Key Accomplishments in FY 2019

In addition to overseeing AOC’s security 

operations and supporting special events on 

the Capitol campus (discussed in the MD&A), 

the jurisdiction:

Restored Security Bollards: The 

jurisdiction completed the restoration of 

1,200 perimeter security bollards. Each 

bollard was cleaned, prepped and restored 

to the original hunter green finish after 

significant deterioration from the elements. 

The bollards ensure continued safety and 

security of the Capitol campus.

Completed Master Security Perimeter 

Plan: The jurisdiction published a critical 

security plan that aids the AOC in preparing for 

future security needs on the Capitol campus. 

The development process for the plan included 

key stakeholders, resulting in a comprehensive 

approach to campuswide security.

Cleaned and Remediated Auxiliary 

Space: The jurisdiction initiated a program 

to address lead dust concerns in leased 

space at the Government Publishing Office. 

The initiative included removing leadcontaining dust from warehouse space, 

office areas, equipment and ductwork 

systems and remediating lead paint. A 

permanent wall was constructed to reduce 

dust accumulation and separate the spaces 

from vehicle emissions. 

What’s Next? FY 2020 Priorities

Continued Barrier Upgrades: The 

jurisdiction will continue to repair and replace 

security kiosks and barriers across the Capitol 

campus. Many of these structures have 

been in service since their initial installation 

following September 11, 2001.

CAPITOL BUILDING C APITO L G R O U N DS 

AND ARBORETUM

C APITO L P O LI C E 

BU I LD I N G S, G R O U N DS 

AND SECURITY
166 Appendices ARCHITECT OF THE CAPITOL

Key Accomplishments in FY 2019

In addition to completing several 

industrial projects related to cogeneration 

operations and piloting a new iPhone app 

to improve safety (discussed in the MD&A), 

the jurisdiction:

Executed Utility Easement Agreements:

The jurisdiction worked across the AOC to 

execute two utility easement agreements 

with CSX Corporation and Pepco Holdings 

related to utility service lines.

Improved Electrical Switching: The 

jurisdiction installed a new remote safety 

system to reduce hazards associated with 

electrical switching of high-voltage breakers. 

The system allows electricians to perform 

procedures away from the switchgear and 

outside of shock hazard zones.

Developed Memorandum of Agreement:

The jurisdiction worked with the Office 

of General Counsel to develop a draft 

interagency memorandum of agreement 

with respect to utility services provided to 

the U.S. Government Publishing Office.

What’s Next? FY 2020 Priorities

Continue Infrastructure Improvements: 

Over the next year, the jurisdiction 

will continue the Refrigeration Plant 

Revitalization project, complete the 

stormwater improvement project and 

perform service delivery upgrades. 

Develop Utility Master Plan: In FY 

2020, the jurisdiction will develop a 

comprehensive utility master plan for the 

Capitol campus. The plan will assess the 

condition of utility equipment and provide a 

road map for future energy needs.

Key Accomplishments in FY 2019

In addition to opening the Phase 1 wing 

and starting Phase 2 of the Cannon Renewal 

Project, finishing the East Wing of the 

House of Representatives Child Care Center 

and managing the congressional election 

year moves (discussed in the MD&A), 

the jurisdiction:

Launched Sustainable Cleaning 

Program: The jurisdiction implemented 

the first phase of a new vendor-managed 

inventory system with the purchase and 

installation of 25 chemical dispensing 

machines for sustainable cleaning products.

Continued Rayburn Garage Interior 

Rehabilitation: The jurisdiction completed 

Phase 2 of the garage rehabilitation project. 

This phase included replacing concrete slabs, 

expansion joints and column and beam 

encasements, patching ceiling spalls and 

repainting and restriping parking spaces.

Continued Building Systems Upgrades:

The jurisdiction upgraded lighting and 

lighting controls to include installation 

of occupancy sensors and LED bulbs and 

fixtures. Retro-commissioning efforts HVAC 

systems identified inefficiencies and inspired 

programming sequence changes to improve 

system efficiency and reduce electrical usage. 

What’s Next? FY 2020 Priorities 

Continue Major Renewal and 

Rehabilitation Projects: In FY 2020, 

the jurisdiction will continue Phase 2 of 

the Cannon Renewal Project, complete 

construction work on the West Wing of the 

House of Representatives Child Care Center 

and near completion of Phase 3 of the 

Rayburn Garage Interior Rehabilitation.

Key Accomplishments in FY 2019

In addition to completing the Thomas 

Jefferson Building West Pavilion Roof 

(discussed in the MD&A), the jurisdiction:

Repaired Main Reading Room Wood 

Carvings: The jurisdiction’s carpentry shop, 

using casting techniques developed by 

other AOC offices, skillfully fabricated cast 

resin pieces to repair delicate wood carving 

details in the Jefferson Building’s Main 

Reading Room. 

Secured Law Library Storage Facility: The 

AOC executed the build-out of a climatecontrolled environment for high-value 

collections, which included enhanced security 

with new mechanical systems to control and 

monitor the environment within the space. The 

facility includes a clean agent fire suppression 

system to reduce the chances of a sprinkler 

activation should a fire event occur. 

Renovated Former Page School: As part 

of the completed West Main Pavilion roof 

project, the jurisdiction renovated 8,400 

square feet of vacant space in the attic 

of the Jefferson Building that formerly 

accommodated the House Page School. 

The space sustained considerable water 

damage from roof leaks and, following the 

renovation, now hosts the offices of the 

House historian and curator. 

What’s Next? FY 2020 Priorities

Implement Energy Savings 

Improvements: The jurisdiction will 

begin implementing the ESPC in the first 

quarter of FY 2020. The contract allows the 

AOC to install energy efficient and water 

conservation improvements with minimum 

upfront cost.

CAPITOL POWER PLANT HOUSE OFFICE BUILDINGS LI B R ARY BU I LD I N G S 

AND GROUNDS
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 167

Key Accomplishments in FY 2019

In addition to completing the north side 

repairs to the Russell Senate Office Building’s 

exterior envelope and managing the Senate 

election year office moves (discussed in the 

MD&A), the jurisdiction:

Upgraded Infrastructure and Lighting: 

The jurisdiction upgraded electrical 

infrastructure and installed new LED lights in 

various office suites in the Russell Building. 

The new lighting is more energy efficient, 

offers a higher quality of light and better 

complements the building’s historic interiors.

Completed Window Replacements: 

The jurisdiction replaced windows at the 

Senate Employees’ Child Care Center and the 

Daniel Webster Page Dormitory, ensuring a 

watertight envelope for both structures.

Performed Modular Furniture Upgrades: 

The jurisdiction completed the first phase 

of the Hart Senate Office Building modular 

furniture program, which is designed to 

upgrade office furniture in the Hart Building 

while reducing government costs.

What’s Next? FY 2020 Priorities

Renovate Committee Hearing Room: The 

jurisdiction will make extensive renovations to 

the hearing room for the Senate Committee 

on Commerce, Science and Technology in the 

Russell Building. The project will serve as a 

pilot for future renovation efforts.

Execute Major Construction Projects: 

The jurisdiction will continue work 

on several projects, including the 

Russell Exterior Envelope Project and 

the Senate Underground Garage and 

Landscape Restoration. 

Key Accomplishments in FY 2019

In addition to the Thurgood Marshall Federal 

Judiciary Building exterior façade restoration 

(discussed in the MD&A), the jurisdiction:

Completed Garage Renovation: In 

June 2019, the jurisdiction completed 

the Marshall Building parking garage 

renovation that addressed water intrusion 

and safety matters. A new fire protection 

system enhances safety and new 

mechanical systems provide more efficient 

building operations.

Developed Tenant Work Authorization: 

The jurisdiction developed a new business 

process to support Marshall Building capital 

improvement projects. The updated process 

improves transparency and accountability at 

all phases of funds transmittal.

What’s Next? FY 2020 Priorities

Develop New Customer Service Model: 

The jurisdiction plans to develop a new 

Marshall Building customer service model 

to align support to the Administrative Office 

of the U.S. Courts with the AOC’s customer 

experience strategic initiative. A research 

and cost study will determine the best 

model for implementation. 

Key Accomplishments in FY 2019

In addition to the U.S. Botanic Garden 

Conservatory’s north façade and roof 

restorations and improved program offerings 

(discussed in the MD&A), the jurisdiction:

Completed Safety Upgrades: The USBG 

completed the safety improvements in the 

Conservatory’s Tropics Room. The project 

improved safety features — including 

handrails, safety screens and full foot-steps 

on the rungs — for the curved ladder that 

provides access from the catwalk to the top 

of the Conservatory. 

Completed Production Facility Master 

Plan: In summer 2019, the USBG completed 

a limited master plan for the USBG 

Production Facility site renewal. The facility 

contains a greenhouse complex to shelter 

and propagate plants. 

Expanded Special Programs: The USBG 

expanded accessible program offerings 

and invited teenagers and young adults 

with learning, cognitive and developmental 

disabilities to an Evening at the Garden. This 

sensory-friendly program offers nonpublic 

visit times, a “take-a-break” space and 

hands-on activities. In addition, a team of 

staff and volunteers facilitated programming 

for individuals with memory loss.

What’s Next? FY 2020 Priorities 

Renew Production Facility: In FY 2020, 

the USBG intends to award a contract for 

the Production Facility renewal design, 

in line with its recently completed Master 

Site Plan. The project will modernize the 

greenhouses, address employee safety, add 

an urban farm and education center and 

improve sustainability.

S E NATE O FFI C E 

BUILDINGS

SU PR E M E CO U R T 

BUILDING AND GROUNDS U.S. BOTANIC GARDEN
168 Appendices ARCHITECT OF THE CAPITOL

Key Accomplishments in FY 2019

In addition to the redesign of Exhibition Hall and support for special 

events (discussed in the MD&A), the jurisdiction:

Improved Visitor Amenities: To aid visitors, the jurisdiction installed 

a public Wi-Fi system and mounted new digital signage to publicize 

CVC program, tour and amenity information. For online guests, the 

Education and Exhibits Division upgraded the CVC website with 

additional program content.

Offered New Early Childhood Programs: In June 2019, the CVC staff 

partnered with the Capitol Building jurisdiction and the Smithsonian 

Institution’s Early Enrichment Center to offer a special tour and handson activities for early-childhood visitors. This program helped the CVC 

refine its family audience outreach.

Continued Partnership on Constitution Program: The jurisdiction 

continued to work closely with the U.S. Capitol Historical Society, 

National Archives and Record Administration, White House and 

Supreme Court on the We the People Constitution Program, which 

educates Washington, D.C., public and public charter school students 

about their city and government.

What’s Next? FY 2020 Priorities 

Continue Exhibition Hall Renovation: The redesign and renovation 

of the CVC’s 16,000 square foot exhibition space will occur throughout 

FY 2020. The redesign shall include changes to interpretive approach, 

content, design, lighting, programming and communications. 

Exhibition Hall is expected to reopen in 2021.

Develop Online Store: Following the completion of an independent 

feasibility study, the CVC began developing an e-commerce site to 

support online sales. Once developed, an e-commerce manager and 

inventory technician are needed to manage the online store in 

FY 2020.

Key Accomplishments in FY 2019

In addition to the support of multiple preservation and construction 

projects, business operations and safety initiatives (discussed in the 

MD&A), the jurisdiction:

Conducted Planning Workshops: The AOC held several workshops 

to discuss the risks, priorities and requirements for upcoming 

construction projects. Meetings addressed Line Item Construction 

Programs, Capital Improvement Plans and the Master Plan Task Force.

Joined Financial Innovation Group: The AOC joined the U.S. 

Department of Treasury’s Office of Financial Innovation and 

Transformation Momentum Working Group to glean and share best 

practices with other federal agencies that use the Momentum® 

Financial Management System.

Documented the Library of Congress Murals: The AOC’s curator 

added 330 records in the Museum System Database to document the 

rich collection of murals in the Thomas Jefferson Building. The records 

include information about each mural, its condition and location. 

What’s Next? FY 2020 Priorities 

Implement New Management Systems: The agency will 

implement a new project management information system, e-Builder, 

to more effectively track, manage and resource multiple major 

construction projects. At the same time, the AOC is working with the 

U.S. Department of Treasury to implement their Budget Formulation 

and Execution Manager application to standardize and improve its 

budget formulation processes.

Enhance Central Services Capabilities: To coincide with the 

agency’s expanding footprint, the AOC will request to add in-house 

resources to increase campuswide project design and development, 

construction oversight and project management requirements. 

Personnel are required to reduce contract award time and improve 

information technology service delivery.

U.S. CAPITOL VISITOR CENTER CAPITAL CONSTRUCTION AND OPERATIONS
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 169
170 Appendices ARCHITECT OF THE CAPITOL

Appendix D

Major Stone Repair and Preservation Projects

Stone preservation is a top priority for the AOC as nearly every building across the Capitol campus is enveloped in stone. Weather, age 

and insufficient maintenance are destroying many of the finer details of these awe-inspiring, historic stone edifices. If preservation 

work is not performed, water infiltration will result in building operational issues and pose a safety risk to members, staff and the 

general public. At the same time, water penetration will damage the buildings’ architectural features and the historic artwork within. 

This appendix summarizes the AOC’s major stone repair and preservation projects.

For more information: www.aoc.gov/stone

OLMSTED TERRACE PRESERVATION

Project Description: The Cannon House Office Building, the oldest 

congressional office building other than the U.S. Capitol Building, is in 

need of a complete renewal. Without action, the essential systems housed 

behind the walls and in mechanical rooms will continue to crumble and fail, 

impacting members, staff and constituents. Other necessary work includes 

repairing the exterior stone façade and restoring the original windows.

Project description: To properly restore the Olmsted Terrace, a 

multiphased project is underway to clean and repair the marble and granite 

at the terrace walls and approaches. During the last 120 years, there has 

been little maintenance performed on the stone and conditions of the walls 

have deteriorated. During each phase, the walls, pedestal, steps and curbing 

will be cleaned, repointed and repaired.

RUSSELL EXTERIOR ENVELOPE PROJECT

Project description: Work is underway on the second of three sequences 

of exterior restoration of the exterior envelope of the Russell Senate Office 

Building. Work includes cleaning, pointing and repairing the marble, limestone 

and granite, restoration of the wood windows and doors, replacement and 

seismic upgrade of deteriorated balustrades and restoration and conservation 

of the highly ornamental bronze light fixtures, railings and gates.

CANNON RENEWAL PROJECT
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 171

T H U R G O O D M A R S H A L L F A Ç A D E 

REPAIR PROGRAM

U LY S S E S S . G R A N T M E M O R I A L 

RESTORATION

U . S . B O T A N I C G A R D E N C O N S E R V A T O R Y 

FAÇADE AND ROOF RESTORATION

U . S . C A P I T O L E X T E R I O R S T O N E A N D 

METAL PRESERVATION PROJECT

Project Description: Work on a pilot project at the front entrance of 

Thurgood Marshall Federal Judiciary Building continues with the removal 

and replacement of granite panels at Columbus Circle Plaza. This effort 

started in fall 2018. Phase 1 is a pilot project that includes forensic analysis to 

inform the design of follow-on phases.

Project Description: Restoration on the Ulysses S. Grant Memorial began 

in FY 2016 with conservation of the bronze statuary. Current year work is 

completing the cleaning and restoration of the marble pedestal, restoration 

of the granite paving and installation of bronze replicas of the eight original 

lamp posts and marble pedestals. The AOC expects to complete the project 

in early FY 2020.

Project Description: The AOC completed the restoration of the limestone 

façade of the historic Conservatory in FY 2019. Work included cleaning, 

partially repointing and numerous dutchman repairs at corroded anchors, 

significant structural concrete repairs, replacement of the roofing 

membrane and flashings and installation of a vegetative roof.

Project Description: A multiphased exterior restoration of the Capitol 

Building, the project is currently addressing the stone and metals of the South 

(House) Extension. Stone repairs are complete at the west elevation and work 

will continue at the south and east through summer of 2020. The project also 

includes recarving severely deteriorated stone, chemically consolidating other 

carved stone and conserving the east pediment sculpture.
172 Appendices ARCHITECT OF THE CAPITOL

Appendix E

Major Exhibitions and Programs

The U.S. Botanic Garden (USBG) and U.S. Capitol Visitor Center (CVC) create and offer extraordinary exhibitions and programs for the 

visiting public. The FY 2019 exhibitions and programs are listed below:

U.S. BOTANIC GARDEN

Season’s Greenings: All Aboard!

November 2018–January 2019

The annual holiday exhibit featured plant-based recreations of iconic train 

stations from across the country. The classic collection of D.C. landmarks 

made from plant materials returned to fill the Garden Court, along with a 

new botanical version of Washington, D.C.’s Union Station.

Celebrating New American Gardens 

January–October 2019

This exhibit celebrated 21 American public gardens created or renovated 

within the last five years. Photographs, project plans and landscape 

drawings demonstrated the engaging, inviting and dynamic nature of 

these gardens.

It’s Hip to be Square: The Mint Family

January–November 2019

This exhibit featured the breadth of the mint family (Lamiaceae) — known 

for its aroma, square stems and opposite leaves. While Mentha (peppermint 

and spearmint) and Salvia (sage) species are commonly known, there are 

over 230 genera and more than 7,000 species in the mint family.

Exhibitions and information may also be viewed online at:

www.usbg.gov/exhibits and www.visitthecapitol.gov/exhibitions
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 173

Gardens Across America 

May–October 2019

Featuring vignettes of a selection of gardens from across the country, this 

exhibit spotlighted the diversity and beauty of the more than 600 public 

gardens in the United States. From rare and endangered plants to historic 

estates to modern oases, the exhibit showcased collections and stories of 21 

gardens throughout the grounds of the USBG. 

Congress and the Separation of Powers, Part 2 

September 2018–March 2019

Congress and the Separation of Powers explored the ways in which 

Congress, the first branch of the United States government, interacts with 

the executive and judicial branches in the making of laws and exercise 

of oversight. Artifacts and documents helped to demonstrate Congress’ 

role in providing checks and balances to the other branches of the federal 

government. This was the final temporary exhibit in the CVC’s Exhibition 

Hall before closing for renovations.

Relocation of Exhibition Hall Exhibits During Renovation 

March 2019–ongoing

During the renovation of Exhibition Hall, several exhibitions and artifacts 

were moved to the lower level of the CVC and remain on public display. Six 

Capitol Square models were moved to the lower level south hallway. The 

House and Senate Theater films were set up in “minitheaters” adjacent to 

the lower level House and Senate appointment desks. The Lincoln Table was 

moved to the southwest corner of Emancipation Hall. Two sets of banners 

highlighting the centennial of the 19th Amendment were installed near the 

plaster model of the Statue of Freedom. 

Special Programs and Encounters

A variety of guided programs and activities are offered on a daily basis, 

including two specialty tours: Halls of the Senate and Freedom Fighters in 

the Capitol Collections.

U.S. CAPITOL VISITOR CENTER
174 Appendices ARCHITECT OF THE CAPITOL

Appendix F

U.S. Capitol Campus Visitation Statistics

TABLE 25 Number of Visitors by Month, FY 2019 

(Rounded to the nearest 1,000)

MONTH

U.S. CAPITOL 

VISITOR 

CENTER

U.S. 

BOTANIC 

GARDEN

LIBRARY 

BUILDINGS 

AND GROUNDS

October 2018 186,000 50,000 141,000 

November 2018 136,000 74,000 97,000

December 2018 136,000 177,000 82,000 

January 2019 89,000 45,000 64,000 

February 2019 95,000 42,000 62,000 

March 2019 237,000 89,000 153,000 

April 2019 281,000 114,000 169,000 

May 2019 299,000 92,000 178,000 

June 2019 280,000 87,000 187,000 

July 2019 286,000 95,000 198,000 

August 2019 210,000 81,000 157,000 

September 2019 140,000 58,000 105,000 

Monthly Average 198,000 84,000 133,000 

Total 2,375,000 1,004,000 1,593,000

TABLE 26 Number of Visitors by Year, 

FY 2014–FY 2019 (Rounded to the nearest 1,000)

FISCAL YEAR

U.S. CAPITOL 

VISITOR 

CENTER

U.S. 

BOTANIC 

GARDEN

LIBRARY 

BUILDINGS 

AND GROUNDS

2014 2,054,000 1,185,000 1,450,000 

2015 2,001,000 1,317,000 1,586,000 

2016 2,205,000 1,184,000 1,429,000 

2017 2,447,000 953,000 1,559,000 

2018 2,376,000 952,000 1,605,000

2019 2,375,000 1,004,000 1,593,000

Total 

FY 2014–FY 2019 13,458,000 6,595,000 9,222,000

6-Year Average 2,243,000 1,099,000 1,537,000 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 175

AOC Reimbursements Collected and Posted to a 

Specific AOC Appropriation

Battery Recharging Stations (2 U.S.C. §2170, P.L. 112-167 (Senate); 

2 U.S.C. §2171, P.L. 112-170 (House); and 2 U.S.C. §2171a, P.L. 114-113 

(Library)). The AOC operates battery recharging stations for 

privately owned vehicles in parking areas under the Senate 

Office Buildings, the House Office Buildings and the Library 

Buildings and Grounds jurisdictions at no net cost to the federal 

government. The AOC credits the appropriations account for 

the Capitol Power Plant with all fees collected for usage of the 

charging stations. Monies deposited are available for obligation 

in the fiscal year collected and the following fiscal year. 

Capitol Complex E85 Refueling Station (2 U.S.C. §2169; P.L. 

110-140, Title V, §502). The AOC constructed and operates a fuel 

tank and pumping system for E85 fuel. The pumping station is 

available for all E85 fuel compatible legislative branch vehicles 

on a reimbursable basis for the cost of the fuel to the AOC. 

Disposition of Surplus or Obsolete Personal Property (2 U.S.C. 

§1817a; P.L. 111-68, Div. A, Title I, §1301). The AOC has authority 

to dispose of surplus or obsolete personal property through 

interagency transfer, donation, sale, trade-in or discarding. 

Any amounts the AOC receives for the disposition of personal 

property is available for the AOC’s operations for the acquisition 

of the same or similar property. The funds are available for the 

fiscal year received and the following fiscal year. 

Utility Reimbursements for Steam and Chilled Water (40 U.S.C. 

§6111(b)(1)(A) (U.S. Supreme Court); 40 U.S.C. §6502(e) (Thurgood 

Marshall Federal Judiciary Building); and 40 U.S.C. §6909 (Union 

Station)). There are separate authorities for services to the Folger 

Shakespeare Library (91 Stat. 1374), and for Postal Square and 

the Government Publishing Office Building (42 Stat. 767)). The 

Capitol Power Plant provides lighting, heating, power (including 

the purchase of electrical energy) and water and sewer services 

for the Capitol campus on a reimbursable basis. This includes 

heating the Government Publishing Office and Washington City 

Post Office and heating and chilled water for air conditioning 

for the U.S. Supreme Court Building, the Union Station complex, 

the Marshall Building and the Folger Shakespeare Library. 

Reimbursable amounts collected, up to $9 million, are credited 

to the Capitol Power Plant’s appropriation. 

AOC Reimbursements Collected and Transferred to 

the U.S. Department of Treasury

Rent from The Monocle Restaurant (P.L. 91-382). The AOC has 

authority to lease the lot on which The Monocle Restaurant 

is located. The AOC deposits all lease receipts in the U.S. 

Department of Treasury’s general fund.

Appendix G

Reimbursable Accounts Summary

The AOC provides various services to federal and private entities on a reimbursable basis. For funds collected as a result of these 

reimbursable services, the AOC either posts the reimbursements to a specific AOC appropriation or transfers the reimbursements to 

the U.S. Department of Treasury. The assets, liabilities and transactions associated with the reimbursable accounts are included in the 

AOC’s audited financial statements. 
176 Appendices ARCHITECT OF THE CAPITOL

Appendix H

Key Performance Indicators

TABLE 27 Key Performance Indicators Measured in FY 2019

KEY PERFORMANCE INDICATOR IDENTIFIER

Goal 1: Maintain Awe-Inspiring Facilities

Energy and Sustainability Targets AIF KPI 1

Preventive Maintenance Work Order Timeliness AIF KPI 2

Corrective Maintenance Work Order Timeliness AIF KPI 3

Facility Management Standards for Emergency Generators and Switchgear AIF KPI 4

NEW! Gardens and Grounds Standards Established AIF KPI 5

Goal 2: Provide Extraordinary Services

Customer Satisfaction with Projects ES KPI 1

Service Request Work Order Timeliness ES KPI 2

Favorability Ratings for Peer Customer Satisfaction ES KPI 3

NEW! Customer Experience Program ES KPI 4

Goal 3: Foster an Innovative and Empowered Workforce

Peer Survey Favorability Rating for Competency Dimension IEW KPI 1

Peer Survey Favorability Rating for Customer Service Dimension IEW KPI 2

NEW! Employee Nonmandatory Training IEW KPI 3

The AOC’s Ranking in the Partnership for Public Service’s Best Places to Work in the Federal Government® IEW KPI 4

NEW! Business Units with a Bureaucracy Reduction IEW KPI 5

NEW! Nonselected Internal Candidates Offered Feedback IEW KPI 6

NEW! Continuous Process Improvement Program Established IEW KPI 7

Injuries and Illnesses Rate IEW KPI 8

Injuries and Illnesses Rate (Rolling Five-Year Average) IEW KPI 9

Business Units That Have Reviewed Emergency Procedures Within the Fiscal Year IEW KPI 10

Business Units That Conducted Emergency Exercises Within the Fiscal Year IEW KPI 11

Jurisdictions That Completed All Routine Internal Inspections On Time IEW KPI 12

External Safety and Environmental Inspection Findings IEW KPI 13

Goal 4: Operate as One Team, Dedicated to One Mission

Business Units With Successfully Implemented Partnering Plans OTOM KPI 1

Employees Placed in Cross-Organizational Opportunities OTOM KPI 2

Cross-Organizational Employee Opportunities OTOM KPI 3

Favorability Rating for AOC Peer Survey Collaboration Dimension OTOM KPI 4

Favorability Rating for AOC Peer Survey Communication Dimension OTOM KPI 5

Favorability Rating for AOC Peer Survey Alignment Dimension OTOM KPI 6

NEW! Workforce Study Pilot of the Planning and Project Management Division and Present Findings OTOM KPI 7

NEW! Adopt an Integrated Planning, Programming, Budgeting, Execution and Evaluation Framework OTOM KPI 8

NEW! Develop Jurisdiction Talent Management Plans OTOM KPI 9
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 177

KEY PERFORMANCE INDICATOR STRATEGIC 

OBJECTIVE STATUS EXPLANATION

Safety/Compliance Key Industry Standards Established AIF 2.0 Removed Realigned with Integrated Safety Management System

Safety/Compliance Meet Key Industry Standards AIF 2.0 Removed Realigned with Integrated Safety Management System

Adherence to Cleaning Standards AIF 2.0 Removed Removed from Strategic Plan, retained as operational KPI

Usage of Overtime AIF 2.0 Removed Removed from Strategic Plan, retained as operational KPI

CVC Customer Satisfaction Survey ES 1.0 Scheduled for 

next fiscal year Survey scheduled for FY 2020

Facility Management Customer Satisfaction Survey ES 1.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Adherence to Procurement Acquisition Lead Times ES 1.0 Removed KPI is being redefined

Favorability Ratings for FEVS Development Dimension IEW 1.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Favorability Ratings for FEVS Accountability Dimension IEW 1.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Favorability Ratings for FEVS Coaching Dimension IEW 1.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Training in Crucial Communication Skills IEW 1.0 Removed Realigned with the Performance Communication and 

Evaluation System

Favorability Ratings for Best Places to Work Dimension IEW 2.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Favorability Ratings for FEVS Innovation Dimension IEW 2.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Favorability Ratings for FEVS Rewards and Recognition 

Dimension IEW 2.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Favorability Ratings for FEVS Hiring and Promotions 

Dimension IEW 2.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Promoting Fairness in Rewards and Recognition Programs IEW 2.0 Removed This was a one-time KPI

Supervisory Training in Fair Hiring Procedures IEW 2.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Employee Training in Hiring and Career Management IEW 2.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Adherence to Hiring Cycle Time IEW 2.0 Removed KPI is being redefined

Favorability Ratings for FEVS Safety Dimension IEW 3.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Favorability Ratings for FEVS Security Dimension IEW 3.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Favorability Ratings for FEVS Collaboration Dimension OTOM 1.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Favorability Ratings for FEVS Communication Dimension OTOM 1.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Favorability Ratings for FEVS Alignment Dimension OTOM 1.0 Biennial KPI Measured on a biennial basis; scheduled for FY 2020

Analysis of Current and Estimated Future Requirements OTOM 2.0 Removed KPI is being reevaluated

Analysis and Recommendations for Resource Planning, 

Allocation and Management OTOM 2.0 Removed KPI is being reevaluated

Implementation Strategy for Approach to Resource 

Planning and Management OTOM 2.0 Removed KPI is being reevaluated

TABLE 28 Key Performance Indicators Removed or Not Measured
178 Appendices ARCHITECT OF THE CAPITOL

Appendix I

Glossary

Americans with Disabilities Act (ADA): This federal law prohibits 

discrimination in employment, transportation, public 

accommodations, communications and government activities 

and guarantees people with disabilities equal opportunity. 

Architect of the Capitol Human Resources Act: This act requires 

the AOC to establish, implement, maintain, evaluate and 

annually report to Congress on the agency’s personnel 

management system. The act also requires that all personnel 

actions affecting AOC employees are free from any 

discrimination.

Architect’s Mobility Program (AMP): This program offers 

opportunities for employees who lack qualifying experience 

to enter other fields. This program addresses the AOC’s 

commitment to employee development, while providing 

continuity of talent and critical trade skills. 

Backlog: The total of deferred maintenance plus capital renewal 

projects that are expected to become deferred maintenance 

within a five-year window. 

Brumidi Corridors: The vaulted, ornately decorated corridors 

on the first floor of the Senate wing in the U.S. Capitol Building. 

They are named in honor of Constantino Brumidi, the 19thcentury Italian artist who designed the murals and other 

major elements. 

Capital Construction and Operations: Appropriation 

providing the essential construction, central management, and 

operational and professional support in connection with the 

facilities under the AOC’s care. 

Capital Improvements Plan (CIP): Projects annual funding 

requirements and provides an evaluation of capital projects 

based on key criteria including regulatory compliance, security, 

mission accommodation, historic preservation, economic 

considerations, energy considerations and sustainability. 

Capitol Christmas Tree: Since 1964, a Capitol Christmas Tree 

is erected and decorated on the West Front Lawn of the U.S. 

Capitol Building to celebrate the holiday season. The AOC’s 

Capitol Grounds and Arboretum’s director is responsible for 

overseeing the tree’s selection, installation and decoration. 

Capitol Complex Master Plan (CCMP): The comprehensive, longrange framework that guides AOC in its mission to maintain, 

renovate and develop the Capitol campus. 

Chief Financial Officers Act of 1990 (CFO Act): This act established 

a chief financial officer in each major executive branch agency, 

assigned the OMB with the responsibility for setting accounting 

and financial reporting standards, increased internal controls, 

required annual independent financial statement audits for 

agencies and established financial management systems 

requirements.

Cogeneration: The Capitol Power Plant’s cogeneration system 

uses natural gas in a combustion turbine to simultaneously 

generate electricity and steam.

Computer-Aided Facilities Management (CAFM): Facilities 

management system used by the AOC jurisdictions to track 

facility maintenance work orders and preventive maintenance. 

Congressional Gold Medal Ceremony: This ceremony recognizes 

those who have been awarded the Congressional Gold Medal by 

the U.S. Congress. Awardees are chosen based on achievements 

that have impacted American history and culture. 

Congressional Office Moves: The member and committee 

office moves and space reassignments are associated with 

the biennial November elections for the United States Senate 

and U.S. House of Representatives. Related activities include 

managing the suite selection process; developing architectural 

layouts; moving furniture; painting offices; removing, relocating 

and installing partitions; and updating the electrical, data and 

telecommunications infrastructure. 

Construction Work-in-Progress (CWIP): Construction work-inprogress is a general ledger account used to record both the 

direct costs and allocated indirect costs that are associated with 

constructing a fixed asset. 

Corrective Maintenance: Corrective, or emergency, maintenance 

activities are those undertaken to identify, isolate and rectify an 

unscheduled deficiency of equipment or systems. 

Cox Corridors: The three corridors located on the first floor 

of the U.S. Capitol Building’s House wing were designed by 

renowned artist Allyn Cox. The Cox Corridors are decorated with 
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 179

wall and ceiling murals that depict the development and growth 

of the United States. 

Deferred Maintenance and Repairs (DM&R): These are 

maintenance and repairs that were not performed when they 

should have been, or were scheduled to be, and are delayed to a 

future period. 

Emancipation Hall: The U.S. Capitol Visitor Center’s 

Emancipation Hall is a central gathering place for visitors to 

the U.S. Capitol Building. The hall was named to recognize the 

contributions of the enslaved laborers who helped build the U.S. 

Capitol.

Energy Independence and Security Act of 2007 (EISA2007): An 

act of Congress intended to move the U.S. toward greater 

energy independence and security, increase the production 

of renewable fuels, protect consumers, increase the efficiency 

of products, buildings and vehicles, promote research on and 

deploy greenhouse gas capture and storage, and improve the 

energy performance of the federal government. 

Energy Savings Performance Contract (ESPC): These contracts 

represent public-private partnerships for financing energy 

savings construction projects. ESPCs were used by the AOC to 

finance needed energy preservation improvements for three 

of its jurisdictions (Capitol Building, House Office Buildings and 

Senate Office Buildings) and will be used for a fourth jurisdiction 

(Library Buildings and Grounds). 

Enterprise Risk Management (ERM): The process by which 

management and leadership identify, assess and manage risks 

across an enterprise to make informed decisions toward risk 

reduction. 

Exchange of Critical Expertise and Learning (ExCEL): A 

workforce program to improve organizational efficiencies and 

increase employee knowledge through the exchange of skills 

and knowledge across the AOC. 

Executive Leadership Team (ELT): The AOC’s intra-agency 

management team is composed of the agency’s senior officials. 

Exhibition Hall: The U.S. Capitol Visitor Center’s Exhibition Hall 

is home to E Pluribus Unum — Out of Many, One, the exhibition 

dedicated to telling the story of the U.S. Congress and the 

U.S. Capitol.

Facility Condition Assessment (FCA): A program that assesses 

the condition of building systems, remaining life and deferred 

maintenance requirements. 

Facility Condition Index (FCI): An overall assessment of the 

condition of a facility. It is measured by the ratio of deferred 

maintenance costs to estimated building replacement costs. 

Federal Employee Viewpoint Survey (FEVS): A U.S. Office 

of Personnel Management tool that measures employees’ 

perceptions of whether, and to what extent, conditions 

characterizing successful organizations are present in their 

agencies. 

Federal Financial Management Improvement Act of 1996 (FFMIA):

Statute that advanced federal financial management by 

ensuring that federal financial management systems provide 

accurate, reliable and timely financial information to the 

government’s managers. 

Federal Managers’ Financial Integrity Act of 1982 (FMFIA): Statute 

amending the Accounting and Auditing Act of 1950 and requiring 

the establishment of guidelines for evaluating agencies’ 

systems of internal control with three objectives: operational 

effectiveness and efficiency, regulatory and statutory 

compliance and reliable financial reporting. 

Generally Accepted Accounting Principles (GAAP): The 

accounting concepts and standards for the U.S. government, as 

prescribed by the Federal Accounting Standards Advisory Board. 

Government Performance and Results Act of 1993 (GPRA): Statute 

that provided for the establishment, testing and evaluation of 

strategic planning and performance measurement in the federal 

government. Later amended by GPRAMA.

Government Performance and Results Modernization Act of 2010 

(GPRAMA): Statute that updated GPRA to create a more defined 

performance framework, including the designation of crosscutting federal priority goals and agency-level priority goals. 

Heritage Asset: The buildings, structures, cultural landscapes, 

fine art, architectural fine art, decorative art, architectural 

decorative art, monuments, memorials, archival records, 

photographic records, living botanical assets, views and vistas, 

archeological resources, and stored art and architectural 

materials in the care of the AOC that have historical, 

architectural, artistic, cultural or educational significance. 

Jurisdiction: The AOC has oversight responsibility for several 

jurisdictions. Each jurisdiction is responsible for a designated 

geographic area of the Capitol campus. 

Leadership in Energy and Environmental Design (LEED): A 

green building certification program, sponsored by the U.S. 

Green Building Council, which recognizes best-in-class facility 

strategies and practices. 
180 Appendices ARCHITECT OF THE CAPITOL

Legislative Branch Financial Management System (LBFMS): The 

consolidated shared service financial management system used 

for legislative branch financial operations. 

Living Botanical Asset: A plant specimen of particular value that 

should be granted preservation consideration. At the AOC these 

generally, though not exclusively, fall into the categories of 

living accessions of the U.S. Botanic Garden, memorial trees and 

plants identified as significant in cultural landscape reports. 

Memorial Trees: The living heritage assets planted to honor 

distinguished citizens, groups and national events. The AOC is 

responsible for the care of the memorial trees.

National Financial Center (NFC): The U.S. Department of 

Agriculture’s shared services provider for financial management 

and human resources. The NFC administers the AOC’s payroll 

and benefits. 

National Statuary Hall Collection: This collection is comprised 

of statues donated by individual states to honor notable 

individuals in their history and is displayed throughout the 

U.S. Capitol Building and the U.S. Capitol Visitor Center. The 

AOC is responsible for the care and preservation of the entire 

collection, which consists of 100 statues contributed by 50 

states, two statues each. 

Olmsted Plan: A grand landscape architecture plan for the U.S. 

Capitol Grounds, it was designed between 1874 and 1892 by 

Frederick Law Olmsted, the father of landscape architecture in 

America. 

Presidential Inauguration: The presidential inauguration is, 

perhaps, the most widely known of the ceremonies held at the 

U.S. Capitol Building. Every four years, the AOC is responsible 

for constructing the inaugural platform on the building’s West 

Front, setting up the seating and fencing on the grounds and 

coordinating activities with the Joint Congressional Committee 

on Inaugural Ceremonies. 

Preventive Maintenance: The recurring, or scheduled, care and 

servicing of equipment, systems and facilities to keep them in 

good operating condition by providing inspection, detection 

and correction of failures either before they occur or before they 

develop major defects. 

Reimbursable Accounts: The AOC has reimbursable budget 

authority provided by statute to establish certain reimbursable 

agreements. See Appendix G: Reimbursable Accounts Summary 

for further information. 

Safety Observations and Reflections (SOAR): The AOC safety 

training program for employees, supervisors and managers 

focusing on the behavioral aspects of individual safety 

performance. 

Short Ton: A unit of weight equal to 2,000 pounds. 

State of the Union Address: The State of the Union Address 

is derived from Article II, Section 3, Clause 1 of the U.S. 

Constitution, which states: “He (the president) shall from time to 

time give to the Congress information of the State of the Union.” 

The AOC works behind the scenes to ensure that everything 

is impeccable for this important event, including readying the 

House Chamber where the address occurs. 

Sustainable SITES Initiative®

 (SITES®): An interdisciplinary 

partnership led by the American Society of Landscape 

Architects, the Lady Bird Johnson Wildflower Center at The 

University of Texas at Austin and the U.S. Botanic Garden to 

establish standards and provide certification for sustainable 

land development and management practices. 

Statue of Freedom: The bronze Statue of Freedom is the 

crowning feature of the U.S. Capitol Dome. The statue’s 

plaster model is on display in the U.S. Capitol Visitor Center’s 

Emancipation Hall. 

Union Square: The 13-acre plaza to the west of the U.S. Capitol 

Building containing the Ulysses S. Grant Memorial and the 

Capitol Reflecting Pool. In 2011, the property was transferred 

from the National Park Service to the AOC. 

U.S. Capitol Dome: The cast-iron U.S. Capitol Dome, situated 

atop the U.S. Capitol Building, was designed by the fourth 

Architect of the Capitol, Thomas U. Walter. Construction of the 

8.9 million pound Dome began in 1855 and was finished in 1866. 

U.S. Capitol Grounds: The U.S. Capitol Grounds are comprised 

of the approximately 295 acres of grounds that provide a parklike setting for the U.S. Capitol. The grounds were designed by 

noted American landscape architect Frederick Law Olmsted and 

designated an accredited arboretum in 2017. 

U.S. Capitol Rotunda: The large, domed, circular room located 

in the center of the U.S. Capitol Building. The Rotunda is 

visited by thousands of people daily and is also used for 

ceremonial events. 

U.S. Capitol Visitor Center: The U.S. Capitol Visitor Center, 

the newest addition to the U.S. Capitol Building, is located 

underground on the east side of the U.S. Capitol. Since opening 

in December 2008, more than 24 million visitors have entered 

the U.S. Capitol through the U.S. Capitol Visitor Center.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 181

Appendix J

Abbreviations and Acronyms 

A

ACM Asbestos-Containing Materials 

ADA Americans with Disabilities Act

AEP Affirmative Employment Program

AGA Association of Government Accountants

AIA American Institute of Architects

AIC American Institute for Conservation

AICPA American Institute of Certified Public Accountants

AIF Maintain Awe-Inspiring Facilities

AMMD Acquisition and Material Management Division

AMP Architect’s Mobility Program

ANSI American National Standards Institute 

AOC Architect of the Capitol

B

BASnet Building Automation System

BBTU Billion British Thermal Unit

C

CAFM Computer-Aided Facilities Management

CAO Chief Administrative Officer

CAP Cross-Agency Priority goals

CBA Collective Bargaining Agreement

CCM Certified Construction Manager

CCMP Capitol Complex Master Plan

CCR Communications and Congressional Relations

CCRC Central Contractor Registration Connector

CEAR Certificate of Excellence in Accountability Reporting

CERCLA Comprehensive Environmental Response, 

Compensation and Liability Act

CFM Certified Facilities Manager

CFO Chief Financial Officer

CFO Act Chief Financial Officers Act

CGFM Certified Government Financial Manager

CHW Chilled Water

CIP Capital Improvement Plan

CIR Collections Information Repository 

CM Corrective Maintenance

COO Chief Operating Officer

COTS Commercial Off-the-Shelf

CPA Certified Public Accountant

CSRS Civil Service Retirement System

CVC Capitol Visitor Center

CVC POS Capitol Visitor Center Point of Sale System 

CWIP Construction Work-in-Progress

D

DATA Act Digital Accountability and Transparency Act

DDC Digital Direct Controls 

DI/DR Diversity, Inclusion and Dispute Resolution

DM&R Deferred Maintenance and Repairs

DOL U.S. Department of Labor

E

EAP Employee Assistance Program

EARP Emergency Action and Response Plan 

ECM Energy Conservation Measures 

EISA2007 Energy Independence and Security Act of 2007

ELT Executive Leadership Team

EPAct Energy Policy Act of 2005 

ERM Enterprise Risk Management

ES Provide Extraordinary Services

ESPC Energy Savings Performance Contract

EUI Energy Usage Intensity 

ExCEL Exchange of Critical Expertise and Learning

F

FAIA Fellow, American Institute of Architects

FASAB Federal Accounting Standards Advisory Board

FBWT Fund Balance with Treasury

FCA Facility Condition Assessment

FCI Facility Condition Index

FECA Federal Employees Compensation Act

FEGLI Federal Employees Group Life Insurance 

FEHB Federal Employees Health Benefits 

FERS Federal Employees Retirement System

FEVS Federal Employee Viewpoints Survey 

FFMIA Federal Financial Management Improvement Act

FISCAM Federal Information System Controls Audit Manual

FISMA Federal Information Security Management Act

FIT Office of Financial Innovation and Transformation

FMFIA Federal Managers’ Financial Integrity Act

FMLA Family and Medical Leave Act

FMS Financial Management System
182 Appendices ARCHITECT OF THE CAPITOL

FTE Full-Time Equivalent

FY Fiscal Year

G

GAAP Generally Accepted Accounting Principles

GAO U.S. Government Accountability Office

GFRS Governmentwide Financial Report System

GIS Geographic Information System

GPO U.S. Government Publishing Office

GPRA Government Performance and Results Act

GPRAMA GPRA Modernization Act

GS General Schedule

GSA U.S. General Services Administration

GSF Gross Square Feet

GTAS Governmentwide Treasury Account Symbol 

Adjusted Trial Balance System

H

HCMD Human Capital Management Division

HRCCC House of Representatives Child Care Center 

HUBZone Historically Underutilized Business Zones 

HVAC Heating, Ventilation and Air Conditioning

I

I&I Injuries and Illnesses

ICOR Internal Control over Reporting

ICS Inventory Control System

IEW Foster an Innovative and Empowered Workforce

IPAC Intra-Governmental Payment and Collection

IPERIA Improper Payments Elimination and Recovery 

Improvement Act

IPP Invoice Processing Platform

ISMS Integrated Safety Management System

ISO International Organization for Standardization 

IT Information Technology

ITD Information Technology Division

K

KBTU Thousand British Thermal Units

KCF Thousand Cubic Feet

KGal Kilogallons

KWH Kilowatt Hours

KPI Key Performance Indicator

L

LBFMS Legislative Branch Financial Management System

LED Light-Emitting Diode

LEED AP Leadership in Energy and Environmental Design 

Accredited Professional

LICP Line Item Construction Program

M

MD&A Management’s Discussion and Analysis

MMBTU Metric Million British Thermal Units

MWH Megawatt Hours

N

NFC National Financial Center

NIST National Institute of Standards and Technology

O

OAS Organizational Assessment Survey

OCWR Office of Congressional Workplace Rights

ODS Operational Data Store

OIG Office of Inspector General

OMB Office of Management and Budget

OPM U.S. Office of Personnel Management

OTOM Operate as One Team, Dedicated to One Mission

P

PAM Payment Automation Manager 

PAR Performance and Accountability Report

PCES Performance, Communication and Evaluation 

System

PE Professional Engineer

PIC Project Information Center

PL Public Law

PM Preventive Maintenance

PMIS Project Management Information System

PP&E Property, Plant and Equipment

PPBEE Planning, Programming, Budgeting, Execution 

and Evaluation 

PPM Planning and Project Management

PY Prior Year 

R

RMAB Records, Management and Archives Branch

RSI Required Supplementary Information

RSS Rich Site Summary

RSSI Required Supplementary Stewardship Information

S

SAM System for Award Management

SBR Combined Statement of Budgetary Resources
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Appendices 183

SCNP Statement of Changes in Net Position

SFEP Safety, Fire and Environmental Programs

SFFAS Statement of Federal Financial Accounting Standards

SIEM Security Information and Event Management 

SITES Sustainable SITES Initiative

SNC Statement of Net Cost

SOAR Safety Observations and Reflections

SR Senior Rated

SSAA Senate Sergeant At Arms

T

TIPPS Teamwork, Integrity, Professionalism, Pride, Safety 

TMJFB Thurgood Marshall Federal Judiciary Building

TSP Thrift Saving Plan

Treasury U.S. Department of Treasury

U

UCFE Unemployment Compensation for Federal 

Employees 

UDO Undelivered Orders

UESC Utility Energy Service Contract

USBG U.S. Botanic Garden

USC United States Code

USCHS U.S. Capitol Historical Society

USCP U.S. Capitol Police

USSGL U.S. Standard General Ledger

W

WBC Washington Business Congress 

Y

YTD Year-to-Date
184 Appendices ARCHITECT OF THE CAPITOL

Appendix K

Acknowledgements 

This Performance and Accountability Report was produced with the energies and talents of the AOC’s staff. To these dedicated 

individuals, we offer our sincerest thanks. In particular, we recognize the following individuals for their contributions:

Thomas J. Carroll III, CFM,

Acting Architect of

the Capitol and Chief

Financial Officer

Jonathan Kraft, Acting 

Chief Financial Officer 

William R. O’Donnell, Chief 

Administrative Officer

Joseph Abriatis

Peggy Almanza

Mona Amatie, CGFM

Nik Apostolides

Laila Atayee

Charles Badal

Teresa Bailey

Jason Baltimore 

Natalie Barnes, CGFM

Lawrence Barr

Raynell Bennett

Thomas Bergeron

Jennifer Blancato 

Jessica Blanche

Susanne Bledsoe 

Joe Bocianowski, CCM

Franklin Bradley

Chere Brown-Rexroat

Liz Buday

Robert Buxton

Joseph Campbell

Tom Casey

Michael Cason

Saharah Moon Chapotin, Ph.D.

Trista Claxon

Kimberly Coats

Michele Cohen, Ph.D. 

Laura Condeluci

Marvin Cortez 

Erin Courtney

William Curley

Sarah Davis

Migdali Delgado

Andrew Dentamaro

Devin Dotson

James Drummond

Michael Dunn

Patrick Easton

Antonio Edmonds

Kristen Frederick

Noha Gaber, Ph.D.

Valerie Hasberry

Tarah Hightower

Kevin Hildebrand

Bonnie Holod, AIA, LEED AP

Anthony Hutcherson

Charles Iliff

James Kaufmann

Michelle Kayon

John Kelly

Justin Kieffer

Paul Kirkpatrick, AIA, LEED AP

Brian Kohler

Cesar Korzeniewicz

Michael Lewis

Latania Maise 

Isabella Marques de Castilla

Curtis McNeil

Michaela McNichol

John McPhaul 

Kristy Miller

Peter Mueller, PE, PMP

Erin Nelson 

Cristin O’Brien

Charles O’Hanlon, PE, CCM

James O’Keefe 

Mary Oehrlein 

Fay Ott

Mary Jean Pajak, PE 

Susan Pell, Ph.D. 

Joseph Peter, CPA, CGFM 

Beth Plemmons 

Christopher Potter

Stefanie Pryor 

Mark Reed, PE, CFM

Dewitt Roseborough III 

James Rosenthal

Beth Schnakenberg

Christopher Schneck 

Hajira Shariff

Kathy Sherrill, CPA

Michael Shirven, PE

Victoria Singer

Nancy L. Skinkle, AIA, LEED AP 

Diane Soriano

Jessica Suarez Bonilla 

Eric Swanson

Deatra Trinidad 

Christopher Vetick

Kyle Wallick

Terry Watson 

Jay Wiegmann

John Williams 

Lori Williams

Patricia Williams

Darryl Williamson

Micha Winkler Thomas

Alesia Wubben

Elizabeth Yoder

We offer special thanks to the AOC’s Photography Branch for providing the photographs contained in this report. 

The FY 2019 Performance and Accountability Report was prepared with the assistance of OmniStudio, Inc. and Ilion 

Management Strategies LLC. In addition, Grant Thornton assisted with the preparation of the AOC’s financial statements.

Copyedited by Joseph Peter and Darryl Williamson.

This report is issued with data as of November 18, 2019.
Did You Know?

Capitol tours are free and may be booked in advance online 

at: www.aoc.gov/official-tours-capitol-hill. Tours may 

also be booked through the offices of your senators or 

representatives or through the Office of Visitor Services by 

calling 202.226.8000.

We Would Like to Hear From You

Thank you for your interest in the Architect of the Capitol and its 

Fiscal Year 2019 Performance and Accountability Report (PAR). We 

welcome your comments on how we can make this report more 

informative for our readers. Please send your comments to:

Email aocpar@aoc.gov

Phone 202.226.2552

Mail Chief Financial Officer — PAR 

 Architect of the Capitol 

 Ford House Office Building, Room H2-205 

 2nd & D Street, SW 

 Washington, DC 20515

For Copies of this Report

Electronic copies of this report and its companion highlights 

report are available on the AOC website: www.aoc.gov/par. 

For desktop users, the AOC publishes Section 508-compliant 

versions of the full PAR and the corresponding highlights report 

for individuals with disabilities. A reader-friendly, interactive 

digital version of its PAR is also available for desktop users. 

A mobile app, or e-reader, version of this report is also available 

for both Apple and Android tablets. The mobile app version 

includes the current print edition of the Performance and 

Accountability Report, plus features such as bonus photos and 

videos, landscape or portrait views, zoom view for individual 

sections, bookmarking capability and use other interactive 

functions. To download the report to your tablet device, please 

visit the AppStore from your iPad or Google Play from your 

Android tablet and search for “Architect of the Capitol.”

On February 5, 2019, President Donald J. Trump delivered his State of the Union Address at the U.S. Capitol Building. The AOC works behind the scenes to ensure 

the success of this important annual event.
4 An Executive Summary of the AOC’s Financial and Performance Results ARCHITECT OF THE CAPITOL

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